Grow & Prosper: Are Your Innovation Practices Inhibiting Success? Innovation and new product development are cornerstones for growth in cosmetics and personal care, and yet remain a key difficulty to most companies. Ironically, success is commonly undermined by the internal practices and processes in place. By driving innovation performance, companies can achieve new product success through: Maintaining “enough” idea as well as “good enough” ideas at the front end for a high-value development funnel Accelerating time-to-market and meeting targeted product launch goals Adapting portfolios quickly to respond to changing trends and consumer needs Improving new product investment decision-making to focus resources on the highest value brand innovations and to contain risk

1. Grow & Prosper:
Are Your Innovation Practices
Inhibiting Success?
Jim Conroy
Vice President EMEA

2. Key Decisions through the
Innovation Lifecycle
“How do we
optimize our
portfolio for
achieving our
performance
goals?”
“Should this new
idea/concept
become a
development
initiative/project?”
“Which strategies
(segments, brand,
product lines,
platforms) should
we prioritize to
achieve our
objectives?”
“Should this
initiative/project
get funds/resources
to move to the next
stage?”

3. Meet Industry Challenges with
Innovation Practices
“How do we reduce risk of prestige
brands in a difficult economy?”
How do we structure our
portfolio to deal with
seasonal fluctuations?
“How do I meet consumer demand
for sustainable and natural
ingredients?”
“How do we fuel a constant stream of
good ideas?”
“How can innovation drive new
categories & brands”
“How do we plan strategically when
consumer needs are constantly changing?”
“How do we plan to meet our near &
long-term growth objectives?”
“How can we effectively plan to
consider changing regulations?”
“How can we shorten development
times to be first to market?”
“How do we build regulations & consumer
testing into the NPD process?”
“How can we collaborate effectively across
global & cross-functional teams?
“Can we execute efficiently to meet
buyer deadlines & reduce chaos?”

4. Transforming the Front End of Innovation…
$20B+ Personal Care Company
•Halfway to doubling number of $1B+
brands
•Increased value of innovation portfolio by
75% within 3 years
•Insight into the innovation lifecycle
•Able to compare in-market results against
research projections
•Analytics into successes & failures
Results
“Accolade Idea Lab works very,
very well. You have real time input
from more people engaged
around the globe where time
differences make it really hard to
brainstorm, and it saves a lot of
time and travel money as you use
the tool for this purpose.”
Director of Global Innovation
•Not enough ideas to fuel growth
objectives
•No systematic approach to developing the
front end
•Lack of consumer and customer insights
•No ability to analyze in-market successes
Challenges

5. The Key is Applying Best Practices in...
Enterprise Innovation Performance
Corporate
Strategic Plans
PDM SCM MRP CRM ERP
Enabling Cross-Functional
Decision-Making to Define
and Manage Innovation
Investments
Corporate
Strategic Plans
Execution Activities
R&D Supply Chain Production Sales/Mktg Finance
PDM SCM MRP CRM ERP
Enterprise
Innovation
Performance
Corporate
Strategic Plans

6. The Key is Applying Best Practices in...
Enterprise Innovation Performance
Corporate
Strategic Plans
PDM SCM MRP CRM ERP
Enabling Cross-Functional
Decision-Making to Define
and Manage Innovation
Investments
Corporate
Strategic Plans
Innovative
Products &
Initiatives
Sustainable,
Profitable
Revenue
Growth
Execution Activities
R&D Supply Chain Production Sales/Mktg Finance
PDM SCM MRP CRM ERP
Enterprise
Innovation
Performance
Corporate
Strategic Plans

7. The Key is Applying Best Practices in...
Enterprise Innovation Performance
Corporate
Strategic Plans
PDM SCM MRP CRM ERP
Enabling Cross-Functional
Decision-Making to Define
and Manage Innovation
Investments
Corporate
Strategic Plans
Innovative
Products &
Initiatives
Sustainable,
Profitable
Revenue
Growth
Enabling Cross-Functional
Decision-Making to Define
and Manage Innovation
Investments
Success Rate = ~50-55%
Value = +75%-100%
~75-85%
Time to Market = -15-30%
Execution Activities
R&D Supply Chain Production Sales/Mktg Finance
PDM SCM MRP CRM ERP
Enterprise
Innovation
Performance
Corporate
Strategic Plans

8. Request a Poster
A handy
summary of
the 8 leading
practices

9. Any Questions?
Jim Conroy
VP EMEA
jim.conroy@sopheon.com
Jeff Gomes
Business Development Director
jeff.gomes@sopheon.com