Please read the Case "Reorganizing for New Product Development and Ongoing Customer Management" (page 126 of the textbook) and answer the following case questions:
If you were Bill, where would you begin? What steps should he follow to be sure that he had not missed any of the key points?
What are the specific changes that need to occur at Time Flies to get the new product development process in general, and this product in particular, back on track?
Could the target costing process be helpful here? Explain why or why not, providing specific reasons.