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Npdp general


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General Description for NPDP. 這是我平常教課的第一個章節
作者:Richard Pei裴有恆/專長主管流程改善創新,產品創新,商業模式創新,專案管理

Published in: Business, Design
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Npdp general

  1. 1. NPDP NPDP簡介
  2. 2. 講師介紹 講師:裴有恆 Richard Pei Email: NPD經驗: 5.5年RD經驗,11年產品經理,專案經理,流程管理經理經 驗 現職:元創意資深產品經理暨執行董事 資歷: Alcatel台灣分公司,甲尚科技,台灣大哥大.仁寶電腦,神達電腦 學歷: 南加大電腦工程碩士 外貿協會ITI第六期行銷班,第一期品牌班結業 生產力中心PMP國際專案管理實務班結業(2008/10) NPDP認證 2009年10月1日 ISO9001, TS16949, ISO/IEC 17025, ISO13485合格內部稽核員
  3. 3. 六大範疇
  4. 4. Strategy Understand corporate strategy as it applies to Product strategy Platform strategies Market strategy Technology strategyTechnology strategy Understand performance characteristics of different strategies
  5. 5. New Product Process Understand the characteristics of product processes including: Phases from concept to launch Lifecycles Decision points and gatesDecision points and gates Required activities for each phase A good new product process increases chances of success and cuts losses from losing products early
  6. 6. Portfolio Management Understand how to manage your product portfolio to: Maximize value Balance (the right mix) Align with strategy and vision Manage resourcesManage resources Helps focus investment in new products to those with the greatest chance of success!
  7. 7. Market Research Understand when and how to involve potential customers in development: Primary vs. secondary research Concept testing Market testingMarket testing Use testing Alpha/Beta testing Techniques (focus groups, interviews, surveys)
  8. 8. Tools and Metrics Understand a variety of tools used in NPD including: Pricing and forecasting Innovation tools Engineering and Manufacturing VOC/QFD Project management Tools for measuring results
  9. 9. Teams, People, and Organization Understand different team structures and how they achieve different results: Cross-functional team management Lightweight, heavyweight and Autonomous teams CultureCulture Roles and responsibilities Helps understand how you should set up and manage a product team to get the desired result
  10. 10. New Product 與流程簡介
  11. 11. What is New Product Commonly accepted categories: New-to-the-world products: Products that are inventions 發明 New–to-firm products: Products that take a firm into a category new to it. Products are not new to the world對公司新的產品 Additions to product lines: Products that are line extensions, flankers,Additions to product lines: Products that are line extensions, flankers, etc., in the firm‘s current markets 現有產品線的延伸產品 Product improvements: Current products made better; virtually every product on the market today has been improved, often many times. 現有產品的改善 Repositionings: Products that are retargeted for a new use or application . 現有產品但對新的使用者或應用定位
  12. 12. New Product/Service New Product New to the world(10%) New to firm, new product line(20%) Additions to existing product lines(26%) Improvements and revisions to existing products(26%)Improvements and revisions to existing products(26%) Repositioning(7%) Cost Reductions(11%) Service is less Expensive than Real Product
  13. 13. New Product Benefit? Product attributes that provides an emotional and/or economic reward(return) desired by the customer 顧 客想要的感情/經濟上的報酬 3 types of Attribute Features: Components, Materials, Price, Service Functions: How product work Benefits: Uses, Economic gains, Savings
  14. 14. The conflicting List of New Product Management
  15. 15. Product Development The overall process of strategy, organization, concept generation, product and marketing plan creation and evaluation, and commercialization of a new product.策略、組織、概念產生、產品和行銷計 劃制定和評價,和一種新產品的商業化的整體流程劃制定和評價,和一種新產品的商業化的整體流程
  16. 16. Innovation創新 A new idea, method, or device. The act of creating a new product or process. The act includes invention as well as the work required to bring an idea or concept into final form. 一種新的理念,方法或設備。 建立一個新的產品或流程的行為。該行為包括發明,建立一個新的產品或流程的行為。該行為包括發明, 以及所要求的工作,使一個想法或概念最後具體成型
