Product Development“Successful Product Development Workshop” 25th & 26th May 2011Locus Research, Tompkins Wake, Motovated ...
Product Development“Successful Product Development Workshop” 25th & 26th May 2011Locus Research, Tompkins Wake, Motovated ...
Famous Last Words
Famous Last Words
Famous Last Words
Famous Last Words
Famous Last Words
Famous Last Words
Famous Last Words
Famous Last Words
Famous Last Words
Ingredients of Success Research Platform & Product Embodiment; Testing, Standards & Compliance; Product Brand & Marketing;...
Product Development Processresearch                                        idea                                           ...
researchseedThe seed of the magestic Kauri is dispersedafter pollination by the wind travelling adistance of up to 1.5 km ...
Navigator - Define & Validate your Product Development Project                                                             ...
Pioneer - Create New Products & Improve Existing Products                                                                 ...
ideadeveloped seedIf the seed finds itself in dry but coolconditions and isn’t deposited toodeeply or eaten by insects or b...
prototypeseedlingAs a seedling they will developoblong shaped green or reddishborwn leaves quickly dependnigon how much di...
productionsaplingThe young sapling bristlesup a and grows a spikycoat developing at a rate ofapproximately 10-25cm a year.
to marketrickerAfter 50 years or more the trees will reach theforest canopy. The tree will slow it’s upwardstreak and star...
in marketmature kauriThe final size of a Kauri is often determinedby it’s conditions, but can grow upwards of30-40 metres h...
Speed is of the essence                          Document everything                          Research is ‘the’ risk manag...
Spend the whole process ‘getting to market’                            Features are not benefits                          ...
Original Product DevelopmentOur core business is creating products anddelivering them to market.Developing new products an...
Common Skills we apply through the delivery of all of our work               Research                                     ...
The Simple Research Loop                                        The word ‘Research’ means ‘a systematic investigation in  ...
Science                                                                                                  E                ...
The Environment                                                                       Raw materials & energySYSTEM UNDER A...
The Services we provide our clients & partners                                                                            ...
Awards:                                                                                                                   ...
Eco-System Eco-System                                                                                                     ...
Discover - Market & Communicate Your Product Effectively                                                                  ...
Horizon - Sustainability for the Real World                                                                               ...
Realise - Turn your Product Into a Business                                                                               ...
Developing Products Successfully
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Developing Products Successfully

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A workshop on successfully developing products in the New Zealand context delivered by Locus Research, Tompkins Wake and Motovated Design & Analysis.

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  • Research - Seed\n\nA tree will drop a number of seeds which will be dispersed over a wide area with only a few germinating and producing seedlings. At the start of a project there are always a range of opportunities. The Research phase should investigate these opportunities thoroughly to objectively assess their potential.\n\nResearch for product development is ‘Applied’ which means all components of what we do are applied directly to the creation and commercialization of a product. All research should meet this threshold.\n\nAll projects benefit directly from research, even small projects it is related to the project scale.\n\nResearch is ‘The’ Risk Management tool. It can isolate risks related to the market, technology, IP, through to potential distribution hurdles. One of the reasons we are so focussed on it is through direct experience.\n\nResearch in the context of a product development needs to be broad and encompasses setting:\n\nThe project vision, key high level objectives (as opposed to tasks);\nDefining the Product Strategy (how are we going to approach this);\nDefining the Team, Roles and reporting (Reporting is very important);\nThe programme structure & scope;\n Technical Objectives & Deliverables;\n Milestones (when we know we have achieved something)\n Product System - Customers, PLC, Specific Requirements, Production, Distribution & Use.\n\nThe IP focus generally in an initial research programme will usually be trying to understand what IP exists so would be ‘Freedom to Operate’.\n\nThe research enables us to accurately understand what it will take in reality.\nResearch provides the platform for creating great ideas.\n\nDevelop a 1 page summary of your timelines, milestones, deliverables, and risks. Have beside your desk as an easy reference.\n
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  • Idea - Germinated Seed\n\nMost ‘ideas’ that are bought to us are directions: like I was to develop a new type of matchbox. Ideas are concepts that have the ability to physically realise the direction creating a new way of doing something or providing a functional benefit or improved performance.\n\nIdea Generation should be deliberately broad and challenge the incumbent ideas and pre-existing perceptions. Ideas should be exploratory but not wasteful a single good idea is worth a 1000 poor ones.\n\nIdeation should be rapid and should avoid getting into excessive detail. use tools which enable flexibility and speed over accuracy. Ideally concepts should be identifiably different and keep within the compass bearing you have set yourself and your team. Creativity actually thrives with borders and is more likely to deliver your intended results if there is a clearly defined opportunity and scope.\n\nAll idea generation work should be clearly documented, dated and presented in a manner which enables good communication and objective assessment within your team. \n\nIdeas should be assessed in a provisional manner against the requirements that you have established and an initial assessment of the novelty of the IP should be investigated if possible.\n\n
