The whitepaper addresses a lot of issues many people are faced when developing their own electronic products; it also offers a checklist that guides the developers through the complex process of new product development. All the content is written by the experienced staff at Titoma Design, a product development firm that has been in the business since 1999. Contact us if you have any questions about the content.
Customer Development 4: Customer Discovery Part 1Venture Hacks
This document discusses customer development and outlines its key steps and methodology. It begins with an agenda that includes discussing the WebVan case study, testing problems and product concepts with customers, and establishing a customer development team. The rest of the document provides details on the customer development process, which involves testing hypotheses with customers through iterative phases of discovery and validation over several months or years. It emphasizes the importance of listening to customers, testing problems and products, and modifying the process for each individual company's needs.
This document discusses customer development as an important parallel process to product development for startups. It argues that startups often fail because they focus on product development without adequately engaging customers. The document introduces customer development as a process involving customer discovery, customer validation, and customer creation that should be synchronized with and guide product development. It emphasizes the importance of learning from customers over linear execution and achieving customer-centric milestones rather than focusing on the first customer ship date.
The document discusses key considerations for high-tech startups. It outlines various vertical markets one could be in, such as web 2.0, enterprise software, or life sciences. It notes that startups must consider whether they face more market risk or invention risk. Finally, it lists numerous factors a startup must address during execution, including understanding the customer and competition, developing a business model and sales strategy, managing product development, and planning financial needs over time in order to successfully bring a new technology to market.
This document provides an overview of a course on customer development in high tech enterprises. The course will cover key concepts like reducing product/market risk, organizing sales and marketing in startups, and the customer development model. It outlines the class structure over 14 weeks, with topics each week, accompanying case studies, and application exercises and a research project due throughout the quarter.
This document summarizes Mike Dowson's presentation on innovation. It discusses what innovation is, why companies should innovate, and signs that a business may need innovation. It also outlines the innovation process, including having a defined process, focusing on customers, generating concepts, and developing and launching new products. A case study describes developing a new tree guard for string trimmers that had to be redesigned due to marketing concerns over a stress mark, requiring new tools and designs to be completed on time.
Customer Assistant: Product Assistant: Marketing Assistant: Sales
Discovery Development & PR & Distribution
! Titles describe learning tasks not execution functions
! CEO + 4 Assistants focused on learning not execution
! Small, focused on getting out of the building
Customer Development in the High-Tech Enterprise Fall 2009
Customer Development Team
! CEO - Oversees entire Customer Development process
! Assistant: Customer Discovery
' Tests customer/problem hypotheses
! Assistant: Product Development
' Tests product hypotheses
! Assistant: Marketing & PR
' Tests demand creation hypotheses
! Assistant: Sales & Distribution
'
How to develop and sell your new electronic hardware productRa'uf Tailony
This document provides guidance on developing and selling a new electronic hardware product. It discusses important upfront work like market research and product validation. It then covers various product development strategies such as developing it yourself, bringing on technical co-founders, or outsourcing. The document delves into the electronics development process including creating preliminary designs, schematics, printed circuit boards, and certification. It also discusses developing the product enclosure. The overall guide aims to help readers understand the full process to bring a new electronic product to market.
Why Everything You Know About Entrepreneurship May Be Wrongnathanfurr
This document discusses how traditional entrepreneurship theories and practices may be wrong. It argues that entrepreneurship has focused too much on business planning, product development, and resource gathering rather than experimentation and problem solving for unknown problems. The document presents an alternative paradigm called "Nail It then Scale It", which focuses on getting out of the building to understand customer pain, failing fast through inexpensive experiments, being intellectually honest in learning from failures, and progressing through five phases before prematurely scaling up. This new paradigm may better address the high failure rates of startups by emphasizing discovery and validation over planning and execution.
Customer Development 4: Customer Discovery Part 1Venture Hacks
This document discusses customer development and outlines its key steps and methodology. It begins with an agenda that includes discussing the WebVan case study, testing problems and product concepts with customers, and establishing a customer development team. The rest of the document provides details on the customer development process, which involves testing hypotheses with customers through iterative phases of discovery and validation over several months or years. It emphasizes the importance of listening to customers, testing problems and products, and modifying the process for each individual company's needs.
This document discusses customer development as an important parallel process to product development for startups. It argues that startups often fail because they focus on product development without adequately engaging customers. The document introduces customer development as a process involving customer discovery, customer validation, and customer creation that should be synchronized with and guide product development. It emphasizes the importance of learning from customers over linear execution and achieving customer-centric milestones rather than focusing on the first customer ship date.
