聯(lián)合利華創(chuàng)新管理

InnovationProcessManagement(IPM)LouiseTravers1第一頁(yè)，共七十五頁(yè)。Sothemainobjectivesofthis

trainingare...BriefhistoryandbackgroundofIPMLotusNotesExplainhowtouseIPMITTools(Inoplan)startingaprojectmanagingaprojectinInoplanviewingprojectsinInoplanPostLaunchEvaluationprocedureIPMsupport(network;Info&Feedback)ProjectManagement(JaneTurner)RiskManagement(MikeTrevethan,YalinXu)2第二頁(yè)，共七十五頁(yè)。TheUnileverIPM-TheGoal“Big,bold,consumer-relevantinnovations-rolledoutfast”3第三頁(yè)，共七十五頁(yè)。InnovationinUnileverHistoricallypoorlymanagedprocessnopriorityorfocusfragmentedunambitiousUnileverP&G4第四頁(yè)，共七十五頁(yè)。UECcommittocommonUnileverIPMOnJuly31st1997theUEC'unanimouslyandenthusiastically'committedtoadoptingasinglecommonIPMacrossthewholeofUnilever.Thiswillbecomeanormalwayofworkingforallofus.It'sessentialcomponentsareallUnileverCompanieswillestablishandgatekeepafunnelfunnelscontaininnovationprojectsofallkindsthefunnelscontainthesumofallUnileverinnovativeandbrandlaunch/relaunchactivitythefunnelsandthe8QActivityPlansareelectronicallylinkedasaresultauthorisedviewerscanaccessexcellentinformationoninnovationprojectsofrelevancetothemtransparent,globalprojectinformationwillflow.5第五頁(yè)，共七十五頁(yè)。Inoplan:CurrentStatistics176CompaniesusingInoplan7558projectsintheInoplansystemincluding

2213alreadybroughttomarketplusaround2390ideasinInnopad1450Brands-currently6第六頁(yè)，共七十五頁(yè)。Abitofhistory-