  • Prototype - Seedling\n\nOnce an idea has been germinated it is iteratively developed through a range of mechanisms both digital and physical. There are many contexts where digital tools and techniques encroach strongly into areas that may have traditionally required prototyping.\n\nDuring the most iterative part of the development cycle there should remain a strong connection between the development team and the intended users and stakeholders and the market. The project should remain in a dynamic state for as long as possible before all aspects are locked down. \n\nMarket and platform changes happen very quickly now and the team needs to be able to respond to these adequately ahead of time. (Developing a product now can mean thinking several years down the track).\n\nOften we are developing the brand and packaging concurrently to the product to enable early discussions with market partners. This gets their buy in and excites them with new ideas and is a great way of staying engaged with customers (as you have something to talk about).\n\nTesting and performance validation are an important part of the iterative prototyping cycle. We generally want to know that we are going to pass a test before we sit it. \n\nDisclosure of IP is managed to a late stage through NDA’s with Patent, Trademark and other expenditure delayed as long as possible within the programme to defer costs and increase the lodging timeframes. However you may be confronted with situations where a larger disclosure is necessary.\n\n
  • Production - Sapling\n\nOnce a kauri tree hits sapling stage it is growing fast. Once a product development hits the productionisation stage all the different elements collide and create a resource and cost peak in the project that generally needs careful management and thought in advance.\n\nThe performance is well understood (and internally proven) we often move to external testing and validation. This provides alot of benefit to partners and can often provide the endorsement and certification that is required to get new partners over the line. If it can be aligned with established standards, that is better.\n\nThe change created by a new product can often be wide ranging and needs careful management and planning. This is the period where capital costs can be incurred, although we generally advocate running pre-production as long as it can meet the performance standards required to delay capital cost.\n\n\n
  • To Market - Ricker\n\nIn reality we spend the whole process ‘getting to market’ and use every available opportunity talking and presenting to people in the market.\n\nOften we will create a full prototype of packaging and collateral to provide a clear idea to marketing and distribution partners. This allows them to visualise how the product will look on their shelves or within their organisation.\n\nThis can often be very early and we adopt a ‘Fake it until we Make it’ approach where we are often even presenting the proposition before full validation (although always based on credible facts).\n\nIt is important when taking products to market to ‘Know the market’ and ‘Own the Problem’ you are trying to solve. ‘You need to be the expert’.\n\nWhen presenting the product remember that ‘a feature is not a benefit’. You need to clearly articulate the benefit the features provide and then work out an effective way to communicate this message.\n\nIn product brands our core focus is the naming system, and ensuring we have freedom to operate in the markets that we need to operated in. This will generally include public domain searches such as URL’s and other items which are of use in commerce.\n\n
  • In Market - Mature Kauri\n\nOnce they are established products have the ability to generate or seed other products like a mature Kauri disperses its seeds. Creating another product within the same family is easier than taking a first generation new product to market.\n\nOn all products we expect that it will take time to reach maturity and full resolution, so establishing feedback loops where information from customers and retailers can be captured and used is important.\n\nPoint of Sale is an area where the rubber meets the road with the customer so is a point of focus at or shortly after market entry. Communicating effectively within the retail context is vital to a products market success. Monitor how products are presented in-store and enforce standards of display. It should be no surprise that some of the best brands have established retail in order to control their own brand and more effectively tell their brand story. Think about an apple store vs dick smith or natuzzi vs farmers.\n\nCustomer Experience is now a common term used not just in services but for products. POS can directly affect how a customer feels about a product. This includes the primary, secondary and tertiary packaging.\n\n
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  • Developing Products Successfully

    1. 1. Product Development“Successful Product Development Workshop” 25th & 26th May 2011Locus Research, Tompkins Wake, Motovated Design & AnalysisPresenter: Timothy Allan - Locus Research Ltd
    2. 2. Product Development“Successful Product Development Workshop” 25th & 26th May 2011Locus Research, Tompkins Wake, Motovated Design & AnalysisPresenter: Timothy Allan - Locus Research Ltd
    3. 3. Famous Last Words
    4. 4. Famous Last Words
    5. 5. Famous Last Words
    6. 6. Famous Last Words
    7. 7. Famous Last Words
    8. 8. Famous Last Words
    9. 9. Famous Last Words
    10. 10. Famous Last Words
    11. 11. Famous Last Words
    12. 12. Ingredients of Success Research Platform & Product Embodiment; Testing, Standards & Compliance; Product Brand & Marketing; Sales, Marketing & Distribution; Business Potential & IP; Sustainability & Environmental Risk.
    13. 13. Product Development Processresearch idea prototype production to market in marketseed developed seed seedling sapling ricker mature kauriThe seed of the magestic Kauri is dispersed If the seed finds itself in dry but cool As a seedling they will develop The young sapling bristles After 50 years or more the trees will reach the The final size of a Kauri is oftenafter pollination by the wind travelling a conditions and isn’t deposited too oblong shaped green or reddish up a and grows a spiky forest canopy. The tree will slow it’s upward determined by it’s conditions, but candistance of up to 1.5 km before settling deeply or eaten by insects or birdlife it borwn leaves quickly dependnig coat developing at a rate of streak and start to broaden and develop grow upwards ofideally in the cool moist foliage under the will germinate and shed it’s coat after on how much direct sunlight they approximately 10-25cm a year. the iconic crown it is well known for. During 30-40 metres high and several metresManuka tree. The Kauri seeds special 35 days. Kauri seeds have bee known are exposed too. this time it will also start to shed the lower wide. Kauri can survive for thousands ofwing like form helps to carry it far from the to develop on fallen trees or even in the branches in a process called abscission years the oldest in New Zealand beingparent tree allowing it to grow gradually and litter at the base of the parent tree, a very leaving the trunk free of knots to become estimated at betweenbroaden over decades.(Stewart, Kauri, 2008) hardy habitat. what’s known as ‘poles’ or ‘rickers’. 1200-1500 years.