The document discusses key considerations for high-tech startups. It outlines various vertical markets one could be in, such as web 2.0, enterprise software, or life sciences. It notes that startups must consider whether they face more market risk or invention risk. Finally, it lists numerous factors a startup must address during execution, including understanding the customer and competition, developing a business model and sales strategy, managing product development, and planning financial needs over time in order to successfully bring a new technology to market.
This document provides an overview of a course on customer development in high tech enterprises. The course will cover key concepts like reducing product/market risk, organizing sales and marketing in startups, and the customer development model. It outlines the class structure over 14 weeks, with topics each week, accompanying case studies, and application exercises and a research project due throughout the quarter.
This document summarizes Mike Dowson's presentation on innovation. It discusses what innovation is, why companies should innovate, and signs that a business may need innovation. It also outlines the innovation process, including having a defined process, focusing on customers, generating concepts, and developing and launching new products. A case study describes developing a new tree guard for string trimmers that had to be redesigned due to marketing concerns over a stress mark, requiring new tools and designs to be completed on time.
Customer Assistant: Product Assistant: Marketing Assistant: Sales
Discovery Development & PR & Distribution
! Titles describe learning tasks not execution functions
! CEO + 4 Assistants focused on learning not execution
! Small, focused on getting out of the building
Customer Development in the High-Tech Enterprise Fall 2009
Customer Development Team
! CEO - Oversees entire Customer Development process
! Assistant: Customer Discovery
' Tests customer/problem hypotheses
! Assistant: Product Development
' Tests product hypotheses
! Assistant: Marketing & PR
' Tests demand creation hypotheses
! Assistant: Sales & Distribution
'
How to develop and sell your new electronic hardware productRa'uf Tailony
This document provides guidance on developing and selling a new electronic hardware product. It discusses important upfront work like market research and product validation. It then covers various product development strategies such as developing it yourself, bringing on technical co-founders, or outsourcing. The document delves into the electronics development process including creating preliminary designs, schematics, printed circuit boards, and certification. It also discusses developing the product enclosure. The overall guide aims to help readers understand the full process to bring a new electronic product to market.
Why Everything You Know About Entrepreneurship May Be Wrongnathanfurr
This document discusses how traditional entrepreneurship theories and practices may be wrong. It argues that entrepreneurship has focused too much on business planning, product development, and resource gathering rather than experimentation and problem solving for unknown problems. The document presents an alternative paradigm called "Nail It then Scale It", which focuses on getting out of the building to understand customer pain, failing fast through inexpensive experiments, being intellectually honest in learning from failures, and progressing through five phases before prematurely scaling up. This new paradigm may better address the high failure rates of startups by emphasizing discovery and validation over planning and execution.
This document provides an overview and syllabus for the course "Customer Development in the High-Tech Enterprise" taught by Steve Blank. The course is divided into two parts over 12 weeks and will cover key concepts in customer development, applying the customer development methodology to case studies of companies, and having student teams conduct a research project analyzing a company using customer development. The syllabus outlines the weekly classes, assigned readings, cases to be discussed, application exercises for students, and the team research project which accounts for 50% of the grade. The course aims to teach students how to reduce product/market risk and bring new products to market through customer development and validation.
This document discusses customer development and company building. It covers moving from early adopters to mainstream customers by managing sales growth based on market type. It also discusses crossing the chasm between early adopters and mainstream pragmatists. Strategies for crossing the chasm include creating a "whole product", focusing on one or two market segments, and becoming a market leader in a niche. The document also discusses evolving management and developing a mission-centric culture as a company grows.
Customer Centric Retail Innovation - Bucharest May 29, 2008Futurelab
This document discusses retail innovation from a strategic perspective, with a focus on customer-centric innovation. It argues that traditional formats of retail innovation are limited and that 97% of innovations fail. It advocates taking the customer's perspective in order to better understand their needs and emotions throughout their journey. The example is given of how Apple was able to break retail rules and achieve remarkable success and growth by focusing intently on customer experience, segmentation, and lifestyle marketing rather than just product sales.
