Pc sc 2012 Your New Product: Good Concept or Great Product Innovation_final
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Your New Product: Good Concept or Great Product Innovation?
(How to Identify the Golden Goose among the Ugly Ducklings)
Chris Marocchi
President: Klear Strat, LLC Vice President Product Development & Management:
The UPS Stores Director of Product Management: CB Richard Ellis, Inc.
Product Marketing Manager: ITT Corporation
What This Discussion Is About
This presentation is NOT about product development. It IS about how we get from ideas to concept to product development.
Concept Evaluation
Product C
Product B
Product A
Product Launch
Product Development
Scenario
Your company sells products. Your products are good. Your company is profitable. A recession hits, and profits shrink.
decides the company needs to pivot its strategy for growth.
New Products vs. New Markets
We need to first evaluate how to grow by examining the product-‐market expansion grid.
Market Penetration
Product Development
Market Development
Diversification
Existing Markets
New Markets
New Products Existing Products
Question
You decide to develop a new product. But how do you determine which product to develop? What is so hard about determining this Golden Goose?
The Problem Defined
How do we identify and prioritize the right mix of new products to develop? Many stage/phase-‐based processes tell you what to do AFTER you have determined which product to develop.
Product C
Product B
Product A
The Challenge
Multiple Sources of Input Internal Stakeholders (Executives, Parent Company/BOD, Sales force, Engineers, etc.) External Stakeholders (Customers, Shareholders, Vendors, etc.)
Lack of a Reliable Process No Crystal Ball
Where To Start?
Understand the Market Innovate Concepts Select a Process for Evaluation of Concepts Move Forward with Confidence
Step 1 -‐ Understanding the Market
Stefan Thomke How Can a Company Balance Creativity and Innovation With the Need for
Process and Structure?
"the key, underlying principle of the problem" and then the "beautiful, elegant solution that
Step 2 -‐ Innovate Concepts How do we generate product ideas through
innovation? Product Concepts:
Existing (from internal/external sources) Need to consolidate concepts
Non-‐existing
Ideation: Brainstorming + Play Theory Thinking Divergent Support, Wander, Associate, Morph, Inquire Convergent Sort, Order, Adapt, Refine, Select
Product A
Product A
Product A
Product A
Product A
Product A
Product A
Product A
Product A
Product A Product
A
What the Experts Say Venkatakrishnan Balasubramanian Dimensions of the framework for
conceptualizing an idea
The two views of the business model for the idea and the business strategy of the enterprise combine to give five important dimensions that an innovator can use to think through and conceptualize the idea.
1) Competitive Advantage 2) Business Alignment 3) Customers 4) Execution 5) Business Value
Step 3 -‐ The Evaluative Process
Processes: Subjective Approach
Just Do What Your Boss Asks Arbitrary Selection/TIATWASWS
Objective Approach Weighted/Scored Analysis Nail It, Then Scale It Good to Great Optimizing the Stage-‐Gate Process
Weighted Analysis Scorecard
Strategic Assessment Identify criteria Weight criteria Score each criterion Add up score and compare with other ideas
Nail It Then Scale It Innovation = The intersection of science and industry.
Science Industry
INVENTION INSIGHT
INNOVATIO
N
Good to Great The Hedgehog Concept = the intersection of what you can
be the best in the world at, what you are deeply passionate about, and what drives your economic engine.
Stage Gate
Adding a Discovery Phase
Step 4 Move Forward With Confidence
1. Strategy is in place. 2. 3. 4.
concepts. 5.
development with confidence that your product will be successful in achieving the goal of profitable growth.
Case Study The UPS Stores Follows a process that is a combination of the optimized stage-‐gate process and weighted scale analysis. Pros brings objectivity into the evaluative process, and the analysis provides rationale for the go/no-‐go decision. Cons Insufficient resources to adequately evaluate the quantity of concepts, interference from executive staff in the process.
Case Study -‐ Apple Apple used a market research approach combined with usability experience studies. At first, they tried a product-‐centric approach with Motorola, which failed. When they brought the project in-‐house and based the product on what the market wanted, they succeeded.
Case Study CB Richard Ellis
In an off-‐site strategy meeting, we conducted a brainstorming session driven by the Hedgehog concept. The participants were divided into 3 teams for brainstorming. Ideas generated were then categorized and consolidated.
BEFORE
Case Study CB Richard Ellis
The intersection of 3 areas. What product enhancements should we pursue?
Improved customer experience/footprint Portfolio data/reporting Improved analytics Axis Community Sustainability module
AFTER
Discussion
Additional thoughts on product innovation processes? Other case studies?
Conclusion
Optimal new product introductions will start with a thorough understanding of the market. Ideation and a consolidation of existing ideas will provide a pool of concepts to consider. Select a process for evaluating and scoring the concepts based on how well a new product will align with corporate goals and strategy. Prioritize projects based on the outcome.
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