    14. 14. researchseedThe seed of the magestic Kauri is dispersedafter pollination by the wind travelling adistance of up to 1.5 km before settlingideally in the cool moist foliage under theManuka tree. The Kauri seeds specialwing like form helps to carry it far from theparent tree allowing it to grow gradually andbroaden over decades.(Stewart, Kauri, 2008)
    15. 15. Navigator - Define & Validate your Product Development Project © COPYRIGHT LOCUS RESEARCH LTD 2010TASK SEQUENCE Planning Research Communicate PLAN & CLARIFY RESEARCH SPECIFY SCOPE COMMUNICATE Into the industry product context and market Technical Should define the following: Plan Present conditions that drive sales in the product Define technical performance requirements category. This is deliberately broad to establish Goals Cost Discuss and other technical factors such as Standards. connections between the consumer, the product, the market and the distribution and Range sale of the product. Consumer Resource Assess Define the consumer and market trends to The Project understand where the product category is Performance Risk Review moving and identify design opportunities. The Product Programme Payback Conclusions Economic The Company Define the price points and margins along with Product Strategy Decision other economic factors. The Market Market Strategy Environmental Define product sustainability in the context of The Consumer the product category using initial tool sets.DELIVERABLES CLARIFICATION RESEARCH DEFINITION SCOPE COMMUNICATION Defined Project and its Objectives. Define Customer Requirements. Set Design Goals/Objectives. Project plan. Present the Documented PDS for review. Define and outline the Product, Service, or Define Technical Requirements. Define intended product item/range. Risk Assessment and Management. Management review and clarification. System. Define Intended markets, investigate drivers Set Performance Goals. Financial Assessment (ROI, IRR, NPV). Assessment of the project viability. v Detail Company Specific Information. and product positioning. Set Technical Targets. Resource Requirements. Decision to proceed, request further Define the Markets. Investigate competing product price points, Define testing & development programme. Provisional Costing. information or to stop. Identify the primary consumers/users. performance levels and general attributes. Define Product Life Cycle/Product System in Document Resource and/or material and relation to user groups. production factors. Define Product Functional Unit. Investigate Intellectual Property landscape. Define Product implementation strategy. Investigate distribution and Supply Chain Define the proposed market entry strategy. aspects. Establish enviornmental characteristics/targets. Investigate Environmental Aspects and Impacts. Research relevant standards and compliance issues for target markets.
    16. 16. Pioneer - Create New Products & Improve Existing Products © COPYRIGHT LOCUS RESEARCH LTD 2010TASK SEQUENCE Plan Research & Generate Concept Embody Commercialise PLAN & CLARIFY RESEARCH CREATE DEVELOP CONCEPTS EMBODY & TEST DEFINE & RESOLVE DOCUMENT & PRODUCTIONISE Clarify Research Generate Isolate & Identify Develop Test Specifications Company Technical A wide variety of possible Opportunities with the product The product system & Test system & technology, Develop detailed specifications for manufacture Industry Sector Consumer system solutions system. Identify key streams for technology. Embody ideas through external ‘Method of Product & Service Economic downstream development functionally & structurally Limits’ trial with end consumers Transfer Target Markets Environmental Communicate System & Technology into the supply chain The ideas in a coherent Search & Combine Select & Make Evaluate Define Specify manner to all key Across all streams for dominant Prototype system & Results & establish final Troubleshoot Goals & Vision Vision & Objectives stakeholders themes and ideas. Review technology with effective amendments Areas where specifications and assemblies Reporting Structure & Scope key ideas and where possible function for testing & Key Stakeholders Outline & Deliverables Assess combine critical streams evaluation Resolve Sign Off Funding Mechanism Users & Stakeholders The ideas and stakeholder Final design specifications All pre-production samples against specifications Project Champion Customer Requirements feedback and document Evaluate Refine Documents for final costing Technical Requirements for approval to proceed Each potential solution against And improve system & Materials & Processes established criteria and scope technology for consumer Approve Manufacturing & Suppliers outlined in the PDS document evaluation and testing. Supply Chain & Distribution Final system & technology and Evaluate against criteria specifications to proceed to Sales & Marekting established in the PDS Product offer commercialisation document Commuication Strategy Pricing Structure Std’s,Compliance & Testing Life Cycle Management Risk & Management Scope Plan Estimate Resource ReturnDELIVERABLES PROJECT PDS PROCESS & GENERATE & KEY IDEAS DEFINED IDEAS REALISED & TESTED PRODUCTION CLARIFICATION DOCUMENT COMMUNICATE Prepare PDS propsal Project Development Capture all ideas Concept Development Embodiment Design Full system testing. Pre-Production Trials. to scope first stage Specification. generated. Exploration. Specification. Full validated costing & All technical specifications released to supply of project research to Project Plans & Outlines. Document full range of Document the critical solution Functional prototypes. Breakdowns. chain. validation. Detailed Cost Projections. ideas covered. streams for consideration. Preliminary Performance Final Approved Design & QC and Approve all masters and approve all final Approve the Project Defined Project Structure. Assess Ideas Objectively. Evaluate and select the key Testing. Specification. Pre-Production for product. Development and Risk Assessment. Communicate to key idea(s) to enter embodiment. Consumer Evaluation & Approve final supply chain. Validation phase. Review project & approve, stakeholders. Testing. amend or reject proposed outline.