Whathashappened/willhappen

Business IT1997 Definitionof DevelopmentofDevelopment theIPMprocess theITtool1998 Training& EnablingITImplementation Projectscoding infrastructure1999 Digestionof Wider&moreInstitutionalisation discipline/embedding sophisticatedIT culture toolsMaximisationofBenefits(nowonwards)7第七頁(yè)，共七十五頁(yè)。1. Thereareregular-preferablymonthly-GateMeetingsatwhichall strategicdecisionsoncompanyprojectsaremade.2. TheGateMeetingischairedbytheChairman/MD(orbyexceptionother BoardDirector)andallrelevantBoardDirectors/functionalheadsarein attendance.3. Thereisaformalprocessformonitoringrisk.4. Originalinnovationprojectswhichinvolvesubstantivecapitaland/or marketplaceinvestmentsmustbringSimulatedTestMarketevidenceto LaunchGate.5. INOPLANtobeinstalledinallUnileverCompanies.6. AllprojectstobeenteredintoINOPLANandmanagedviaINOPLAN.7.Newfor2000:InnovationRate-usingtheUnileverIPMdefinitionsisbeing applied&reportedquarterly(seetheUnileverIPM-InnovationRateManual)8. Newfor2000:ThekeylearningsfromALLprojects(whethersuccessfulor not)arebeingdocumentedandPLE(within12monthsoflaunchdate)are beingcompletedforallprojectsthataretakentomarket.TheIPMMandatories-forallOperatingCompanies8第八頁(yè)，共七十五頁(yè)。TheUnileverIPMAccreditationDependingontheimplementationstatus,eachcompanyfallsintooneofthefollowingstatus: (i)Accredited (ii)Gold (iii)GreyForfullerdefinitionsofeachrefertoIPMDocumentationunderInfo&FeedbackdatabaseIPMChampionresponsibilitytoapply-nominationforminI&FTogettheUnileverIPMaccreditation,notonlythesystemhastobeimplementedanduserstrained,butalsoIPMhastobeattheheartofthecompanyandbecomeanongoingprocessformanaginginnovation.ChinaBG UnileverTaiwan AccreditedUnileverChina(Foods) GoldUnileverChina(HPC) GoldUnileverChina(IceCream) GoldUnileverHongKong Gold9第九頁(yè)，共七十五頁(yè)。KEYSTATISTICS10第十頁(yè)，共七十五頁(yè)。IPMGLOBALSUMMARY11第十一頁(yè)，共七十五頁(yè)。Inoplan&IPMITToolsetInnopad(HPCandFoods)chanceforfameandglory,yourwildideasfornewproductsTeamworkwheretherawdatagoesin(that’syou)projectmanagementPortfoliocollectionsofprojects(CategoryorBusinessGroupaggregation)LearningsArchivesandGeneralArchivesToolbox(HPConly)storehouseofBrandsuccess(technical,marketing,packaging,claims)12第十二頁(yè)，共七十五頁(yè)。StructureofInoplan13第十三頁(yè)，共七十五頁(yè)。IPM:agameof2halvesManagingaProjectCreatingaProjectGatesDocumentsReportsManagingaportfolioofProjectsC/TmatrixFunnels8QAPResourcedemandNetworks14第十四頁(yè)，共七十五頁(yè)。WhatisanInnovationProject?AnInnovationProjectisanyprojectinvolvingthelaunch,orothermaterialchangetoabrandinagivencountryand/ortheinnovativeendeavourleadinguptoit.ExamplesPond'sFoamingCleanserPersilTabletsDoveDeoCounterexamplesOn-goingcostsavingprogrammesPromotionalActivitiesAdministrativeProjects15第十五頁(yè)，共七十五頁(yè)。Beforestartingaproject..BeforeStartinglookinToolbox(successfulprojects)lookinInnopad(electronicsuggestionbox)lookinInoplan(currentprojectsinfunnels)lookinGeneral/LearningsArchive(postmid-2000)forsimilarprojects16第十六頁(yè)，共七十五頁(yè)。DEMO-Innopad17第十七頁(yè)，共七十五頁(yè)。TostartinInoplanToStartaProjectauthorisedpersoncreatesandsuppliescertainproject‘codings’inideasphaseprojectleader/deputyprojectleaderteambuildsdraftcharterteamleader‘proposes’chartertogatekeeperrolloutorFastTrackprojectcanbecreatedfurtherdownfunnel18第十八頁(yè)，共七十五頁(yè)。CodingaprojectintoaTeamwork..DefinitionsoffieldswithinProjectParameters19第十九頁(yè)，共七十五頁(yè)。TheUnileverIPM-definitions1'Original'ProjectbrandinnovationbeingundertakenforthefirsttimeinUnilever'RollOut'ProjectaprojectinvolvingthelaunchofeitheranewbrandmixorproducthasbeenlaunchedorisalreadyintheprocessofbeingdevelopedbyanotherUnilevercompany20第二十頁(yè)，共七十五頁(yè)。TheUnileverIPM-definitions2Aninnovationprojectisanyprojectinvolvingthelaunch,orothermaterialchangetoabrandinagivencountryand/ortheinnovationendeavourleadinguptoitincludingLaunch-anewbrandnamefortheconsumerinacountry

Relaunch-amaterialchangetoanexistingbrandmix

Newvariant-samebrand,sameproductformbutanewitemintherange.Lineextension-takesthebrandintoanewcategoryorsub-category

