Beruflich Dokumente
Kultur Dokumente
Plan
Dr.-Ing. Amalia Suzianti, ST, M.Sc.
suzianti@ie.ui.ac.id
amalia.suzianti@alumni.tu-berlin.de
Agenda
Discovery : pre-work designed to discover and uncover opportunities and generate ideas
Scooping : a quick, preliminary investigation of the project (inclusive technical benefits and market prospects)
Building the Business Case: a much more detailed investigation involving primary research, both market and
technical, leading to a business case, including product and project definition, project justification and a
project plan. It is the critical homework stages, the one that decides if the projects should be broken or continued.
Development : the actual detailed design and development of the new product and the design of the operations
or production process
Testing and Validation : tests or trials in the marketplace, lab and plant to verify and validate the proposed
new product and its marketing and production / operations
Launch: commercialisation, beginning of full operations or production, marketing and selling.
Idea Screen: The point where the project is born. It is a gentle screen and amounts to subjecting the
a handful of key must meet and should meet criteria which often deal with strategic alignment,
project feasibility, magnitude of opportunity and market attractiveness, product advantage, ability t
the firms resources and fit with company policies.
Second Screen: This is essentially a repeat of Gate 1; the project is re-evaluated based on the inform
obtained in stage 1. Here additional should-meet criteria may be considered, dealing with sales forc
customer reaction to the proposed product and potential legal, technical and regulatory killer varia
all the result of new date gathered during stage 1.
Go to development: This is the final gate prior to the Development Stage, the decision point at which
can be killed or can be continued. Gate 3 also yields a sign off of the product and project definition
commit of the financial expenses.
Go to Testing: This post-development review is a check on the progress and the continued attractive
product and project. This gate also revisits the economic question through a revised financial analys
on new and more accurate data. The validation plans for the next stage are approved for immediate
implementation and the detailed marketing and operations plans are reviewed for probable future e
Go to Launch: The final gate opens the door to full commercialisation, market launch and full produc
operations start-up. It is the final point at which the project can still be killed. Criteria for passing the
largely on expected financial return and appropriateness of the launch and operations start-up plans
Points
The new product process must be a quality process. There is a clear need for a systematic new product
process to guide and facilitate the new product project from idea to launch.
2.
The process or game plan must be designed to manage risk; a multistage and gate framework is most
appropriate.
3.
4.
Parallel processing balances the need for a complete and quality process with the desire for a speedier
process.
5.
The process requires a cross functional, empowered team headed by a team leader with authority.
6.
7.
Up-front or predevelopment homework is crucial to success and these activities must be built into the
game plan in a consistent and systematic way.
8.
The quest must be for superior differentiated products that offer value to the user.
Look to the world product: an international orientation in product design, development and target marketing
provides the edge in product innovation.
4.
More predevelopment work: the homework must be done before product development gets under way.
5.
Sharp and early product and project definition is one of the key differences between winning and losing at new
products.
A well-conceived, properly executed launch is central to new product success. And a solid marketing plan is at
the heart of the launch.
The right organisational structure, design and climate are key factors in success.
Top management support doesnt guarantee success, but it sure helps. But many senior managers get it
wrong.
Leveraging core competencies is vital to success: step-out projects tend to fail.
Products aimed at attractive markets do better: market attractiveness is a key project-selection criteria.
Successful businesses build tough Go/Kill decision points into their new product process, where projects really
do get killed: better focus is the result.
New product success is controllable: more emphasis is needed on completeness, consistency and quality of
execution of key tasks from beginning to the end of project.
The resources must be in place: there is no free lunch in product innovation.
Speed is everything, but not at the expense of quality of execution.
Companies that follow a multi stage disciplined new product process such as a Stage-Gate process fare much
better.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
Nowadays, the company has realised that the uncovered innovative ideas
could come from outside the company.
One of the source are the customers who at the end directly dealing with
the designed products and know exactly about their performance. From
the customer, the strength and weaknesses of product could be assessed
and even the hidden needs of the customer could be defined in order to
improve the product performance and potentially a new product idea.