    17. 17. ideadeveloped seedIf the seed finds itself in dry but coolconditions and isn’t deposited toodeeply or eaten by insects or birdlife itwill germinate and shed it’s coat after35 days. Kauri seeds have been knownto develop on fallen trees or even in thelitter at the base of the parent tree, a veryhardy habitat.
    18. 18. prototypeseedlingAs a seedling they will developoblong shaped green or reddishborwn leaves quickly dependnigon how much direct sunlight theyare exposed too.
    19. 19. productionsaplingThe young sapling bristlesup a and grows a spikycoat developing at a rate ofapproximately 10-25cm a year.
    20. 20. to marketrickerAfter 50 years or more the trees will reach theforest canopy. The tree will slow it’s upwardstreak and start to broaden and developthe iconic crown it is well known for. Duringthis time it will also start to shed the lowerbranches in a process called abscissionleaving the trunk free of knots to becomewhat’s known as ‘poles’ or ‘rickers’.
    21. 21. in marketmature kauriThe final size of a Kauri is often determinedby it’s conditions, but can grow upwards of30-40 metres high and several metreswide. Kauri can survive for thousands ofyears the oldest in New Zealand beingestimated at between1200-1500 years.
    22. 22. Speed is of the essence Document everything Research is ‘the’ risk management tool Research creates the platform for great ideas Start marketing when you start the projectresearch idea prototype production to market in marketseed developed seed seedling sapling ricker mature kauriThe seed of the magestic Kauri is dispersed If the seed finds itself in dry but cool As a seedling they will develop The young sapling bristles After 50 years or more the trees will reach the The final size of a Kauri is oftenafter pollination by the wind travelling a conditions and isn’t deposited too oblong shaped green or reddish up a and grows a spiky forest canopy. The tree will slow it’s upward determined by it’s conditions, but candistance of up to 1.5 km before settling deeply or eaten by insects or birdlife it borwn leaves quickly dependnig coat developing at a rate of streak and start to broaden and develop grow upwards ofideally in the cool moist foliage under the will germinate and shed it’s coat after on how much direct sunlight they approximately 10-25cm a year. the iconic crown it is well known for. During 30-40 metres high and several metresManuka tree. The Kauri seeds special 35 days. Kauri seeds have bee known are exposed too. this time it will also start to shed the lower wide. Kauri can survive for thousands ofwing like form helps to carry it far from the to develop on fallen trees or even in the branches in a process called abscission years the oldest in New Zealand beingparent tree allowing it to grow gradually and litter at the base of the parent tree, a very leaving the trunk free of knots to become estimated at betweenbroaden over decades.(Stewart, Kauri, 2008) hardy habitat. what’s known as ‘poles’ or ‘rickers’. 1200-1500 years.
    23. 23. Spend the whole process ‘getting to market’ Features are not benefits You need to be the Expert Digital is critical.research idea prototype production to market in marketseed developed seed seedling sapling ricker mature kauriThe seed of the magestic Kauri is dispersed If the seed finds itself in dry but cool As a seedling they will develop The young sapling bristles After 50 years or more the trees will reach the The final size of a Kauri is oftenafter pollination by the wind travelling a conditions and isn’t deposited too oblong shaped green or reddish up a and grows a spiky forest canopy. The tree will slow it’s upward determined by it’s conditions, but candistance of up to 1.5 km before settling deeply or eaten by insects or birdlife it borwn leaves quickly dependnig coat developing at a rate of streak and start to broaden and develop grow upwards ofideally in the cool moist foliage under the will germinate and shed it’s coat after on how much direct sunlight they approximately 10-25cm a year. the iconic crown it is well known for. During 30-40 metres high and several metresManuka tree. The Kauri seeds special 35 days. Kauri seeds have bee known are exposed too. this time it will also start to shed the lower wide. Kauri can survive for thousands ofwing like form helps to carry it far from the to develop on fallen trees or even in the branches in a process called abscission years the oldest in New Zealand beingparent tree allowing it to grow gradually and litter at the base of the parent tree, a very leaving the trunk free of knots to become estimated at betweenbroaden over decades.(Stewart, Kauri, 2008) hardy habitat. what’s known as ‘poles’ or ‘rickers’. 1200-1500 years.
    24. 24. Original Product DevelopmentOur core business is creating products anddelivering them to market.Developing new products and services is critical to driving your company’s revenuegrowth, its competitive advantage and reducing its cost and risk. But often there areimpediments such as; the lack of management time, the right personnel and expertise,and the sheer up-front cost of development.Partnering with Locus Research can reduce the up-front cost of development, and helpyou to improve the performance and resilience of your business in by creating innovativeproducts and services.