Newproductformat-samesub-categoryinanewandmateriallydifferentformat

Nochangeproject-nomaterialchangetothebrandmixisintendedBrandmigration-aprojecttomergepartorallofthemixofonebrandwiththatofoneormoreotherbrands21第二十一頁(yè)，共七十五頁(yè)。ManagingaprojectinInoplan-1AProjectLeaderneedstobecorrectlydefinedinaXessorinordertogaineditaccessrightsinTeamworkie,beforetheycancreateaproject.AprojectiscreatedbyanauthorisedProjectLeader‘coding’ittotheProjectParametersareaoftheTeamworkdatabase...ProjectLeaderisresponsibleforaddingTeamMembers/GuestMembers...IncomestheneedforPicklists-ProjectParametersarefedbythePicklistswhicharemaintainedbyIPMOperationsCentre.22第二十二頁(yè)，共七十五頁(yè)。PickListManagerTherearePicklistsfor:Category/Sub-CategoryCompanyBrandBusinessGroup/CategoryCurrencyGatekeeperPicklistsfeedTeamwork,aXessor,Innopadsoitisimperativetheyarekeptuptodate.23第二十三頁(yè)，共七十五頁(yè)。ManagingProjectsinInoplan-2ProjectLeaderResponsibilitiesOnceaprojecthasbeencodedintheProjectLeaderisresponsiblefor:leadingtheprojectandtheprojectteamproposingtheGatedocumentateachgateandmovingtheprojectthroughthefunnelamendingtheparameters(e.g.launchdate)asandwhennecessary.Gatedocumentsarecumulative.Forinstancean‘a(chǎn)pproved’Charterbecomesa‘draft’Contracttowhichfurtherinformationcanbesubsequentlyadded.IftheProjectchangesnaturesoradicallytorequireafundamentalrewrite,thenthissuggeststhattheprojectbeclosedandanewprojectbegun.

24第二十四頁(yè)，共七十五頁(yè)。GatekeeperResponsibilitiesHaveaninputtothestrategyControlresourcesfortheprojectsHaveresponsibilitiesforcommunicatingprojectrequirementsHavetherightinformation/experiencetomakedecisionsThreefundamentaldecisions:KilltheprojectAskformoreinformation/clarificationApprovethemovetothenextphase

Onceapprovedtheprojectwillmoveintothenextstageofthefunnel(draftstatus).ManagingProjectsinInoplan-325第二十五頁(yè)，共七十五頁(yè)。FunnelStagesTheoriginatorprovidessomeconsumerevidenceofmeritandbusinessrelevanceTheconsumerinteresttechnicalandcommercialrobustnessarechecked.,Thebrandmixwillbedeveloped&sourcingarrangements

finalisedFinetuneallmixelements,pipelinefilling&supportplanEvaluatemarketperformanceconsumerreactions..ProjectgoesintoToolbox26第二十六頁(yè)，共七十五頁(yè)。FunnelPhasesandGatesFeasibilityCapabilityIdeasContractgateChartergateLaunchgateLaunchpreparationRolloutgatePostLaunchevaluation

