difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under considerati

1. GROUP 5
FINDING AND
SOLVING
CUSTOMERS’
PROBLEMS

2. FIGURE 5.1
PROBLEM BASED CONCEPT GENERATION
INTERNAL RECORDS
The most common source of needs and problems comes from an organization’s routine
contacts with customers and others in the marketplace.
DIRECT INPUTS FROM TECHNICAL AND MARKETING DEPARTMENTS
Understanding about end users and other stakeholders also lies in the minds of marketing
and technical people.
PROBLEM ANALYSIS
It seems that every history of an industry, a business firm, or a famous business-person
cites some key time when a new good or service capitalized on a problem that others
didn’t sense or appreciate.

3. FIGURE 5.2
PROBLEM ANALYSIS APPLIED TO THE SMARTPHONE
PROBLEM ANALYSIS PROCEDURE
There are several variations in problems analysis. But one commonly used procedure is
REVERSE BRAINSTORMING – participants generate a list of key problems with the product
currently in use, then group and prioritize these such that product development can focus on
addressing the most important problems.
The general approach is the following:
STEP ONE
Determine the appropriate product or activity category for exploration. This has already been
done if the product innovation charter has a use, user, or product category dimension in the
focus statement.

4. STEP TWO
Identify a group of heavy product users or activity participants within that category.
STEP THREE
Gather from these heavy users or participants a set of problems associated with the
category. Study the entire system of product use or activity.
FIGURE 5.3
THE BOTHER SOMENESS TECHNIQUE OF SCORING PROBLEMS
STEP FOUR
Sort and rank he problems according to their severity or importance.

5. METHODOLOGIES TO USE
The generalized structure of problem analysis still contains the question of how to gather the list of
customer problems.
EXPERTS
We have already mentioned going to the expert-using them as surrogates for end users based on
their experience in the category under study.
PUBLISHED SOURCES
Also as mentioned earlier, published sources are frequently useful-industry studies, the firm’s own
past studies on allies subjects, government reports, investigations by social critics, scientific studies in
universities and many others.

6. STAKEHOLDER-CONTACTS
The third, and most productive, is to seek out the Voice of the Customer (VOC)
• INTERVIEWING – The most common method by far is direct, one-on-one interviewing.
• FOCUS GROUPS – IS designed to yield the exploratory and depth-probing type of
discussion required, and it can be easy and inexpensive to set up and use.
• OBSERVATION – Are rooted in sociological studies, and involve watching customers (or
noncustomers) using products in their own environments.

7. ROLE PLAYING – though role playing has long been used in psychology to enhance
creativity, there is little evidence of its successful use in generating ideas for new
products.
PROBLEM ANALYSIS IN ACTION - Problem Analysis is critical to identification of
newly emerging problems and continued improvement.
SCENARIO ANALYSIS – Comes into play because the ideal problem for us to find is
one that customers or end users don’t know they have at this time.

8. FIGURE 5.4
THE RELEVANCE TREE FORM OF DYNAMIC LEAP SCENARIO
LEAP STUDIES – Can be static or dynamic.
• In dynamic leap studies – the focus is on what changes must be made between now and
then if the leap scenario is to come about-the interim time period is the meaningful focus
• In static lead – there is no concern about how we get there.
WILD CARDS – one assesses the likelihoods of occurrence of the identified events and
investigates the threats or new product opportunities they suggest.

9. Scenario analyses lead to great learning and insights, but are hard to do well. Several guidelines
have been suggested for conducting a good scenario analysis:
1. KNOW THE NOW - The participants must have a good understanding of the current situation and
its dynamics, otherwise the future they envision will not be realistic or useful for idea generation
2. KEEP IT SIMPLE – Participants will likely have difficulty understanding really complex scenarios.
3. BE CAREFUL WITH SELECTING GROUP MEMBERS - A group of about six, with contrasting or
complementary viewpoints and prior experiences, work best.
4. DO AN 8 TO 10-YEAR PROJECTION – Too far out, and the participants are guessing. Not far
enough out, and the respondents will just extend whatever is going on now.
5. PERIODICALLY SUMMARIZE PROGRESS – This keepa the group on tract and avoids
contradictions.
6. COMBINE THE FACTORS CAUSING CHANGES – Scenarios should not be determined by jusy
one factor.
7. CHECK FIT or consistency at the end.
8. Once you have done the scenario analysis, PLAN TO USE IT SEVERAL TIMES. These can be
expensive.
9. REUSE THE GROUP – The more scenario analyses they do, the more the enjoy the task, and
the better they get at it.

10. Very interesting
facts!
This is where you section ends. Duplicate this set of slides as many times you need to go over all your sections.

11. GROUP CREATIVITY – New products people use individual problem-solving effort, but
manny think that group creativity is more effective.
BRAINSTORMING – Brainstorming techniques have been around so long, they are widely
abused and misused.
BRAINSKETCHING – Participants draw their ideas rathet than expressing them in words.
SPEEDSTORMING – It is described as a round-robin format, similar to speed-dating, in
which participants pair off and discuss a topic for a three- to five-minute round.
ELECTRONIC BRAINSTORMING AND COMPUTER-ASSISTED CREATIVITY
TECHNIQUES
Electronic Brainstorming is a form of brainstorming assisted by group support system
(or GSS) software, is said to overcome these limitations of traditional brainstorming, as it
allows participants to all answer at once, and also to answer anonymously.

12. ONLINE COMMUNITIES – Online communities ( or virtual communities) have revolutionized
customer information gathering. An online community can be defined as any group that
interacts using a communication medium such as online social networking.
DISCIPLINE PANEL – Several of today’s leading new products consulting firms believe
creativity groups should actually work on a problem, not just talk about it, particularly in
situations calling for significant innovation. Their approach is to assemble experts from all
relevant discipline and have them dic=scuss the problem as a discipline panel.

13. And this is a timeline.
1999
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2005
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2015
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2019 2022
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14. Presenting a
website or an
app?
If you are presenting a website, an internet
product or an app, you can place a
screenshot of it here.

15. Presenting a
website or an
app?
If you are presenting a website, an internet
product or an app, you can place a
screenshot of it here.

16. Thank you!
Do you have any questions?
hello@mail.com
555-111-222
mydomain.com

17. Certificate of
Completion
Anna Smith.
You have successfully completed
This course.
Congratulations!
Date Signature
03/05/2023

18. Today is Monday April 3rd.
Announcemen
ts
Quote of the Day
Would you rather…
Check List
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massa.
Do the best you can until you know
better. Then when you know better,
do better.
Something here.
Something else here
And a third thing here.
Duplicate the check
mark.
And the check boxes.
― Maya Angelou

19. Credits.
Presentation Template: SlidesMania
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Fonts used in this presentation: Happy Monkey and Londrina Solid.