Background: It is argued that most of the new product do not fail in the end but it fails in the beginning of the innovation. Managing front end of NPD, is the most important and difficult challenges facing the innovation managers. Effectively promoting front end activities can contribute directly to the success of the new product. So, integrating market-based partners (suppliers and customers) in the front-end phase enhances the quantity and quality of ideas.

Problem discussion: Authors have suggested the involvement of market-based partners as early as possible in the NPD process will reduce the fuzziness in front end phase. The collaboration process with market-based partners implies that combining the idiosyncratic resources in unique ways, firms would relish greater innovation success. But this process of integration or collaboration with market-based partners are not that easy as it entails different appropriation and coordination concerns. Majority of the literature is concentrated on integrating market-based partners in the back-end activities of NPD, leaving a bit of void in the front-end phase of NPD.

Method: The methodological choice of this thesis follows an exploratory study to seek new insights into an existing subject. The thesis is a following a deductive approach and is qualitative in the research choice.

Purpose: To provide insights on integrating market-based partners in the front-end phase of new product development where the information is scattered around. This thesis identifies a structure that facilitates the integration of market-based partners in the fuzzy front end of NPD to mitigate the appropriation concerns and challenges.