This document discusses strategies for marketing technology at different stages of maturity. It begins by outlining the types of companies that can be created from a technology and how that impacts the marketing approach. It then discusses how to assess the maturity of a technology using Technology Readiness Levels (TRLs) and how that maps to potential customers and good outcomes. The document provides frameworks to think about targeting current vs new customers and the 7 Ps of technology marketing as they relate to the stage of maturity. Overall, it aims to help thinkers understand how to effectively market and position their technology based on its current state.
Essential Product Planning Techniques for Oxford University PressPhil Johnson
Workshop for Technology Product Management Team at Oxford University Press English Language Teaching division, providing the team with new techniques and approaches to plan more successful product solutions.
The document discusses customer discovery, which involves testing hypotheses about customers, problems, and solutions. It describes the four phases of customer discovery: authoring hypotheses, testing the problem hypothesis, testing the product hypothesis, and iterating or exiting. The goal is to stop selling and start listening to customers to test whether there is a problem and whether the product concept solves it before significant resources are invested.
From a concept to viable business — How do we know if we are building the rig...Marko Taipale
This document discusses building the right product by focusing on problem/solution fit, business model/market fit, hypothesis/experiment fit, and user needs/service fit. It emphasizes the importance of validating your concepts by talking to customers and measuring results rather than assuming you know requirements. The key steps outlined are drawing a business model canvas, stating hypotheses to test, and getting customer feedback through discovery and validation. Pivoting based on learnings is important rather than prematurely scaling execution without verifying the business model. Overall the message is to interface business, design and engineering to create successful businesses by making the business the driver.
This document discusses customer development and its importance for startups. It argues that product development alone is not enough and that startups need a parallel process focused on customer development from the beginning. This includes discovering customers, validating problems and solutions, creating customers, and building a company around them. Customer development should be iterative and focus on learning rather than linear execution. It is as important as product development for startup success.
This document provides an overview of the customer development process in four phases: 1) Author Hypothesis, 2) Test and Qualify Problem Hypothesis, 3) Test Product Hypothesis, and 4) Verify, Iterate and Expand. It discusses stopping selling and starting listening to customers to test hypotheses about the problem and product concept. Each phase involves activities like presenting problems to customers, gathering feedback, and verifying assumptions. The goal is to get outside the building, test ideas with customers, and iterate based on reality checks until deciding whether to iterate further or exit.
Introduction to Customer Development at the Lean Startup Intensive at Web 2.0...Eric Ries
The document discusses customer development and the search for a business model in startups. It emphasizes testing hypotheses with customers to validate problems and solutions. There are three types of markets - existing, resegmented, and new - that require different sales, marketing and business development approaches. The key ideas are to parallel customer development with product development using measurable checkpoints tied to customer milestones rather than just product shipments. The goal is to prove a repeatable and scalable business model before scaling the company.
The document provides an agenda for a workshop on agile and scrum topics, including introductions, exercises on the role of the product owner and team formation, discussions on invention versus innovation and product failures, and ceremonies in scrum. The workshop aims to help participants understand key agile concepts and share experiences in agile roles through interactive exercises and discussions.
The document discusses six ways startups can fail and provides tips for success. It begins by outlining traditional models that implicitly assume the customer problem and product features are already known. However, the document argues startups should not assume they know these things and should instead search for an unknown business model. It recommends using customer development to test hypotheses about the problem, customer, and solution through interviews and iteration. The document advocates developing minimum viable products and being willing to pivot based on what is learned from customers.
9 tips to boost your innovation project (by @nickdemey @boardofinno)Board of Innovation
Nine practical tips to consider before starting an innovation or ideation project. Based on LinkedIn discussions and our own experience in running innovation projects for our clients.
A regular talk I give across the globe for both corporate innovation and startup ideation. I took a great group of Hubbers through the process of finding product market fit with their ideas, startups and products
Slides Beth Temple recently used in her discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
"Why Apple can create blockbusters?" ~ Re-think: Product PlanningTAKA KONDO
Many companies conduct product management without product planning.
They copy a product which is originally designed by other companies, and modify it.
They strive to survey technology/market trends and roadmaps from leading companies/giant research firms.
And they enhance the variety of functions and/or the numbers to make their spec table better.
They love to swim in the ‘red ocean’.
Apple is one of the companies which is carrying out product planning as well as product management.
It often enters the market very late, but re-creates the market itself.
Apple strives to understand what the user-experiences the customer looks for, values, and needs,
and re-invents the product category to make customers’ lifestyle better.
Apple loves to make her heart sing with her product.