LaunchRolloutContenderCharter:DraftProposedApprovedContract:DraftProposedApprovedLaunch:DraftProposedApprovedRollout:DraftRollout:DraftProposedRollout:Approved27第二十七頁(yè)，共七十五頁(yè)。DEMO-CreatingaprojectinTeamwork28第二十八頁(yè)，共七十五頁(yè)。INOPLANisasetofFOURdatabaseswhichareprovidedtosupportthemanagementofbrandinnovationinUnileverItisdesignedtohelpYOUtodoyourjob-reflectingwhatyoudoandhowyouactuallydoit!SavestimeandmoneybyreducingtheneedforphysicalmeetingsEasycommunicationbetweenaGatekeeperandprojectleadersTransparentOnlydoitonceEmailfacilityGateDocumentsarecumulativeEnablecross-functionalteamsBenefitsofworkinginTeamwork29第二十九頁(yè)，共七十五頁(yè)。ProjectLeaderseditingandupdatingteamdocuments,projectparametersandgatedocumentsforpresentationtogatekeepersTeamMemberskeepingdocumentationuptodateQualityin-Qualityout!Itisdowntoyou!Majorboardleveldecisionswillbemadeonthebasisofthisinformation!Inoplan:Whoneedstoinput?30第三十頁(yè)，共七十五頁(yè)。ChecklistforProjectLeaders...31第三十一頁(yè)，共七十五頁(yè)。ProjectNamemustbeuniqueIndicatewhetherOriginalorRollout,ifrolloutthencreateprojectusingtheoriginalnameandaddcountryabbreviationtoindicaterolloutPositioningshouldbeasperglobalrecognizedlistingLaunchdatestatusmustbeupdatedastheprojectprogressesdownthefunnel.CompanypriorityisaninternalindicatorBusinessimpactisaglobalindicatorfortheprojectDefinitionofConsumeValuePerceptionandEnablingTechnologymustconformtotheUnileverdefinitionaspertheUnileverIPMTeamMemberManualICResourceAllocatedFrommustbeagreedwiththerelevantpartiesbeforeitisindicatedinheproject;andURLResourcesAllocatedmustbepartofCategoryResearchProgramme.TargetLaunchDatemustberelevantthroughthelifeoftheprojectFinancialfiguresmustbeinputtedinthedenominationsindicated.TeammembersandGuestmembersmustbeselectedfromtheUnileverNameandAddressbookandnottypedinasfreetext.RISKSCANNING(InitialandRiskQuickScanifneeded).PostLaunchEvaluationafter9-12monthsofthelaunch.ChecklistforProjectInput32第三十二頁(yè)，共七十五頁(yè)。-TryingoutTeamworkyourselfIPM-Live33第三十三頁(yè)，共七十五頁(yè)。PostLaunchEvaluation34第三十四頁(yè)，共七十五頁(yè)。FunnelStages-Recap.TheoriginatorprovidessomeconsumerevidenceofmeritandbusinessrelevanceTheconsumerinteresttechnicalandcommercialrobustnessarechecked.,Thebrandmixwillbedeveloped&sourcingarrangements

finalisedFinetuneallmixelements,pipelinefilling&supportplanEvaluatemarketperformanceconsumerreactions..ProjectgoesintoToolbox35第三十五頁(yè)，共七十五頁(yè)。PostLaunchEvaluationDonotproposetheprojectbeforeatleastLEARNINGShavebeentypedin.36第三十六頁(yè)，共七十五頁(yè)。1. Thefollowingtwonewsectionstothegatedocumenthavebeenadded:

Section13:“TeamLearnings”tocaptureafewshortlearningsonallcompletedprojects:whethertheymakeitasfaraslaunchornot.Section14:“SummaryofPostLaunchEvaluation”fortheheadlinesontheperformanceofthelaunchedprojectinitslocalmarket.Thissectionistobecompletedwithin12monthsoflaunchandisapplicablebothforprojectsrecommendedasRolloutContenders,andforprojectsthathavebeenlesssuccessful(inordertocapturelearningsforthefuture).2. AseparatePostLaunchEvaluationForminTeamDocumentshasbeenaddedforamoreextensivedescriptionofthesame.3. Asecondarchivefacilitycalledthe“LearningsArchive”hasbeenadded.TherewillbeonearchiveforeachCategoryandonearchiveforeachBusinessGroup.ThesesummariesrequirenohumaninterventionandwillbeelectronicallyaggregatedfromtheProjectdocumentationtogivethekeyProjectdescriptionandlearnings.SharingtheKeyLearningsfromallprojects37第三十七頁(yè)，共七十五頁(yè)。ProjectsuccessfullypassestheLaunchGate(9-12monthsfromthelaunch):a)OriginalProjectsthatareverysuccessfulareproposedtoROLLOUTCONTENDERS.tobedone:-fillingPostLaunchEvaluationForm-offerLearningsinGateDocuments-brieflysummarisethePostLaunchEvaluationinGateDocuments.B)OriginalProjectsthatarelesssuccessful,arenotproposedasrolloutcontenders.tobedone:-fillingPostLaunchEvaluationForm-offerLearningsinGateDocuments-ARCHIVINGC)RolloutProjects,regardlessoftheirsuccess:-fillingPostLaunchEvaluationForm-offerLearningsinGateDocuments-ARCHIVINGFordetailspleasereferto:TheUnileverIPMProjectCompletionDiscipline&SharingtheLearnings.PostLaunchEvaluation38第三十八頁(yè)，共七十五頁(yè)。Learningsshouldbeaddedtoaprojectassoonastheprojectisterminated(whethersuccessfulornot),beforetheteamdisbands.Projectsthathavebeenarchivedwithlearnings:asummaryoftheprojectparameterswiththelearningsandthePostLaunchEvaluationform(iftheprojectlaunched)willgototheLearningsArchive.LearningsarchivesarearrangedbyBusinessGroupandbyCategory(liketheportfolio)eg.ChinaLearningsandDeodorantsLearnings.Projectswithoutlearnings(jectscreatedinerror)andafullcopyoftheprojectsthathavebeenarchivedwithlearningswillbesenttotheGeneralArchive(arrangedinthesamewayasTeamwork)egChina/Deo.Fordetailspleasereferto:TheUnileverIPMProjectCompletionDiscipline&SharingtheLearnings.Learnings&GeneralArchives39第三十九頁(yè)，共七十五頁(yè)。InnovationProcessManagementIPMIdeaGenerationCreativityConsumerCreativity

