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Why’s & How’s of New Product Development. Mercer University Atlanta Dr. James E. Coleman 2005. Innovators (3-5%). Early Adopters (10-15%). Early Majority (34%). Late Majority (34%). Laggards/ Nonadopters (5-16%). 90. First to try new products. Usually the opinion leaders. - PowerPoint PPT Presentation
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Why’s & How’s ofNew Product Development
Mercer University AtlantaDr. James E. Coleman
2005
Adoption CurvePe
rcen
t Ado
ptio
n
Time
Innovators(3-5%)
First to try new
products
EarlyAdopters(10-15%)
Usually theopinionleaders
EarlyMajority
(34%)
Deliberatewait forothers totry first--avoid risks
LateMajority
(34%)
Very cautious
about new ideas--only
buy afterthey are
“proven”
Laggards/Nonadopters
(5-16%)
Suspiciousof new--
like things“the old way”
05
20
50
90
$ 0
Development& Introduction
MarketGrowth
MarketMaturity
SalesDecline
+
-Time
Total Industry
Sales
Total IndustryProfit
Product Life Cycle
Product Level
Core benefit Generic product Expected product Augmented product Potential product
Opportunities arise by adding features
to products
And sometimes by eliminating them
Key Success Criteria
• Product fit with market need• Product fit with capabilities• Product superiority• Cross-functional team approach• Clear vision of future market based
on customer feedback• Continuous, quality-based process
Key Challenges
Managing trade-offs (cost vs. features) Dynamics of customer preferences, technologies &
competitive products Details: thousands of minor choices - each with
significant cost & customer consequences Time pressure Organizational realities:
• Lack of team empowerment• Functional allegiances & politics• Inadequate resources
Resource Requirements
Key Challenges
Managing trade-offs (cost vs. features) Dynamics of customer preferences, technologies &
competitive products Details: thousands of minor choices - each with
significant cost & customer consequences Time pressure Organizational realities:
• Lack of team empowerment• Functional allegiances & politics• Inadequate resources • Lack of cross-functional representation
Organization Structure
Organization Structure
Functional Project
Tech expertise + --Staff efficiency + --Projectefficiency -- +Developmentspeed -- +
New Product Process
EstablishTarget
Specifications
Evaluate &Launch?
RefineSpecifications
Generate Product Concepts
ScreenProduct
Concepts
Identify Customer
Needs
Many iterations may be required
New Product Process
EstablishTarget
Specifications
Evaluate &Launch?
RefineSpecifications
Generate Product Concepts
ScreenProduct
Concepts
Identify Customer
Needs
Many iterations may be required
Identify Customer Needs
Define project scope• brief description of product idea• key business goals• target market(s)• assumptions & constraints• stakeholders
Identify Customer Needs
Define project scope Gather data from customers
• identify lead users• qualitative research
• interviews (25-30) • focus groups
• observe products in use environment
Identify Customer Needs
Define project scope Gather data from customers Interpret customer needs
“What” not “How”
CustomerStatement
Good NeedStatement
Poor NeedStatement
Why don't youput protectiveshields aroundthe batterycontacts?
The battery isprotected fromaccidental shorting.
The batterycontacts arecovered by a plasticsliding door.
Identify Customer Needs
Define project scope Gather data from customers Interpret customer needs
Be Specific
CustomerStatement
Good NeedStatement
Poor NeedStatement
I drop my screwdriver all thetime.
The screwdriver willoperate normallyafter repeateddropping.
The screwdriver isrugged.
Identify Customer Needs
Define project scope Gather data from customers Determine customer needs Organize the needs
• print need statements on index cards• have lead users group similar needs• conduct quantitative research to determine relative
importance of needs
Quantitative Survey
Identify Customer Needs
Define project scope Gather data from customers Determine customer needs Organize the needs Evaluate the conclusions
• Have we missed any important customer groups?• Have we uncovered any new or latent needs?• What areas should be followed up in later research?
New Product Process
EstablishTarget
Specifications
Evaluate &Launch?