    25. 25. Common Skills we apply through the delivery of all of our work Research Develop Manage Product & Service Brand & Graphic Life CycleThinking Business/Commercial The areas we actively integrate in our workflowA genuinely integrated team is hard to find and silos are The diagram illustrates the common skills of: Product development is increasingly complex and requireshard to avoid. Our team has retained an overriding focus on an interconnected approach to be effective, and to deliverremaining vertically integrated with most of our staff skilled Research: discovery & understanding original and insightful solutions.in multiple domains. More than a generic statement, our Development: growth & progresswork embodies this approach in a structural manner from In business there are no lines neatly separating the deliveryresearch through to market execution. Management: control & direction of a successful programme to market. It takes commitment across all areas to succeed. Our team will often augment aWe view integrated product/service development as our These are shared across the four key domains of services company’s internal capability during the commercialisationcore competency. we deliver. process, assisting to drive the process and ensure milestones are met, and deliverables achieved. Visit: http://www.locusresearch.com Our Locations: Studio Mauao, 4a Grove Ave, Mt Maunganui, Tauranga 3116 | Studio Six Bee, 6b Ponsonby Road Auckland. Project - Internal Process Author: Timothy Allan Locus Research Processes Ph: +64 7 5715 007 Email: enquiries@locusresearch.com. Date Issued: 07/03/10 Revision: 1.0 Keywords: LocusResearch,Integration, Vertically Integrated
    26. 26. The Simple Research Loop The word ‘Research’ means ‘a systematic investigation in Applied research can incorporate anything from: order to establish facts or reach new conclusions’ (OxfordOur research driven approach is under pinned by a simple The structured application of scientific investigation University Press, 1985). Our work differs from fundamentalresearch loop. This applies to quantitative research toward achieving commercial goals research, as it is always ‘Applied’.through idea generation and development through to User Centred Designproductionisation. The word ‘Applied’ refers to the fact that our research is always used in a real world application. It is not undertaken Design Research; Investigation of business models to generate conference papers (although it seems to do Engineering analysis this on an alarmingly frequent basis). Visit: http://www.locusresearch.com Our Locations: Studio Mauao, 4a Grove Ave, Mt Maunganui, Tauranga 3116 | Studio Six Bee, 6b Ponsonby Road Auckland. Project - Internal Process Author: Timothy Allan Locus Research Processes Ph: +64 7 5715 007 Email: enquiries@locusresearch.com. Date Issued: 07/03/10 Revision: 1.0 Keywords: LocusResearch,Integration, Vertically Integrated
    27. 27. Science E NC SCIE SS GN NE I I BUS D ES Design BusinessThe Design/Business/Science matrix. The combination of these three important domains has the Design is defined as being the art of creating ability to generate significant lasting value for both industry something as well as a process (to plan).We work with the intersection of science, business, and and community alike.design and have the strong belief that these domains Science is the systematic knowledge of theworking together produce compelling results. Locus Research has built a unique, collaborative approach physical or material world gained through observation and extensive networks within the science community and experimentation (and use thereof).Science, business and design are very different areas, ensuring we are able to access leading specialists in aeach having a special role to play in the development of wide variety of areas. Business is defined as commercial activity withsustainable products and services. Or for that matter any the goal of making a profit (perhaps not just inproducts and services. financial terms). Visit: http://www.locusresearch.com Our Locations: Studio Mauao, 4a Grove Ave, Mt Maunganui, Tauranga 3116 | Studio Six Bee, 6b Ponsonby Road Auckland. Project - Internal Process Author: Timothy Allan Locus Research Processes Ph: +64 7 5715 007 Email: enquiries@locusresearch.com. Date Issued: 07/03/10 Revision: 1.0 Keywords: LocusResearch,Integration, Vertically Integrated
    28. 28. The Environment Raw materials & energySYSTEM UNDER ANALYSIS ag ement Waste Man Emissions to air, land & water Life Cycle Inputs and Outputs Distribution and Transportation – shipment of the final product to the end Locus Research has pioneered the constructive and proactive use of life cycle user. thinking in product development firstly in New Zealand and then further afield. ‘Life cycle thinking’ is an extension to our product development process and is This has been achieved by adopting and adapting life cycle thinking to design, a part of all development projects undertaken at Locus Research. Use, Reuse, and Maintenance – utilization of the finished product over its making it work for us in the real world. service life. The life cycle of a generic industrial product was defined by SETAC (1991) as This has migrated toward the creation and use of more design driven being composed of the following stages: Recycle – begins after the product has served its initial intended function and is techniques for Life Cycle Thinking. Which have been explored in the Life Cycle subsequently recycled within the same product system (closed-loop recycle) or Raw Material Acquisition – all activities necessary to extract raw material Thinking workshop series. enters a new product system (open-loop recycle). and energy inputs from the environment, including the transportation prior to Our involvement with science has enabled the development of strong processing. Waste Management – begins after the product has served its intended function relationships within the Life Cycle Assessment, Management and Accounting and is returned to the environment as waste. Processing and Manufacturing – activities needed to convert the raw material fields. We are an active member of the Sustainable Design Group of New and energy inputs into the desired product. In practice this stage is often Life Cycle Thinking encourages a wider view during the development of Zealand and the Life Cycle Association of New Zealand. composed of a series of sub-stages with intermediate products being formed products and services; moving beyond considerate material selection and into along the processing chain. consumer behaviour and end of life scenarios. Visit: http://www.locusresearch.com Our Locations: Studio Mauao, 4a Grove Ave, Mt Maunganui, Tauranga 3116 | Studio Six Bee, 6b Ponsonby Road Auckland. Project - Internal Process Author: Timothy Allan Locus Research Processes Ph: +64 7 5715 007 Email: enquiries@locusresearch.com. Date Issued: 07/03/10 Revision: 1.0 Keywords: LocusResearch,Integration, Vertically Integrated
