Abstract
This article examines the context of the front-end process in a multinational Brazilian firm that manufactures electric motors. By adopting an in-depth case study method, this article evaluates the front end as a strategic and tactical process within the Brazilian firm studied. The competitive arena, consisting mainly of Asian competitors, encouraged the Brazilian firm to review the stages of the front-end process and include new activities, such as (i) involving abstractive practices in the first stages; (ii) developing cross-functional capabilities in the research and development department; (iii) adopting tear-down activities of competitors’ products concerning all business segments; and (iv) defining a priori the boundary conditions of financial constraints.
Keywords:
Front end; Capturing of new opportunities; New product development; Innovation management