Comment la R&D et les ventes peuvent-elles collaborer pour s’assurer que les produits sont développés dans les délais et dans les limites du budget ?

There should be a steering committee of Top management in President, Sales, Marketing, R&D and Operations to review Sales and Operating needs and R&D opportunities. A prioritized project list for R&D developed from this. These projects should be reviewed regularly by the steering committee to determine if any of the needs or opportunities have changed. The priorities changed as needed. Ownership by all parties is needed to ensure R&D is working on the best projects for the long term benefit of the company.

R&D and Sales are together linked to help and grow the company's business and customer portfolio. I will even say, that everyone is a sale representative at different level. At the end, the goal from every employee from various department at a company is: I want my company to be successful, to generate sales, to be able to develop new technologies, new services, new product - where at the end, R&D will be responsible for bringing new inventions. For me this is how R&D and Sales are linked.

Na verdade não concordo que P&D não tenha foco na satisfação do cliente. Apesar de levar em consideração a qualidade e inovação, um bom projeto de pesquisa e desenvolvimento se preocupa na agregação de valor ao cliente. Nenhum projeto de P&D que vise entregar um produto viável ao cliente, deixará de levar em consideração a opinião da equipe comercial como a de venda ou até mesmo dos demais stakeholders. Nesse sentido, pesquisa sólida na indústria sempre visa alinhar fatores em busca de lucratividade e payback.

Sales team should be responsible for proper input to R&D team to develop a product without overengineer so it should be in a budget and communicate its technicality or service to the customer for retain/develop new business. R&D should be responsible to fulfill sales or customer requirement with in proper time frame to fulfill its flavor for market/customer. Timely monitoring via a Top Management (MD) is directly responsible for result. Thanks

Understanding the intricacies of each other's roles is pivotal for effective collaboration between the sales and R&D teams in the product development process. Initiate cross-functional training sessions where members from both departments gain insights into their counterparts' responsibilities. Encourage shadowing opportunities to provide firsthand experience and cultivate empathy. By fostering a deep understanding of the challenges and goals inherent in each role, the teams can forge a shared vision for product development, aligning objectives, and promoting a collaborative mindset.

Products in development often go through pivots, whether that be a change in feature set or targeted market. A pivot should be renamed to "delay and cost creator", the antagonist of "on time and on budget". As these should be expected, a strategy to minimize their impact and timeline of identification and implementation should be built. Clear specifications upfront and quick robust communication channels from sales development (ear for market needs) to developers (solution engineers) is a start to helping projects be complete on time and within budget. In addition, realistic expectations should be communicated to management about expecting pivots and setbacks, and provisions for these should be built into every project.

A good and clear definition of the product you want to obtain, its motivation, the target market, the target costs and, if possible, sales estimates, facilitates the adjustment of the first designs to the needs of the sales teams or the company. Subsequently, adjustment meetings

It's important to foster collaboration between sales and R&D teams from the outset, emphasizing a shared goal of delivering successful products that meet both customer and market expectations. Establish formalized processes for collecting and incorporating feedback from sales during the early stages of product development, ensuring a systematic approach to information exchange. Last but not least propose initiatives that equip sales teams with in-depth product knowledge during the early stages, enabling them to effectively communicate product features, benefits, and limitations to potential customers.

I do think this is important. However, there has to be an understanding that interesting clinical questions cannot always be addressed in the context of registrational clinical trials. We have to balance patient and site burden, and address the endpoints that must be met to achieve regulatory approvals. Exploratory endpoints are often driven by commercial and we end up with the kitchen sink approach, collecting data that may or may not be valuable in the context of approvals. Sometimes the questions the commercial wants to ask are more appropriate for phase 4 or real world evidence trials.

Establishing clear and frequent communication channels is essential to keeping the sales and R&D teams in sync throughout the product development journey. Implement regular cross-functional meetings where updates, challenges, and milestones are shared transparently. Utilize project management tools to streamline communication and document progress. Foster an environment where team members feel comfortable reaching out for clarification or feedback. By promoting open and proactive communication, you ensure that potential roadblocks are identified early, allowing for agile adjustments and preventing misunderstandings that could impact timelines and budgets.

Communication is key to any successful collaboration, especially between R&D and sales. Both teams should establish clear and frequent communication channels, such as meetings, emails, chats, or platforms, to exchange information, updates, and feedback. Communication should be transparent, honest, and constructive, and avoid jargon,

I looked for the step labeled: "Build a culture of collaboration and teamwork across department boundaries" and this one was a close as any. Companies build silos for functional reasons, then suffer when the personnel in those silos don't coordinate or collaborate well (or at all) with folks in the other silos. It's tough to get just two of the silos to work well together when the culture overall supports and reinforces reaching department goals. When leadership emphasizes, communicates, and reinforces collaboration on common goals among all functions, any two of them will work together better. If leadership tries to get two functions to work together better but leaves the overall culture in place...it won't work.

Celebrating and rewarding collaboration between the sales and R&D departments is crucial for reinforcing a culture of teamwork and shared success. Acknowledge joint achievements in product development through recognition programs, team events, or even financial incentives tied to successful project outcomes. Create a collaborative workspace that physically represents the partnership between the two departments, fostering a sense of unity. By publicly celebrating successful collaborations, you not only boost morale but also reinforce the value of cross-functional teamwork, encouraging continued cooperation for future product development endeavors.

You could share success stories of collaborative projects through internal and external channels, showcasing the positive outcomes of R&D and sales working together effectively.

Sales and R&D teams should agree on a common understanding of the customer’s needs, problems, key issues or pain points. Then R&D develop the solution to the identified problem by checking that, at each milestone, both teams remain aligned…and sales are deploying the solution…with the support of the R&D team.

La collaboration avec le service ventes, avec les commerciaux permet de rester au contact des besoins des clients. Les retours les informations les évaluations peut être les tendances et les envies peuvent être étudiés et analysés par les deux services pour co-développement des actions KAISEN