    29. 29. The Services we provide our clients & partners © COPYRIGHT LOCUS RESEARCH LTD 2010 SERVICE OFFER Product Brand Sustainability Business SERVICES SERVICES SERVICES SERVICES Applied Research Research & Development Applied Research Introduction to Life Implementation Business Case Customer Experience Idea Generation Company & Product context Cycle Thinking Define Key Environmental Business Model Investigation User Needs Analysis Product Design & Development Product Attributes & Benefits Performance Indicators Supply Chain & Distribution Service Design & Development Life Cycle Thinking - A Competing Product Assessment Product/Service Offer Design Mindset Guidance on EMS Economic & Market Factors Market analysis Project Management implementation Sales & Revenue Projections Research Aggregation & Reporting Life Cycle Management - Product Stds & Compliance Strategy & Direction From product to Company Product Life Cycle Brand Architecture Tools & Approaches - Investment Productionisation Marketing Core Competency Implementing Change Developing Investment Prospectus Strategy & Direction Production Documentation Brand Experience Product EcoLabels & Procuring/preparing for Investment Project Team & Reporting Definition Production Oversight Applied Research Appraisals Design Targets & Specifications Identity Development Supply Chain Assessment Market Requirements Production Implications Project Structure & Scope Supplier Development Nomenclature (Naming System) Compliance & Stds Review Production Impacts on Product Design Project Costing & Planning Research & Assess New Supply Identity design & Development Input/Output Investigation Production Strategy Intellectual Property Chains Product Life Cycle Life Cycle Design Quality control Competitor Benchmarking Core Function Sales & Marketing Risk Assessment and Supply Contract Development Brand Implementation Life Cycle Scenarion Pitch Presentions Management Print & Advertising Data & Quantatative Development Definition of Product/Service Offer Auditing Existing development Web Development & Ecommerce Assessment Product Service System Sales & Marketing Plan process Technical Documentation Development Product Launch Strategy Goal & Scope Assessing project risk profile Installation and Assembly Instructions Inventory Analysis ROI Audio Visual Material Impact Assessment In Market Web 2.0 & Social Networking Product Visual Summary Point of Sale design & development Packaging design & development Support Material Trade Show design and development MECHANISMS FOR DELIVERY FRAMEWORKS & PROCESSES FRAMEWORKS & PROCESSES FRAMEWORKS & PROCESSES FRAMEWORKS & PROCESSES Navigator - Define and Validate your Product Discover - Market & Communicate Horizon - Take your product sustainability Realise - Turn your product into a Development your product effectively to the next level business. Pioneer - Create New Products and Improve Existing Foundation - Create a Products. commercially effective and robust brand platformVisit: http://www.locusresearch.com locusOur Locations: Studio Mauao, 4a Grove Ave, Mt Maunganui, Tauranga 3116 | Studio Six Bee, 6b Ponsonby Road AucklandOur Contact Details: Ph: +64 7 5715 007 (Tauranga) +64 9 360 0821(Auckland) email: enquiries@locusresearch.com. research
    30. 30. Awards: Clients: Awards are not a great predictor of commercial success (particularly in design). Our clients have included the following: But when our team and clients have worked hard on a project it is great to stop and reflect. MDEA Awards Programmes awarded include: The Medical Design Excellence Awards (MDEA) Encircle - Medical Devices competition is the premier awards program for the medical technology community, recognizing the achievements of medical product manufacturers and the many people behind the scenes worldwide. Dupont Innovations Awards Programmes awarded include: In the Australasian context these awards are the Encircle - Medical Devices heavyweight. Held bi-annually, the appeal of the Circadian - Sleep System DuPont awards is they recognise real research and development at a structural level and include in depth discussion of sustainability within the Awards. Best Awards Programmes awarded include: The best awards are the key Design Awards in Encircle - Medical Devices Drybase - Tiled Shower System New Zealand. They are organised by the Designers Cortex - Exterior Cladding System Littl’ Juey - Weedcutter Institute of New Zealand (DINZ). Locus Research Curve Surf - Surfing accessories Cayo & The Outdoor Room Managing Director Timothy Allan helped to institute Hold - Furniture Range Forester - Chainsaw Protection Clothing the ‘Sustainable Product Design’ Award and was the inaugural judge in 2004. Sustainable 60 Five categories entered to be eligible for award: The award was created by Fairfax media and Price Strategy and Governance - Our internal ‘Evolve’ project; Waterhouse Coopers in 2009. It provided the Workplace - Our Continuous Professional Development (CPD) programme; perfect opportunity to recognise the wider areas of Marketplace - The innovative Transform initiatives for Textiles New Zealand; sustainability within a business. Locus Research was Environment - Life Cycle Thinking Workshops; the recipient of the Overall Exemplar for Small business. Community - Our contribution to forming the Sustainable Design Group of NZ. This recognised the work we have done in a range of business areas. Sustainable Design & Innovation Awards Programmes awarded include: The Sustainable Business Challenge is held each year Cortex - Exterior Cladding System by The Sustainable Business Network. They recognise leading businesses sustainability initiatives. Locus Research has been involved regionally (Bay of Plenty) as a Judge and an advocate for the awards and also won the central and southern award in 2009 against stiff competition and proceeded to the national finals. ISPO Brand New Programmes awarded include: The new entrant award which is a part of the global Curve Surf - Travel System sporting and equipment show; ISPO This award has feature some great New Zealand innovators such as Blo-Kart. The innovative Curve Surf Travel system was a finalist in 2008 and featured in their exhibition. Focus on Health Programmes awarded include: Focus on health was an innovation challenge that Encircle - Medical Devices sought to assist NZ companies commercialising healthcare products and services into the US market. We were fortunate to be selected from over 100 entries to be a semi-finalist and were able to take part in pitching to top US healthcare experts and Investors. Interior Design Awards Programmes awarded include: The Australian Interior Design Awards is a partnership Thermowood - A Material Investigation event of the Design Institute of Australia, DesignEX and ARTICHOKE magazine. It the premier Design event in Australasia that is held alternately between Melbourne and Sydney. An important calendar event for key furniture and household goods manufacturers.4 For more info please visit: www.locusresearch.com For more info please visit: www.locusresearch.com 5
