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Successful Product Development by Timothy Allan

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  • 1. Successful Product Development From Idea to ImplementationFriday, 8 March 13
  • 2. Friday, 8 March 13
  • 3. We develop products & take them to market. We research, create, develop, test and deliver products to market. 85% of all products to market in 10 years; Research underpins this performanceFriday, 8 March 13
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  • 5. 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 workflowFriday, 8 March 13
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  • 7. The Environment Raw materials & energy SYSTEM UNDER ANALYSIS agement Waste Man Emissions to air, land & waterFriday, 8 March 13
  • 8. Product Development Process a life cycle perspective The product development process as illustrated through the life cycle of a native Kauri tree Kauri forests are among the most ancient in the world. The antecedents of the kauri appeared during the Jurassic period (between 190 and 135 million years ago). Although the kauri is among the most ancient trees in the world, it has developed a unique niche in the fores research idea prototype production to market in market seed developed seed seedling sapling ricker mature kauri The 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 often after 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 can distance 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 of ideally 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 metres Manuka 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 of wing 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 being parent 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 between broaden over decades.(Stewart, Kauri, 2008) hardy habitat. what’s known as ‘poles’ or ‘rickers’. 1200-1500 years.Friday, 8 March 13
  • 9. Product Service SystemFriday, 8 March 13
  • 10. The product system Defines all the important aspects of the product 1. What is the ‘Core Function’ of the product? 2. Who is in the Value Chain & what motivates them? 4. What is the Products Life Cycle? 5. How does the Value Chain interact with it? 6. Define and Prioritise the RequirementsFriday, 8 March 13
  • 11. R esearch Pro d uc in a tL Ch ife Value -Cycle Product System Re q u i re m e n t sFriday, 8 March 13
  • 12. Influencer Stakeholder Pro du a in c tL Ch Customer ife Value -Cycle Product System User Re q u ire m e n t sFriday, 8 March 13
  • 13. Pro du in c a tL Ch ife Value -Cycle Product System Re q u i re m e n t s Core User Function TechnicalFriday, 8 March 13
  • 14. Production Distribution Pro Retail d uc in a tL Ch ife Value -Cycle Product Use System Re nts End-Of-Life q u i re m eFriday, 8 March 13
  • 15. our framework Our work has evolved from a series of frameworks covering individual disciplines to a unified development structure. not a prescriptive process for development; a descriptive framework to deliver consistently.Friday, 8 March 13
  • 16. Discovery PDS Concept Embodiment/Detail Commercialisation PDS RESEARCH TECHNICAL DEVELOPMENT COMMERCIALISATION R&D Strategy Research & Development Product Evaluation Opportunity & Business Case Develop Core Products Product Assessed by Distributors Secure Early Tech Distributor Transfer Foundation Research Approach prospective Certification Commercialisation Product Trial Initial Research Investigation distributors & present Product Certification & Accreditation Entry Phase Product Trial carried out by Distributor vision for early buy in License Agreements HoA & Supply Agreements Tech Transfer Transfer of Assets to Distributor Pitch Presentation Principal Design Market Release Create Sales Presentation Product Range & Technology Product LaunchFriday, 8 March 13
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  • 20. TASK 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.Friday, 8 March 13
  • 21. TASK 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.Friday, 8 March 13
  • 22. Friday, 8 March 13
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  • 25. The challenge How do you Identify & Develop a winning product? (Before you have done it)Friday, 8 March 13
  • 26. Ingredients of Success Raw materials Process Timing (Your Resources) (Your Structure & Sequence) (Decisions & Execution)Friday, 8 March 13
  • 27. Observation is Free A few things falling into line at the right time. Trends & changes can be observed. By you !Friday, 8 March 13
  • 28. Get into PlaceFriday, 8 March 13
  • 29. Be OriginalFriday, 8 March 13
  • 30. My Ideas better than yours Ideas are like possessions Idea’s are a battleground for Ego’s Where objectivity has no place and yet. Objective decision making is central to our ability to develop products successfully.Friday, 8 March 13
  • 31. Depth of Field Don’t take a narrow field of view, take a broad view of as much as possibleFriday, 8 March 13
  • 32. Broad not Deep You need to have a deep depth of field Forgo the narrow, macro view Relationships between things are important Project, people, structure, consumer, gatekeeper, life cycle, packaging, distribution, risk, standards, complianceFriday, 8 March 13
  • 33. Degree of Change Scope Research BaseFriday, 8 March 13
  • 34. Down the garden path Is this a good idea? (decide for yourself) You can’t validate an idea before you have developed it Base your judgement off your hard earned understanding You’ll never have all the information, so get off the fence.Friday, 8 March 13
  • 35. Lead or be Led Moving from being led to leading is challenging. Build up to it.Friday, 8 March 13
  • 36. Customer Experience Customer Experience It is about being resourceful, doing more with less, and thinking differentlyFriday, 8 March 13
  • 37. It Starts with your team To most companies developing products is not their core business; If it was, it would be everyones concern, not just the R&D teams; Bringing all the disciplines together enables you to deliver a cohesive, unified product to market.Friday, 8 March 13
  • 38. Need for Speed You increase your speed If your teams integrated, they understand & are thinking about it; No lengthy handoffs, 3rd party briefings, miscommunication; It collapses the existing linear process into a concurrent & more dynamic process.Friday, 8 March 13
  • 39. Feeling it on the inside If you don’t have it, how can you expect someone else to? Look to create internal momentum & motivation Your team needs to have the self confidence to feel successful Make sure your project is built to succeed and your team believes it.Friday, 8 March 13
  • 40. No.8 Wire No.8 Wire It is about being resourceful, doing more with less, and thinking differentlyFriday, 8 March 13