Inopad Toolbox

ProjectPlanningProjectFacilitation

MicrosoftProjectDraftProjectCharter

InoplanTeamworkDefineBusinessStrategy(HAX)ProjectCompletion

StopProject Launch ProposeRoll-Out

Inoplan Toolbox LearningsArchiveManagePortfolioofProjects

InoplanPortfolioGraphics (CTM,8QActivityPlan, Funnel,Resource) Keygo/nogodecisions GatekeepingIdentifyGapsinCurrentPortfolio(CTM,8QActivityPlan,Funnel)ImplementandManageProject

InoplanTeamwork RiskManagementITTools40第四十頁(yè)，共七十五頁(yè)。AccessManagement41第四十一頁(yè)，共七十五頁(yè)。TeamworkAccess-AnyoneUnileveremployeecanaccessaTeamworkBUTonlyseetheprojectstheyareworkingon.ThereisonedatabaseforeachBusinessGroup/Categorycombination(e.g.CAME/Laundry).Thisiswhereprojectsarecreatedandmanagedbyprojectteams.Therearethreeseparateaccesslevelswithinthisdatabase

ProjectLeader-theusercancreateprojectsandpublishdocumentsintothePortfoliodatabase,

TeamMember-theusercanreadandcreatedocumentsforaproject

GuestMember-theusercanreaddocumentsforaprojectIPMAccess-StandardAccess42第四十二頁(yè)，共七十五頁(yè)。IPMAccess-StandardAccess.PortfolioAccess-ByCategory(globalportfolio)-ByBusinessGroup:3levels: -entireBGPortfolio -categorywithinaBG -companywithintheBG43第四十三頁(yè)，共七十五頁(yè)。IPMAccess-StandardAccessToolboxTherewillbeonedatabaseforeachofthe17categories(currentlyonlyavailableforHPCandIceCreamcategories)withtwoaccesslevels:

basicaccess-basicproductdescription

fullaccess-fullmixdetails44第四十四頁(yè)，共七十五頁(yè)。IPMAccess-StandardAccessInnopadThereisonedatabaseeachforHPCandFoods.Therearetwoaccesslevelsforthisdatabase:

user-usercancreatenewideasandviewpublishedideas

publisher-usercanpublishideas,fromtheircompany,totheUnileverworld.45第四十五頁(yè)，共七十五頁(yè)。TheAccessGuidePleaseseetheInoplanAccessandSecurityGuideformoredetails(availableinI&F,IPMDocuments)46第四十六頁(yè)，共七十五頁(yè)。IPMAccess-

OutofStandardAccessOut-of-StandardREQUEST...