This document discusses customer creation strategies for startups. It outlines four key activities for customer creation: setting year one objectives, positioning, launch, and demand creation. It notes that customer creation strategies should differ depending on whether the startup is targeting an existing market, resegmenting an existing market, or entering a new market. The document also discusses using influence maps, sales roadmaps, and marketing metrics like the AARRR framework to track customer acquisition and retention.
Driving to Market - How to "Drive" Competitive Advantage in your Go To Market...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
The document summarizes a play about the conspiracy to assassinate Julius Caesar and the aftermath. It describes Caesar's return to Rome and Cassius convincing Brutus to join the conspiracy. On the Ides of March, the conspirators surround and stab Caesar in the Senate. Antony later turns the people against the conspirators with his speech at Caesar's funeral. Brutus and Cassius face defeat against Octavian and Antony at the Battle of Philippi, where both commit suicide rather than be captured.
The document discusses how people who have experienced defeat, suffering, struggle and loss develop compassion and understanding for life. It notes that truly beautiful people do not happen by chance but through overcoming difficulties. The document also includes random notes and comments not directly related to the main point.
This document provides an overview and syllabus for the course "Customer Development in the High-Tech Enterprise" taught by Steve Blank. The course is divided into two parts over 12 weeks and will cover key concepts in customer development, applying the customer development methodology to case studies of companies, and having student teams conduct a research project analyzing a company using customer development. The syllabus outlines the weekly classes, assigned readings, cases to be discussed, application exercises for students, and the team research project which accounts for 50% of the grade. The course aims to teach students how to reduce product/market risk and bring new products to market through customer development and validation.
This document discusses customer development and company building. It covers moving from early adopters to mainstream customers by managing sales growth based on market type. It also discusses crossing the chasm between early adopters and mainstream pragmatists. Strategies for crossing the chasm include creating a "whole product", focusing on one or two market segments, and becoming a market leader in a niche. The document also discusses evolving management and developing a mission-centric culture as a company grows.
Customer Centric Retail Innovation - Bucharest May 29, 2008Futurelab
This document discusses retail innovation from a strategic perspective, with a focus on customer-centric innovation. It argues that traditional formats of retail innovation are limited and that 97% of innovations fail. It advocates taking the customer's perspective in order to better understand their needs and emotions throughout their journey. The example is given of how Apple was able to break retail rules and achieve remarkable success and growth by focusing intently on customer experience, segmentation, and lifestyle marketing rather than just product sales.
This document discusses strategies for marketing technology at different stages of maturity. It begins by outlining the types of companies that can be created from a technology and how that impacts the marketing approach. It then discusses how to assess the maturity of a technology using Technology Readiness Levels (TRLs) and how that maps to potential customers and good outcomes. The document provides frameworks to think about targeting current vs new customers and the 7 Ps of technology marketing as they relate to the stage of maturity. Overall, it aims to help thinkers understand how to effectively market and position their technology based on its current state.
Essential Product Planning Techniques for Oxford University PressPhil Johnson
Workshop for Technology Product Management Team at Oxford University Press English Language Teaching division, providing the team with new techniques and approaches to plan more successful product solutions.
The document discusses customer discovery, which involves testing hypotheses about customers, problems, and solutions. It describes the four phases of customer discovery: authoring hypotheses, testing the problem hypothesis, testing the product hypothesis, and iterating or exiting. The goal is to stop selling and start listening to customers to test whether there is a problem and whether the product concept solves it before significant resources are invested.
From a concept to viable business — How do we know if we are building the rig...Marko Taipale
This document discusses building the right product by focusing on problem/solution fit, business model/market fit, hypothesis/experiment fit, and user needs/service fit. It emphasizes the importance of validating your concepts by talking to customers and measuring results rather than assuming you know requirements. The key steps outlined are drawing a business model canvas, stating hypotheses to test, and getting customer feedback through discovery and validation. Pivoting based on learnings is important rather than prematurely scaling execution without verifying the business model. Overall the message is to interface business, design and engineering to create successful businesses by making the business the driver.
This document discusses customer development and its importance for startups. It argues that product development alone is not enough and that startups need a parallel process focused on customer development from the beginning. This includes discovering customers, validating problems and solutions, creating customers, and building a company around them. Customer development should be iterative and focus on learning rather than linear execution. It is as important as product development for startup success.
