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Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
Movoto product design -  case study i - PMCamp1
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Movoto product design - case study i - PMCamp1

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There are more good design steps and rules in the product design of Movoto.com. Share that in this presentation. …

There are more good design steps and rules in the product design of Movoto.com. Share that in this presentation.
这是PMCamp线下第一次活动的演讲。

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  • 1. . From idea to product Sting Chen ( 陈世欣 ) Case Study – Movoto.COM MY1930. COM CTO Twitter : @stingchen Blog : BOPOR.COM
  • 2.  
  • 3.  
  • 4.  
  • 5.  
  • 6. Agenda
    • Key Steps in Product Development
    • Three key factors for effective product development
    • Discuss
  • 7. Key Steps in Product Development
    • Idea generation
    • Product screening
    • Concept testing
    • Business & Finance Analysis
    • Product Development
    • Test Marketing
    • Commercialization
  • 8. Step 1 Idea generation
    • A continuous, systematic search for new product opportunities.
    • It involves delineating sources of new ideas and methods for generating them.
  • 9. Identifying & Assessing Opportunities
    • Get ideas from:
      • Customers
      • Your competitor’s customers
      • Industry analysts
      • Your company’s executives
      • The sales and marketing staff
      • The product development team
      • Your company’s customer service representatives
      • Your operations staff
      • Your own experiences and knowledge of the market and technology
  • 10. Methods for generating ideas
    • Dimensional Analysis
      • List all of the physical characteristics of a product type.
      • Ask questions:
        • Why is the product this way?
        • How could the product be changed?
        • What would happen if one or more characteristics were removed?
  • 11. Problem Analysis
    • A need-assessment technique designed to develop an inventory of consumer problems in a particular product or service category and to serve as a basis for new product or service ideas.
  • 12. Benefit Structure Analysis
    • Determines what specific benefits and characteristics are desired by consumers within a particular product or service category and identifies perceived deficiencies in what is currently provided.
  • 13. Scenario Analysis
    • Identifies opportunities by capitalizing on projected future environments and associated consumer needs.
  • 14. Step 2 Product Screening
    • After the firm identifies potential products, it must screen them. In product screening, poor, unsuitable, or otherwise unattractive ideas are weeded out from further actions.
      • Screening checklist for preliminary evaluation
      • List the new product attributes considered most important and compare each idea with those attributes.
      • The checklist is standardized and allows ideas to be compared.
  • 15. Movoto’s functions Screen rule
    • Create a Functions List
    • Everyone give his comments from three dimensions. (Score 1-5)
      • Value
      • Cost
      • Time
    • Give weight coefficient to the scores
    • Get the high score functions to be high priority.
  • 16. Right Product/Right Time
    • The good product manager is responsible for defining the right product at the right time.
    • The product needs to have the right features for the right market
    • The product must be able to be executed with the technology available in the required market window.
  • 17. Step 3 Concept Testing
    • Concept testing presents the consumer with a proposed product and measures attitudes and intentions at this early stage of development.
      • A quick and inexpensive way of measuring consumer enthusiasm.
      • It asks potential consumers to react to a picture, written statement, or oral description of a product.
      • This enables a firm to determine initial attitudes prior to expensive, time-consuming prototype development.
  • 18. Customers investigation
    • People
      • Friends
      • Real Users
    • Methods
      • Watching
      • Asking
      • Email forms
  • 19. Partner Preview
    • Realtors
    • Consultants
    • Other Business People
  • 20. Step 4 Business & Financial Analysis
    • Business and financial analysis for the remaining product concepts is much more detailed than product screening.
    • Factors considered in business analysis”
      • Demand projections
      • Cost projections
      • Competition
      • Required investment
      • Profitability
  • 21. Step 5 Product Development
    • Product development converts a product idea into a physical form and identifies a basic marketing strategy.
      • Product construction
      • Packaging
      • Branding
      • Product positioning
      • Usage testing
  • 22. Development Process
    • Product Design
    • Data Model Design
    • Modules and Important functions
    • UI Design
    • Interactive process (Web, Email)
    • Data downloading and Integrating
    • Images Downloading
    • Stage, Candidate Version
  • 23. Test Marketing
    • Test marketing involves placing a product for sale in one or more selected areas and observing its actual performance under the proposed marketing plan.
    • The purpose is to evaluate the product and pretest marketing efforts in a real setting prior to a full scale introduction.
    • Allows actual consumer behavior to be observed.
    • Learn about competitive reactions and the response of channel members.
  • 24. Step 6 Test Marketing
    • After testing is completed, the firm is ready to introduce the product to its full target market.
    • This is commercialization and corresponds to be introductory stage of the product life cycle.
  • 25. Web Analysis
    • Omniture
    • Google Analytics
    • Google Optimizer
  • 26. Step 7 Commercialization
    • Commercialization involves implementing a total marketing plan and full production.
    • Marketing (Traffic Building)
    • Build a work flow for transaction.
  • 27. Marketing
    • News Paper (Expand to one new area)
    • Email marketing
    • Blog
    • SEO
  • 28. SEO
    • URL
    • Meta
    • Page Struture
    • Keywords
    • Sitemaps
    • Inner Links
    • Back Links
  • 29. Three key factors for effective product development
    • Operating Philosophy
      • A High-Quality New Product Process
      • A Clear and Well-Communicated New Product Strategy for the Business
    • Adequate Resources for New Products
    • Organizational Structure
      • The Experience Effect
      • Management Style
  • 30. Operating Philosophy
    • Growth through new products developed internally.
    • Have a formal new product process
    • Have a strategic plan that includes a certain portion of company growth from new products.
  • 31. A High-Quality New Product Process
    • Emphasizing the up-front predevelopment homework.
    • Building in the voice of the customer throughout.
    • Demanding sharp, early product definition
    • Having tough Go/Kill decision points where projects really to get killed
    • And highlighting quality of execution throughout
  • 32. A Clear and Well-Communicated New Product Strategy for the Business
    • There are clear goals or objectives for business’s total new product effort;
      • For example, what percentage of sales or profits new products will contribute to the business
      • There are clearly defined arenas – specified areas of strategic focus, such as products, markets, or technologies – to give direction to the business’s total new product effort
      • The role of new products in achieving the business’s goals and the new product strategy for the business are clearly communicated to all who need to know.
  • 33. Adequate Resources for New Products
    • In top-performing businesses, senior management has devoted the necessary resources-people and money, marketing and technical – to achieve the business’s new product objectives.
    • R&D budgets are adequate – judged to be sufficient in light of the business’s new product objectives.
    • The necessary people are in place and have their time freed up for new products.
  • 34. Organizational Structure
    • Successful companies are more likely to house the new product organization in R&D or engineering
    • More likely to allow the marketing and R&D functions have greater influence on the new product process.
  • 35. Movoto’s Development teams
    • Product
      • CEO, 3 PM
    • Marketing
      • VP
    • Engineering
      • VP
      • Director
      • 12 Engineers
    • (Sales VP)
  • 36. The Experience Effect
    • Experience in introducing new products enables companies to improve new product performance.
    • New product development costs conform to the experience curve: The more you do something, the efficient you become at doing it.
    • This experience advantage stems from the acquisition of a knowledge of the market and of the steps required to develop a new product.
  • 37. Management Style
    • Select a management style appropriate to immediate new product development needs
    • Revise and tailor that approach to changing new product opportunities.
  • 38. Questions?
    • Sting Chen (陈世欣 )
    • Twitter : @stingchen
    • Blog : BOPOR.COM

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