InadditiontotheirStandardAccessRights,usersmayalsorequestadditionalOutofStandardAccess(i.e.accessprivilegeswhichfalloutsidetheabovepolicy)tootherPortfoliodatabasesand/oraccesslevels.TheserequestsaremadebytheCompanyIPMChampiontotherelevantAccessOwner(s).WhenapprovedbytheAccessOwner,theseareknownasOutofStandardAccessRights.47第四十七頁(yè)，共七十五頁(yè)。IPM:agameof2halvesManagingaProjectCreatingaProjectGatesDocumentsReportsManagingaportfolioofProjectsC/TmatrixFunnels8QAPResourcedemandNetworks48第四十八頁(yè)，共七十五頁(yè)。SeniorManagementtool-enablesinstantviewingofacategory/company/regionsinnovationportfolio-Unileverisforthefirsttimetransparent!-Strategicplanning-Go/nogodecisions-Resourceallocation-Trackingofprogresstowardsstrategicgoals-SharingrealtimeknowledgeInoplanPortfolio:Whoisitfor?49第四十九頁(yè)，共七十五頁(yè)。Demo-Portfolio50第五十頁(yè)，共七十五頁(yè)。-FOURMAINTOOLS:-theFunnel-ConsumerTechnologyMatrix(CTM)-eight-quarteractivityplan(8QAP)-resourceallocationInoplanPortfolioGraphics:51第五十一頁(yè)，共七十五頁(yè)。KeyUnileverInnovationProcessSupportToolsAnIntegratedSetofToolsResourceDemandChart1/954/957/9510/951/964/9601,0002,0003,0004,0005,000FTE(hourspermonth)DevelopmentMarketingResearchSupplyChainCapacityNewCoreProductNewBenefitImprovementVariantNoChangeRadicalNextGenerationIncrementalBaseConsumerValuePerceptionEnablingTechnologyLowMediumHighBubblesizeindicatesResourceUtilisationIndiicatesURLSupportIndicatesnoURLSupportLocalCompanyProjectBreakthroughPlatformDerivativeBrandSupportTheConsumer/TechnologyMatrixThe8QuarterActivityPlan(8QAP)DoingtherightthingsTheInnovationFunnelInitialmarketingandtechnicalconceptsIdeaGenerationCharterContractLaunchProposalGatekeeperGatekeeperGatekeeperFeasibilityConceptrefinementandprototypecreationProductoptimisationCommercialisationProduction&DistributionCapabilityLaunchPreparationOnepagedescriptionofproposedprojectincludingobjective,rationaleanddevelopmentroutes.EarlyCommercialAssessment.Cross-functionaldevelopmentplanincludingprojectplanascontractbetweenteam&GatekeeperLaunchPlanincludingFinalCEPapproval.KEY=GATE=DOCUMENTLAUNCHGatekeeperRolloutGatePostLaunchEvaluationReviewperformanceTracksuccessof&keylearningsfromfirstmarketlaunchRolloutMarketextensionDoingthingsrightCanwedoitall?DoingthingsattherighttimeQ1/Y1Q2/Y1Q3/Y1Q4/Y1Q1/Y2Q2/Y2Q3/Y2Q4/Y2

ria52第五十二頁(yè)，共七十五頁(yè)。Funnel-doingthingsright.IdeasFeasibilityCapabilityLaunchPreparationRoll-outProject1Project2LAUNCHPost-LaunchEvaluationCharterGateContractGateLaunchGateRolloutGate53第五十三頁(yè)，共七十五頁(yè)。ThesevendifferentwaysinwhichaProjectmaybecompletedandthenarchivedLaunchGateSuccessofanOriginalProjectSuccessofaRolloutProjectFailureWithin12monthsEvaluateRolloutContenderGateProposeApprovedApprovedApprovedIdeasPhaseFeasibilityPhaseCapabilityPhaseLaunchPrepPhasePostLaunchEvaluationPhaseRolloutPhaseE:MailalerttoToolboxOwnersApprovedLearningsArchiveLaunchContractGateCharterGateGeneralArchiveAfter2yearsautomaticallyarchivedRejectedRejectedRejectedRejectedDocument&Archive54第五十四頁(yè)，共七十五頁(yè)。WhyFunnels?Formalisedprojectmanagementprocessallowsprojectstobedefined,trackedandrevieweddiscipline!!