    31. 31. Eco-System Eco-System © COPYRIGHT LOCUS RESEARCH L Locus Research LCT Leadership and Conference Papers/ Industry Collaboration Active Involvement In Education Presentations and Exchanges Design-related Events (educational leadership, (research/science (collaborative/business (industry leadership, design enlightening, guiding, leadership, cutting edge leadership, strategic, commitment/relevance, raising empowering, enabling) research, expertise) cross-domain, awareness, spectacular) knowledge sharing) METHODS OF GROWTH Branches And Leaves Individual Specialties, Leading Projects Integration through diversity OFFERING Main Trunk PRODUCT DEVELOPMENT Systems focused Working with businesses from different sectors and sizes Product Brand Business Sustainability specialists aware savvy experts FOUNDATI FOUNDATION Roots Company Ethos Root The belief that accountability does not inhibit creativity Applied Research Tranparent and Established Commitment Originality (empathy and Evidential Processes To Sustainability (Creativity, independance, perceptiveness, (authenticity, analytics, (integrity, experience, insight) understanding process, rigour, focus) method) benchmarking) © Copyright Locus Research Ltd 2011Visit: http://www.locusresearch.com locus
    32. 32. Discover - Market & Communicate Your Product Effectively © COPYRIGHT LOCUS RESEARCH LTD 2010TASK SEQUENCE Planning Foundation Identity Experience CLARIFYING RESEARCH STRATEGY AURAL VISUAL MESSAGES CONTENT COLLATERAL Project Plan Company Architecture Names Logo Device Key Messages Copy Stationery Business history, Present Company, Product families, Company & Products Standard & Reversed Promotional & Technical Business cards, Letterhead, situation, Long-term Products, Partners, The Story Faxhead, Envelopes vision, Near-term mission, Ingredient brands Taglines Typefaces Imagery Business goals, Company Company & Products Display & Text Photography, Diagrams, Templates values, Strengths & The Filter Renderings, Line-art Weaknesses Attributes & Benefits Colours Environment CMYK, RGB, Hexidecimal Logos Buildings, Signage, Vehicles Products & Services Position EPS, PNG, TIFF GIF , Offerings & Attributes Industry context, Product Design System Promotional category, Category Lines, Spacing, Framing Website, Sales Market segment, Point of difference presentation, Brochures, Supply chain & distribution, Company profile Market trends & dynamics, Marketplace, Traditional Technical competitors, Non-traditional competitors, Opportunities Product manuals, & Threats Specifications Customers Customer groups, What customers want, Current customer perception, Demographics, Psychographics, Customer profileDELIVERABLES PROJECT PLAN FOUNDATION REPORT STRATEGY DIAGRAMS IDENTITY PRESENTATION BRAND BOOK ASSETS GUIDE FINAL OUTPUTS All preliminary project An A4 report including all Diagrams of the company A presentation of the brand concepts showing the This is the distillation of A document explaining the The agreed final media management work & gathered research data. & product architecture, and messages and visual identity presented as a complete the product attributes, and use of all brand assets. outputs which will present collection of company & Also a diagram which its unique position in the brand story. All visual components specified including logo customer benefits, resulting Accompanied by all assets and sell the product, service product info which the hilights and summarises market. device, typefaces, colours and the design system which in strong succinct key supplied to client in useable or company in the best light company may already have. the key findings from each ties it all together. messages. formats on disc. to the customer. sector. Visit: http://www.locusresearch.com locus Our Locations: Studio Mauao, 4a Grove Ave, Mt Maunganui, Tauranga 3116 | Studio Six Bee, 6b Ponsonby Road Auckland Our Contact Details: Ph: +64 7 5715 007 (Tauranga) +64 9 360 0821(Auckland) email: enquiries@locusresearch.com. research
    33. 33. Horizon - Sustainability for the Real World © COPYRIGHT LOCUS RESEARCH LTD 2010TASK SEQUENCE Educate & Clarify Investigate & Define Analyse & Assess INTRODUCTION TO LIFE CYCLE THINKING RESEARCH & QUALITATIVE ASSESSMENT DATA ASSESSMENT & QUANTITATIVE ANALYSIS Workshop Session SUPPLY CHAIN ASSESSMENT LIFE CYCLE ASSESSMENT Develop and visual view of your supply chain and evaluate options for reducing A critical part of starting down the road of sustainability is introducing your team your footprint GOALS & SCOPE and your company to life cycle thinking. Define the goal and scope of your Quantitative study. Life Cycle Thinking COMPLIANCE, LABELING & STANDARDS INVESTIGATION Define what your company wants to achieve and get out of the study. Create a clear view of the market your in, and ensure that your environmental Evaluate the scope and ensure there is available inventory data, or the A design mindset: Investigate and define yuour core product function, assessments can clearly position your product with the key standards in the ability to research data. document the existing product life cycle, identifying problems and markets you operate. opportunities. Then redefine the product system - designing a new life Define the boundary of your study, and any key considerations for the cycle. INPUT OUTPUT INVESTIGATION study. Understand in clear terms the inputs and outputs of your processes before Define the impact categories you will use during assessment and you Life Cycle management you undertake a full assessment, review areas that are opportunities for will focus on. From product to company: Explore the application of LCM within your improvement and problems that can be practically dealt with. company, creating an environmental policy, a set of strategic priorities, INVENTORY ANALYSIS objectives and