The typical method used are: Lead-User Analysis, Product Value Analysis,
Scouting, In-Depth Interview, etc.
Other external source could be superior competitor who is currently
holding the market leader position. From them, the tips of product
success could be discovered from benchmarking method or for the
manufactured products using the reverse engineering method.
Focal
Person
Stage 1
Gate 1: Idea
Screen
Periodic
Review
&Update
Others in
Company
The stages that included in the early stages are the scooping and
building up the business case as seen on following Figure. There are
also three gates in between that bridge the stages with previous phase
(discovery) and following phase (development). These early phases
also known as fuzzy fronts end because it concludes the abstract into a
The key
physical model of product.
Homework
Idea
Screen
Discovery
Gate1
Generating
Breakthrough
New Product Ideas
Stage1
Second
Screen
stage
Gate2
Stage2
Scoping
Go to
Development
Gate3
Build
Business
Case
User needs and wants study
(voice of customer research)
Competitive analysis
Market analysis
Detailed technical assessment
Manufacturing assessment
Concept testing
Detailed business & financial analysis
Develop Business Case:
-product definition
- project justification
- Project Plans
The first stage covers the quick and inexpensive assessment of the technical merits
of the project and its market prospects. Preliminary market, technical and financial
assessments make up Stage 1
Preliminary market assessment is a rough and general market study. It will review the
commercial prospects of the proposed product in the market. Its task is to find out
quickly about market size, growth, segments, customer needs, interest and
competition with minimal cost (Thomas, 1993, 117, modified for similar reasons). It
assesses market attractiveness and potential, gauges possible product acceptance,
sizes up the competitive situation and sculpts the product (see Cooper, 2001a, 180).
There are some important aspects that should be considered during technical assessment (see
Cooper, 2001a, 183).
In the case of partnering, the knowledge transfers form partners should be regarded. Otherwise
there will be no performance enhancement achieved and only costs a huge risk, costs and missing
skills.
Ultimately to the scooping stages is the preliminary business and financial assessment. The
strategic and competitive rationales are already mapped out and also the competencies
assessment which may identify the necessity of partnering or outsourcing relationship and then
comes the preliminary financial analysis (see Klein, 1998, extended). In this early stage, estimated
of expected sales, costs and requirement are likely to be highly speculative and largely conjectural.
Nonetheless it provided a rough estimation about the spending.
Scooping
Quick scooping of the market prospects for the
product: potential, acceptance, requirements, not
detailed market research, detective and desk
research only, relying on readily available sources
assessment
Detailed
Tech.Asses.
Translation
Project Plan:
Development Plan
Tentative test, Marketing &
Production Plan
Mit Costs
& Production
Equipt
Needs
Financial
Competitive
Analysis
Customer
with list:
Prod. req.
Tech.Feas.
Product
Concept
Analysis
Expected
Sales &
Revenues
User
Needs &
Wants
study
Concept
Test:
Purchase
Intent
Project Justification
Financial, Risk & Business
Assessment
Product definition:
Target Mkt, Concept,
Position & Benefits
Requirements & Specs
Patent Analysis
Define research
medium
Select patent
Define research
medium
Analyse patents
Conduct research
Clasify relevant
patents
Summary of Stage 2.
Building the Business Case (1)
Actions
User needs-and-wants study
Scooping
Voice of customer research to determine product requirements. Determines what value is and what a customer
benefit is; seeks to define a winning product concept from customers perspective. Probes customer needs, wants
and preferences, choice criteria, likes, dislikes and trade-offs regarding product requirements and design; also the
customers use system and products value-in-use (economics); seeks insights into competitive product strengths
and weaknesses.
Competitive analysis
A detailed look at the competition-both direct and indirect. Determines who they are, product strengths and
weaknesses, anticipated future products, pricing, competitors other strengths and weaknesses, how they compete
and their performance.
Market analysis
Pulls together all market information from the two studies above plus secondary sources. Determine market size,
buyer behaviour and competitive situation. Also relies on similar sources as in Stage 1, only much more in depth.