RefineSpecifications
Generate Product Concepts
ScreenProduct
Concepts
Identify Customer
Needs
Many iterations may be required
Establish Product Specs
Product specifications• precise description of what the
product must do or how it should perform
• consists of a metric and a value• example:
• average time to assemble (metric)• less than 75 seconds (value)
Product Specifications
Target
Established just after identifying customer needs.
Represent aspirations for the product.
Not constrained by current product category technology.
Refined
Determined after significant product & market analysis.
Product expectations that are economically & technologically feasible.
Follow hard trade-offs among desirable features.
Establish Product Specs
Prepare needs-metrics matrix• Should be performed by those
involved in identifying needs• Determine metric for each significant
customer need • Metrics should be practical• Address methods for measuring
subjective needs
Establish Product Specs
Prepare needs-metrics matrix Benchmark competitors
• objective measures require purchase, disassembly & analysis
• subjective measures require collection of customer perceptions
• both are expensive and time consuming, but essential
Establish Product Specs
Prepare needs-metrics matrix Benchmark competitors Set ideal & marginally acceptable
target values for each metric• ideal represents the best possible result
(rarely attained)• marginally acceptable is the value at
which the product is just barely commercially viable (minimum)
Positioning Illustrated
high moisturizing
non
deod
oran
theavy
deodorant
low moisturizing
•Tone•Dove
•Lux•Coast
•Zest
•Lever 2000
•Safeguard
•Dial•Lifebuoy
•Lava1. product perceptions
1
2
3
45
6
7
8
2. “ideal” products
Establish Product Specs
Prepare needs-metrics matrix Benchmark competitors Set ideal & acceptable target values
for each metric Reflect on the results
• are project team members “gaming”?• are multiple products/levels needed?• will these specs lead to commercial
success?
New Product Process
EstablishTarget
Specifications
Evaluate &Launch?
RefineSpecifications
Generate Product Concepts
ScreenProduct
Concepts
Identify Customer
Needs
Many iterations may be required
Concept Generation
Suspend judgment• If you don’t like an idea, suggest
alternatives, don’t criticize Focus on quantity, not quality Welcome the infeasible or
“boundary stretching” ideas Use graphical & physical media
Class Exercise
Customer needs:• ability to drink hot coffee while driving
to work• drive time is usually 30 minutes, but
may be longer in heavy traffic• not fond of hot liquids in lap• wants hands free to talk on phone,
adjust radio & send “friendly & helpful” signals to poor drivers
New Product Process
EstablishTarget
Specifications
Evaluate &Launch?
RefineSpecifications
Generate Product Concepts
ScreenProduct
Concepts
Identify Customer
Needs
Many iterations may be required
Concept Selection
Screening a quick approx-
imate evaluation aimed at producing a few viable alternatives
Scoring a more careful
analysis of the remaining concepts designed to select the one(s) most likely to be most successful
Concept Screening
Concept Scoring
Concept Selection
point of no return• group consensus is critical
whole product may be different than the sum of the parts
if significant criteria are subjective, seek customer input
verify economic viability
New Product Process
EstablishTarget
Specifications
Evaluate &Launch?
RefineSpecifications
Generate Product Concepts
ScreenProduct
Concepts
Identify Customer
Needs
Many iterations may be required
Refine Specifications
convert acceptable ranges to proposed point estimates
feature trade-offs• smooth ride vs. sporty handling
cost trade-offs• leather seats vs. affordability
competitive mapping may help
Competitive Mapping
New Product Process
EstablishTarget
Specifications
Evaluate &Launch?
RefineSpecifications
Generate Product Concepts
ScreenProduct
Concepts
Identify Customer
Needs
Many iterations may be required
Economic Analysis
Build an NPV model of most likely set of expectations
Perform sensitivity analysis of all key assumptions & variables
Revise trade-off analysis Consider qualitative factors Remember: costs to date are SUNK Market testing
Questions?
Please access my web site if you’d like a copy of the presentation.
http://ssbea.mercer.edu/coleman
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