targets that you can apply to your company. Either find a relative database or create new Life cycle inventory data COMPETITOR REVIEWS Benchmark and learn from the leaders in your industry and sector, identify areas for detailed assessment. Tools & Approaches where they have focussed and why. Implementing change: Understand environmental tools and approaches and IMPACT ASSESSMENT where in the development process they can best be used. Undertake the assessment based on the LCI data and report. Evaluate scenarios for different product alternates PRODUCT VISUAL SUMMARY Use impact assessment data to create visual assessments to be used for internal teams and decision makers DEFINE KEY ENVIRONMENTAL PERFORMANCE INDICATORS (KEPIS) Translate results into simple usable KEPI’s for design and development teams.DELIVERABLES WORKSHOP WITH KEY MANAGEMENT COMPILED RESEARCH REPORT DETAILED ASSESSMENT, RESULTS & KEPI’S Define your key products Core function An visual map of your supply chain,and assessment of key areas for A developed Life Cycle Inventory for your product Document your future life cycles improvement relative to product structure The environmental impacts assessed and reported Create a map of your environmental issues now, and into the future Select the key compliance and standards that need to be met and exceeded. Defined Key Environmental Performance Indicators (KEPI) for ongoing Develop an effective Environmental Policy Identify gaps in existing product information product improvement and development teams. Prioritise the key environmental goals of your company A detailed input/ouput assessment Determine Objectives and Targets A detailed review of industry leading products and brands. Understand and determine what tools are best for your company Visit: http://www.locusresearch.com locus Our Locations: Studio Mauao, 4a Grove Ave, Mt Maunganui, Tauranga 3116 | Studio Six Bee, 6b Ponsonby Road Auckland Our Contact Details: Ph: +64 7 5715 007 (Tauranga) +64 9 360 0821(Auckland) email: enquiries@locusresearch.com. research
    34. 34. Realise - Turn your Product Into a Business © COPYRIGHT LOCUS RESEARCH LTD 2010TASK SEQUENCE Opportunity Business Technology Structure Capital DEFINING THE NEED DEVELOPING THE BUSINESS DEFINING THE FEATURES DEFINE MANAGEMENT OUTLINE THE INVESTMENT The Problem or Need Product Structure Product/technology Company Vision The Offering Clearly define and support the problem /need Define the structure of the product system Clearly define the product or the technology Lay out an aspirational achievable target Outline the required level of investment associate with the product or technology. and schematically how it operates at a market/ Outlining all key points of difference. for your team to subscribe to and focus and what is being offered for the investor. consumer level. on. The Market Evidence Investor profile Clearly define the market for the product or Market Introduction/Mechanism Demonstrate product efficacy objectively. Management & Team What type of investor are you looking for service in a focussed manner. Create a credible strategy for entering the Define the team that will deliver the and how would they ideally interface and market. Outline product structure rollout into Standards & Compliance programme and identify new resources contribute to the business. The customer/target market specified markets. What compliance and standards factors are that may be required to deliver the As specifically as possible, define who the important in the specified markets for this business milestones. Capital Requirements product is being sold too and how they Product Development Schedule product. Define the capital requirements against the purchase. What is the strategy to consolidate, develop and Governance milestones. refine the product further post market launch. Intellectual Property Specify the organisational structure. The Product Opportunity Define the trademark,design and patent Capital Structure Outline how your solution directly addresses Market Introduction/Mechanism protection and/or outline any trade secrets Financials What will the shareholding and structure the problem or need from the customers How will the product be launched through the which protect the product from easy Projected Unit Sales and Sales look like? perspective. What is your value proposition. selected channel to market. A clear outline here replication. will assist to drive sales projections accurately Sales Rationale Projected Growth Channel to Market with a clear rationale. Future technologies Projected 5 Year P&L Statement In revenue and company value What channel to market works the most What future technologies have been effectively with the product category, outline Business Milestones Proposed Exit Strategy options and define preferred option. What are the key milestones for the business Competitor Analysis How will investors enter and exit the during and post launch. Set measurable goals business, are there logical points or targets Marketing Approach and actions. Competitive Advantage for this. What marketing approach work best in the market to the specified consumers. Where do Partnerships/Alliances they go to access information on purchase. Outline any key alliances or partnerships.DELIVERABLES SECTION ONE SECTION TWO SECTION THREE SECTION FOUR SECTION FIVE The first section of the business development How does the business intend to take advantage A chance for the features and the product Who are the key people for the business What investment is being sought, and how focusses on what the opportunity is and of the opportunity. What are the key milestones and technology to get fully described. and how will the business be operated will the capital be used. presents it from the customers perspective. for the business to deliver on the potential Prove the product is effective and and and governed. What returns are projected for the investor It defines how the products are purhased opportunity. describe what intellectal property exists to What are the sales projectsions and what and how can they effectively enter and exit and the key channels to market, and the key protect the investment and the businesses are these based on? the business. approach to marketing. competitiveness How is the company projected to perform. Visit: http://www.locusresearch.com locus Our Locations: Studio Mauao, 4a Grove Ave, Mt Maunganui, Tauranga 3116 | Studio Six Bee, 6b Ponsonby Road Auckland Our Contact Details: Ph: +64 7 5715 007 (Tauranga) +64 9 360 0821(Auckland) email: enquiries@locusresearch.com. research

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