Translates these market inputs into a technical feasible product design or concept (on paper). May involve some
physical technical work (modelling, lab work) and also techniques such as Quality Function Deployment (QFD). Maps
out the technical solution and technical route; highlights technical risks and solutions; reviews intellectual property
issues and develops IP strategy; assesses possible technical partners and develops partnering strategy. Also looks in
depth at manufacturability and source of supply: production route, costs and capital (equipment) requirements.
Summary of Stage 2.
Building the Business Case (2)
Actions
Scooping
Concept testing
The final market test prior to full commitment to develop the product. Tests the proposed product concept with the
customer (product concept, model, virtual prototype). Involves face-to-face interviews; gauges interest, liking,
preference, purchase intent and price sensitivity.
Financial/business analysis
Looks at the business rationale for the project. Includes strategic assessment (fit and impact). Also a core
competencies assessment and partnering (or out-sourcing) strategy is mapped out, along with the role of
international units. Finally a detailed financial analysis developed: NPV, IRR and sensitivity analysis.
Plans of actions
Develops recommendation for project (Go/Kill) and a detailed Action Plan for Stage 3 (Development Plan); also
tentative plans for Stage 4, Testing and Stage 5 (both preliminary Marketing and Operations Plans). A launch date is
specified.
Concept Testing
The market test prior to commitment to develop the product. Tests the proposed
product concept with the customer usually in a form of virtual prototype (design
sketch) or rapid prototype. Involves face-to-face interviews; gauges interest, liking,
preference, purchase intent and price sensitivity.
One of the common methods used for concept testing is Conjoint analysis
Rapid Prototyping
STAGE 4
PROTOTYPING
Milestones in Prototyping
Alpha
Prototyp
e
Beta
Prototyp
e
Gamma
(PreProductio
n)
Prototype
Release
To
MFG
Market testing
The size of market testing area depends on the budget and risk
of investments, time and the innovative value of a product
Pass/Kill:
Project is evaluated
against Must Meet &
Should Meet Criteria.
Does the NPV,IRR &
Project Attractiveness
Score pass hurdles?
Pass
Kill
Prioritisation:
Project Attractiveness
Score & NPV compared
to Active Projects &
Projects on Hold
Resources are
allocated
Go-is
resourced;
becomes Active
Project
Placed
On hold
Technical Implementation
STAGE 5
Diagnose and Conceptualize Key Market Factors : Through a study of market opportunity for
the new product, identify and conceptually define the m ajor factors (key variables and
stakeholders) in the new product situation hypothesized to influence demand.
2.
Formulate Spreadsheet and Submodels of Major Factors : Using the identified factors to
estimate market size, growth and penetration, formulate spreadsheet and other submodels
to guide data collection.
3.
Collect Data on Key Variables : Collect data for the various models to develop estimates
of the trends or expected directions on the major facto rs and their interactions over the
new product planning horizon.
4.
Analyze Data and Segment Market : Analyze the data collected, with emphasis on the
segmentation structure of the market and possible altern ative concepts for segments.
5.
6.
Estimate Market Potential and Penetration : In the context of the new product scenario,
use the spreadsheet model to develop estimates of marke t potential and penetration under
varying assumptions.
7.
Continually Update Models and Estimates : Incorporate new data and experience into the
product models and scenarios over the cycle of product development and continually
update market opportunity forecasts.
SWOT Analysis
Brand name (corporate name, family brand, new product brand, log o, trade mark)
Other
Pricing decision
Overall price
Margins
Other
Distribution decisions
Other
Media
Sales force (message goals, creativity, budget, size, recruitmen t, training, compensation,
motivation, evaluation)
Effectiveness measures (unaided recall, aided recall, recognitio n, knowledge, trial, repeat)
Other
Other
1. Scooping
Preliminary market, technical and
financial assessment
2. Build Business Ca se
User needs-and-wants studies
Competitive and market analysis
Concept tests
Detailed technical assessment
Business and financial analysis
3. Development
Product development
Iterations with customers
Develop test marketing
and production plans
5. Launch
Implement production
and marketing plans