Early in the development of a new product line, the critical resource is talent  New marketing ventures require a degree of managerial skill disproportionate to their short-term revenue prospects  Usually, however, talented managers are assigned only to established high-revenue product lines and, as a result, most new marketing ventures fail
Contrary to current practice, the best managers in a company should be assigned to development projects
For most established companies, the development of new product lines is a relatively small part of the company's total expenditure.