新產(chǎn)品開發(fā)與管理英文版

新產(chǎn)品開發(fā)與管理

WhyIsNPDM

anImportantFieldofStudy?

BigbusinessKeyweaponstosuccessEscapepricewarDifficultandcomplicatedmultifunctionalworkHighfailurerateNoneedfortheproductNewproductdidnotmeettheneedProductwasnotwellmarketedGreatlifeWhatIsaNewProduct?

(FromDeveloper’sView)New-to-the-WorldProductsPhotocopier,PC,Microwaveoven,SpaceshuttleNewCategoryEntriesHewlett-PackardPCs,AT&TUniversalCardAdditionstoProductLinesBudlight,TideLiquiddetergentProductImprovementsWindows98,plain-paperfaxRepositioningsJohnson&Johnson’sbabymilkoilGrowthPaths&VenturingTheConflictingMastersofNewProductsManagementThreeinputstothenewproductsprocess:therightqualityproduct,attherighttime,andattherightcost.Theseconflictwitheachotherbutmayhavesynergiestoo.Issue:howtooptimizetheserelationshipsinanewproductsituation.QualityTimeCostValueNewProductProcessPhase1:OpportunityIdentification/SelectionPhase2:ConceptGenerationPhase3:Concept/ProjectEvaluationPhase4:DevelopmentPhase5:LaunchPhase1:OpportunityIdentification/Selection創(chuàng)新機會之確認Druker(1985)Phase2:ConceptGeneration(I)Aproductconceptisastatementaboutanticipatedproductfeaturesthatwillyieldselectedbenefitsrelativetootherproducts.Preparationforideation(people,activities,rewards,environment&culture)MethodsProblem-basedideationAnalyticalattributeapproachesNewProductConceptsandtheNewProductNeedFormTechnologyNewProduct“C”=ConceptsCCCSomePatternsinConceptGenerationCustomerneedfirmdevelopstechnologyproducesform(Market-oriented)Firmdevelopstechnologyfindsmatchtoneedinacustomersegmentproducesform(Technology-oriented)Firmenvisionsformdevelopstechnologytoproductformtestswithcustomertoseewhatbenefitsaredelivered(Product-oriented)Note:theinnovationprocesscanstartwithanyofthethreeinputs.FormsofHumanCreativityActivitiestoencouragecreativityCompetitiveteams.Freetime.ex.3MFlexibleworkingtime.Transferringcreativepeople.Researchprogram.IDEAinTIGenesisgrantsin3M6-monthprojectinSony&ToshibaSpecialRewardsSparecashinpockets,ThomasWatsonofIBMPresidentialrewardsforexcellence,CampellSoupSpin-offmanagement,ToyotaandHondaAnnualdinnersPartiesandtrophiesInnovativeClimateAutonomyFluctuation/creativechaosRedundancyEnvironmenteffectPhase2:ConceptGeneration(II)Problem-BasedIdeationRoutineMarketContactsSalescallreports,Servicedepartmentrecords,Complaintfiles,Tipsfromresellers,etc.DirectInputsfromTechnicalandMarketingPeopleProblemAnalysisScenarioAnalysisProblemAnalysisex.theTelephoneKeepingtheunitclean.Keepsfallingtothefloor.Getentangledwithcord.Findingitindark.Gettingprivacyinhouse.Who““outthere””hearsme?Getpastmessagephones.Lookingupnumbers.Busysignals.Hardtohold.Moveacrossroomsorbuildings.Phonepeddlers.Myarmandeargettired.Loudnessofbell.Disruptiveinstrument.Can’’tseebodylanguage.Makingemergencycalls.Wrongnumbers.Fearofwhatringingisfor.Those““menus.””TheBothersomenessTechniqueofScoringProblemsPhase2:ConceptGeneration(III)AnalyticalAttributeApproachesQuantitativeGapAnalysis(Determinantgapmap,ARperceptualgapmap,OSperceptualmap)Trade-OffAnalysis(ConjointAnalysis)QualitativeAnalogyDimensionalAnalysisChecklistsRelationshipsAnalysisGapMapsRegularThickEx-ThickUTILITY210-1-2MildMedium-HotEx-HotRed Green