  17. 17. Innovation Process 創新是發散到收斂的過程,必須符合公司策略與市場需 求 派別 美國PDMA Stage-Gate 德國AIM創新管理W-Model 英國策略技術藍圖快速導入法T-Model 上課以美國PDMA Stage-Gate為上課主軸
  18. 18. New Product Process PDMA Process Commercialization Phase Process DevelopmentDiscovery Launch Develo pment Concept/ Project Concept Genera Opportunity Identification/ pment EvaluationtionSelection Stage-Gate Process Develop ment Go to Develop ment Build Business Case 2nd Screen Scop ing Idea Screen Discovery LaunchGoto Launch Testing and Validation Goto Testing
  19. 19. Stage-Gate Process的來由 Robert G Cooper花了30多年,研究了3000多個專案, 根據他的研究,定義產品創新的15項關鍵成功因素,並 制定出Stage-Gate Process
  20. 20. 15 Critical Success Factors in Product Innovation 1. The number one success factor is a unique superior product: a differentiated product that delivers unique benefits and superior value to the customer. 2. A strong market orientation -a market-driven and2. A strong market orientation -a market-driven and customer-focused new product process -is critical to success. 3. Look to the world product: An International orientation in product design, development, and target marketing provides the edge In product innovation.
  21. 21. 15 Critical Success Factors in Product Innovation 4. More predevelopment work -the homework -must be done before product development gets under way. 5. Sharp and early product and project definition is5. Sharp and early product and project definition is one of the key differences between winning and losing at new products. 6. A well-conceived, property executed launch is central to new product success. And a solid marketing plan is at the heart of the launch.
  22. 22. 15 Critical Success Factors in Product Innovation 7. The right organizational structure, design, and climate are key factors in success. 8. Top management support doesn't guarantee success, but it sure helps. But many senior managers get it wrong.managers get it wrong. 9. Leveraging core competencies is vital to success -"step-out" projects tend to fail. 10. Products aimed at attractive markets do better: market attractiveness is a key project-selection criterion.
  23. 23. 15 Critical Success Factors in Product Innovation 11. Successful businesses build tough Go/Kill decision points into their new product process, where projects really do get killed: better focus is the result. 12. New product success is controllable: More emphasis is needed on completeness, consistency, and quality of execution of key tasks from beginning to end of project. 13. The resources must be in place -there is no free lunch in product innovation.
  24. 24. 15 Critical Success Factors in Product Innovation 14. Speed is everything! But not at the expense of quality of execution. 15. Companies that follow a multistage, disciplined new product process -a Stage-Gate® process -new product process -a Stage-Gate® process - fare much better.
  25. 25. Innovation Type Sustaining 持續創新持續創新持續創新持續創新 Revolutionary 革命革命革命革命:Create a new market by allowing customers to solve a problem in a radically new way. (Automobile, iPhone) Evolutionary 進化進化進化進化: Improve a product in an existing market inEvolutionary 進化進化進化進化: Improve a product in an existing market in ways that customers are expecting. (Fuel injection,PS3) Disruptive 破破破破壞壞壞壞性創新性創新性創新性創新: Create a new and unexpected market by applying a different set of values. (Ford T-model, Wii)
  26. 26. Drivers of Innovation Technology Driven: Technology advance Market Driven: Changing customer needs Shorten product life cycles Increased world competitionIncreased world competition Porter’s 5 Force Analysis
  27. 27. Benefit from Innovation Market Position市場定位 Resource Utilization資源利用率 Organizational Renewal and Enhancement組織強化更新 Financial Rewards (ROI, Margin)獲利 Great Life豐富的人生Great Life豐富的人生
  28. 28. Fix the Problem Do the right things Strategy Portfolio management Capacity, Resource planning Based on StrategyBased on Strategy Maximize the value Do the thing right New Product Process, Project Management, Marketing, Tools
  29. 29. Reference: Cooper, Robert G., Winning at New Products Crawford, C. Merle and Anthony DiBenedetto, New Products ManagementProducts Management