Mutated/evolvedtoUnileverneeds

Involvesseniormanagementatanearlystage55第五十五頁(yè)，共七十五頁(yè)。Startwithmore,endwithlessInnovationisadifficultroadIdeasFeasibilityCapabilityRoll-outLAUNCHLaunchPreparation20%40%70%95%Probabilityofsuccess56第五十六頁(yè)，共七十五頁(yè)。IdeasphaseandChartersDraftcharterRefineconceptfrominitialconsumerevidenceAssessstrategicfitAssessfitwithbrandarchitectureAssessbusinessopportunityCommunicateideaExplorepossibletechnologyroutesDrawupresourceplanforFeasibilityFinalisetheCharterIdeahasconsumermeritIdeaisrelevanttobusinessstrategyThereissomeindicationofhowitmightbedoneThereareresourcestoexploreit’sfeasibilityTasksCriteriatopassGate57第五十七頁(yè)，共七十五頁(yè)。FeasibilityphaseandContractsRefineandtestconceptsConfirmbranding(ifapplicable)DemonstratepracticabletechnologyCreateandrefineprototypesBeginproduct/processdevelopmentBeginpackagingdevelopmentanddesignBeginadvertisingdevelopmentInitialdevelopmentofproductmixforquantitativetestAssessmanufacturing,supplychainandcapitalissuesDrawupresourceplanfortheCapabilityPreparetheContractGatekeeperisconfidentthattheproposedinnovationisworthwhileItcanberealisedtoadegreeofconfidencethatjustifiestheallocationofmaterialcompanyresourcesand/orcapitalinordertobringittomarketTasksCriteriatopassGate58第五十八頁(yè)，共七十五頁(yè)。CapabilityphaseandLaunchProposalCompleteproduct,processandpackagingdevelopmentincludingProventechnologyroutePatentprotectionClaimsubstantiationRefineallkeymixelementsandtestfinalmixRefinecommercialassessmentInstallproductioncapabilityEvaluatefinalmixtestresultsandbuilddemandforecastPlanlaunchsupportmaterialPrepareLaunchProposalThebrandmixiscompleteinallessentials,itisrobustandisreadyforlaunch.TasksCriteriatopassGate59第五十九頁(yè)，共七十五頁(yè)。Launch/Post-LaunchEvaluationandRoll-outFinetunetheadvertisingmixFinetuneproductionanddocumentfinalspecificationsProducelaunchstockImplementlaunchsupportplan

Reviewbusinessperformanceinlaunchmarket(s)AssesskeylearningandfindingsoftheprojectteamPrepareRollOutproposalProjectteamdisbandsThereissufficientlyrobustevidenceofsuccessinthemarketplacetodeclaretheprojectacontenderforRollOutTasksCriteriatopassGatePre-launchLAUNCH!!Post-launch60第六十頁(yè)，共七十五頁(yè)。C/TMatrixTheCTMisusedto:DescribethestrategicsignificanceofindividucalprojectsProvidesaperspectiveviewonentireinnovationportfolioThecharacteristicdimensionsforprojectpositioningare:EnablingTechnologoyConsumerValuePerception61第六十一頁(yè)，共七十五頁(yè)。ConsumerTechnologymatrix-doingtherightthingsConsumerValuePerceptionEnablingTechnologyBaseIncrementalRadicalNext

generationNewCoreProductNewBenefitImprovementVariantNoChangeResource:HighMediumLowBrandsupportDerivativePlatformBreakthrough62第六十二頁(yè)，共七十五頁(yè)。C/Tmatrix-technologyRadicalfirstimplementationoftechnologythatsetsanewcategoryperformancebenchmarkNextGenerationSignificantinnovationleadingtomajorenhancementinproductperformanceandclaimstrengthIncrementalImprovementincurrenttechnologyBaseexploitationoftechnologythatisfreelyavailable63第六十三頁(yè)，共七十五頁(yè)。C/Tmatrix-consumervalueNewcoreproductnewproductformthatstimulatesconsumerusageandexpands/createsanewcategoryNewBenefitSign