Thickness Spiciness Color0.161 0.913 -1.0741.667 0.105 -1.774-0.161 0.161ConjointAnalysis:GraphicalOutputSpicinessThicknessColor34.6%5.6%59.8%AnalogyADimensionalAttributeListofaFlashlightWeightRustresistanceLengthColorWaterresistanceMaterialsStyleDurabilityShockresistanceHeattoleranceExplosivenessFlammabilityAromaTranslucenceBuoyancyHangabilityRechargeabilityFlexibilityMalleabilityCompressibilityAnIdeaStimulatorChecklistCanthedimensionsbechanged?(larger,smaller,longer,shorter,thicker...)Canthequantitybechanged?(more,less,combine,fractionate...)Cantheorderbechanged?(arrangement,precedence...)Canthetimeelementbechanged?(faster,slower...)Canthecauseoreffectbechanged?(stimulated,energized...)Cantherebeachangeincharacter?(stronger,weaker...)Cantheformbechanged?(animated,speeded,slowed,attracted...)Canthestateorconditionbechanged?(hotter,colder...)Cantheusebeadaptedtoanewmarket?(men,women...)RelationshipsAnalysisforNewInsuranceProductsPhase3:Concept/ProjectEvaluationDesignofevaluationsystemFullscreenJudgment/ManagerialOpinion(smallerfirmsandthosewhodidlittlenewproductwork)ConceptTestfollowedbySalesForecast(ifonlyissueiswhetherconsumerswilllikeit)ScoringModels(amechanicalarrangementofchecklistfactorswithweightsonthem)Evaluatenewproductconcepts(astheybegintocomein)ontechnical,marketing,andfinancialcriteria.Rankthemandselectthebestones.ProductprotocolCumulativeExpendituresCurve--KeyInputtotheDesignoftheEvaluationSystem%ofexpendituresTimeLaunchManyhigh-techproductsR&D(majorcost)ManyconsumerproductsMarketing(majorcost)NotesontheDesignofEvaluationSystemsEmphasizethestagesthatusemostoftheexpenditures.ErrorAB(Stoptheprojectthatwouldsucceed)isworsethanBA(Continuetheprojectthatwouldfail).Opportunitycost.(Whatotherprojectiswaitingforfunding?)ProcedureforaConceptTestPrepareconceptstatementDecideconcepttestformat(s)CommercializeconceptstatementOffercompetitiveinformationDetermineprice(s)Selectrespondenttype(s)SelectresponsesituationDefinetheinterviewConducttrialinterviewsInterview,tabulate,analyzeMailConceptTestFormat--SketchTheA-T-A-RModel:DefinitionsBuyingUnit:Purchasepoint(personordepartment/buyingcenter).Aware:Hasheardaboutthenewproductwithsomecharacteristicthatdifferentiatesit.Trial:Usuallymeansapurchaseorconsumptionoftheproduct.Available:Ifthebuyerwantstotrytheproduct,theefforttofinditwillbesuccessful(expressedasapercentage).Repeat:Theproductisboughtatleastoncemore,or(fordurables)recommendedtoothers.AnA-T-A-RModelofInnovationDiffusionProfits=UnitsSoldxProfitPerUnitUnitsSold=Numberofbuyingunitsx%awareofproductx%whowouldtryproductiftheycangetitx%towhomproductisavailablex%oftrierswhobecomerepeatpurchasersxNumberofunitsrepeatersbuyinayearProfitPerUnit=Revenueperunit-costperunitA-T-A-RModelApplicationEx.Anewdevicetoreplacethesecuritybarscarownersattachtosteeringwheelsinexpensivesportscars.3millionNumberofownersofsportscarsx40%Percentawarenessofownersthefirstyearx20%Percentof"aware"ownerswhowilltryproductx40%Percentavailabilityatautopartsstoresx50%Percentoftrierswhowillbuyforthesecondcarx1.5Numberofdevicesthetypicaltrierbuysperyearx$12.50Priceperunitminustrademarginsanddiscounts($25)minusunitcostattheintendedvolume($12.50)=$1,800,000ProfitsAScoringModelforFullScreenNote:thismodelonlyshowsafewsamplescreeningfactors.FactorScore(1-5)WeightWeightedScoreTechnicaltaskdifficultyResearchskillsrequiredRateoftechnologicalchangeDesignsuperiorityassuranceManufacturingequipment...MarketvolatilityProbablemarketshareSalesforcerequirementsCompetitiontobefacedDegreeofunmetneed...ContentsofaProductProtocolTargetmarketProductpositioningProductattributes(benefits)CompetitivecomparisonAugmentationdimensionsTimingMarketingrequirementsFinancialrequirementsProductionrequirementsRegulatoryrequirementsCorporatestrategyrequirementsPotholesPhase4:DevelopmentA.TechnicalTasksSpecifythefulldevelopmentprocess,anditsdeliverables.UndertaketodesignprototypesTestandvalidateprototypesagainstprotocolDesignandvalidateproductionprocessforthebestprototypeSlowlyscaleupproductionasnecessaryforproductandmarkettesting.StagesofTechnicalDevelopmentWhatIsDesignThesynthesisoftechnologyandhumanneedsintomanufacturableproducts.Well-designedproductsOnmanufacturing--savetimeandcost,andenhancequalityOnproductuse--easytouseandexplainOnservice--easytoinstall,maintain,andrepairOnproductdisposal--easytodisassemblyOnliving--moreattractiveandfunctionalAgooddesignisaestheticallypleasing,easytomakeanduse,reliable,economicaltooperateandservice,andfitsrecyclingstandards.WhatExcellenceRequiresofDesignDesignfromtheoutsidein,customer’susebeingcentralPartnerdeeplyandwidelyProtocolandprototypepriortotoolingandmanufacturingGetprototypeasfastasyoucanDesignformanufacturabilitySurprisetheuserCustomerAttributesEngineeringCharacteristicsEngineeringCharacteristicsPartsCharacteristicsPartsCharacteristicsProcessOperationsProcessOperationsProductionRequirementsPartsDeployment:ProcessPlanning:ProductionPlanning:Convertedto:Convertedto:Convertedto:Convertedto:StagesofTechnicalDevelopmentPhase4:DevelopmentB.MarketingTasksProductusetestPreparestrategy,tactics,andlaunchdetailsformarketingplanPrepareproposedbusinessplanandgetapprovalforitStipulateproductaugmentation(service,packaging,branding,etc.)andprepareforit.WhatisProductUseTesting?Productisalsocalledfieldtesting,usertesting,ormarketacceptancetesting.Productuseundernormaloperatingconditions.Testingshouldcontinueuntilthenewproductsolvetheproblemorfilltheneedexpressedintheprotocol.KnowledgeGainedFromProductUseTestingPre-usesensereactions:immediatesensationsofcolor,speed,durability,mechanicalsuitability,andsoon.Earlyuseexperiences("Doesitwork?").Betatests:short-termusetests,atselectedexternalorinternalcustomersites,freeofbugs?Gammatesting:long-termusertests,thoroughlyevaluatedbytheenduserandsolvewhateverproblemthecustomerhad.Diagnosticinformation.SomeKeyTestingDimensionsUsergroupstocontact(e.g.labpersonnel,3-6experts,30moreemployees,20toseveralhundredstakeholders).Modeofcontact(mailvs.personal,individualvs.group,pointofusevs.centrallocation).Identitydisclosure(avoidhalo-imageeffects).Degreeofuseexplanation(nocomment,some,fullexplanation).Degreeofcontroloveruse(total,supervisedvs.unsupervised)Singularity(monadicusuallylesssensitivethanpairedortriangularcomparison).MoreKeyTestingDimensionsDurationofuse(singleusevs.extendedperiods).Sourceofproduct(batch,pilotplant,finalproduction).Productform(bestsingleproductvs.variants).Modeofrecordingreaction(like/dislike,preference,descriptiveinformation).Sourceofnorms(pastexperience,marketresearchfirms).Researchservice(internalproductdevelopmentteamvs.outsidepersonnel).Phase5:LaunchCommercializetheplansandprototypesfromdevelopmentphaseMarketingtestingBegindistributionandsaleofthenewproductManagethelaunchprogramtoachievethegoalsandobjectivessetinthePIC(asmodifiedinthefinalbusinessplan).MarketTestingRelatestoOtherTestingStepsProductProductconceptR&DPrototypeProductionPrototypeProductMarketingPlanTargetPositioningPricePromotionDistributionPackagingServicePlanConcepttestProductusetestMarketingComponentstests:Adcopy,pricing,andothersMarkettestProductusedfornationallaunchFinalplanfornationallaunchComment:Today’squalityprogramsinsistonbuildingqualityintoaproductduringitsearlystages.Wehavealwaysdonealotofthisoncomponentsofthemarketingplan.Withcomponentsquality-tested,wearereadytoseeifthetwoendpackagesfittogether;thisisdoneinamarkettest.Lackofneeds?Meetingneeds?Marketingpoorly?MethodsofMarketTestingPseudoSaleSpeculativeSale–askthepotentialbuyersiftheywouldbuytheproduct.SimulatedTestMarketing–createsafalsebuyingsituationandobserveswhatthebuyersdo.ControlledSaleInformalSelling–trainafewsalespeople,givethemtheproductandthesellingmaterials,andhavethembeginmakingcalls.DirectMarketing–sellsdirectlybymeansofthemail,telephone,fax,internet…Minimarketing–selectsoneorseveraloutletsasaminimarket.FullSaleTestMarketing–apresumablyrepresentativepieceofthetotalmarketischosenforadressrehearsal.RolloutTheLaunchManagementSystemSpotpotentialproblems.Selectthosetocontrol.Considerexpectedimpact/damage.Developclearandspecificcontingencyplansforthemanagementofproblems.Designthetrackingsystem.Selectvariables.Devisemeasuringsystem.Selecttriggerpoints.Adage:indrivingacar,itisthepotholesyoudon’tknowabout(orforgetabout)thatcauseyoudamage.OptionsinNewProductsOrganization1.Functional:workisdonebythevariousdepartments,verylittleprojectf