This document provides an overview of the customer development process in four phases: 1) Author Hypothesis, 2) Test and Qualify Problem Hypothesis, 3) Test Product Hypothesis, and 4) Verify, Iterate and Expand. It discusses stopping selling and starting listening to customers to test hypotheses about the problem and product concept. Each phase involves activities like presenting problems to customers, gathering feedback, and verifying assumptions. The goal is to get outside the building, test ideas with customers, and iterate based on reality checks until deciding whether to iterate further or exit.
Introduction to Customer Development at the Lean Startup Intensive at Web 2.0...Eric Ries
The document discusses customer development and the search for a business model in startups. It emphasizes testing hypotheses with customers to validate problems and solutions. There are three types of markets - existing, resegmented, and new - that require different sales, marketing and business development approaches. The key ideas are to parallel customer development with product development using measurable checkpoints tied to customer milestones rather than just product shipments. The goal is to prove a repeatable and scalable business model before scaling the company.
The document provides an agenda for a workshop on agile and scrum topics, including introductions, exercises on the role of the product owner and team formation, discussions on invention versus innovation and product failures, and ceremonies in scrum. The workshop aims to help participants understand key agile concepts and share experiences in agile roles through interactive exercises and discussions.
The document discusses six ways startups can fail and provides tips for success. It begins by outlining traditional models that implicitly assume the customer problem and product features are already known. However, the document argues startups should not assume they know these things and should instead search for an unknown business model. It recommends using customer development to test hypotheses about the problem, customer, and solution through interviews and iteration. The document advocates developing minimum viable products and being willing to pivot based on what is learned from customers.
9 tips to boost your innovation project (by @nickdemey @boardofinno)Board of Innovation
Nine practical tips to consider before starting an innovation or ideation project. Based on LinkedIn discussions and our own experience in running innovation projects for our clients.
A regular talk I give across the globe for both corporate innovation and startup ideation. I took a great group of Hubbers through the process of finding product market fit with their ideas, startups and products
Slides Beth Temple recently used in her discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
"Why Apple can create blockbusters?" ~ Re-think: Product PlanningTAKA KONDO
Many companies conduct product management without product planning.
They copy a product which is originally designed by other companies, and modify it.
They strive to survey technology/market trends and roadmaps from leading companies/giant research firms.
And they enhance the variety of functions and/or the numbers to make their spec table better.
They love to swim in the ‘red ocean’.
Apple is one of the companies which is carrying out product planning as well as product management.
It often enters the market very late, but re-creates the market itself.
Apple strives to understand what the user-experiences the customer looks for, values, and needs,
and re-invents the product category to make customers’ lifestyle better.
Apple loves to make her heart sing with her product.
This document discusses customer creation strategies for startups. It outlines four key activities for customer creation: setting year one objectives, positioning, launch, and demand creation. It notes that customer creation strategies should differ depending on whether the startup is targeting an existing market, resegmenting an existing market, or entering a new market. The document also discusses using influence maps, sales roadmaps, and marketing metrics like the AARRR framework to track customer acquisition and retention.
Driving to Market - How to "Drive" Competitive Advantage in your Go To Market...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
The document summarizes a play about the conspiracy to assassinate Julius Caesar and the aftermath. It describes Caesar's return to Rome and Cassius convincing Brutus to join the conspiracy. On the Ides of March, the conspirators surround and stab Caesar in the Senate. Antony later turns the people against the conspirators with his speech at Caesar's funeral. Brutus and Cassius face defeat against Octavian and Antony at the Battle of Philippi, where both commit suicide rather than be captured.
The document discusses how people who have experienced defeat, suffering, struggle and loss develop compassion and understanding for life. It notes that truly beautiful people do not happen by chance but through overcoming difficulties. The document also includes random notes and comments not directly related to the main point.
The document summarizes the turnaround of Rowlatts Hill Primary School (RHPS) in the UK under a new principal. It describes RHPS as failing, with high staff absenteeism, unsafe environment, ineffective leadership and poor student performance. The new principal implemented a 3-stage process: 1) Acknowledging problems, 2) Committing to solve problems, 3) Taking action. Key actions included improved communication, uniform policy, staff development, and focus on teaching/learning. Within 18 months, RHPS was removed from "special measures" and achieved satisfactory performance through the principal's emphasis on developing positive relationships across the school community.
Titoma helps companies get products to market faster and more cost effectively by leveraging Asian engineering and manufacturing resources. They optimize designs for Asian manufacturing from the start to realize savings of up to 60% on total project costs. Titoma provides end-to-end product development services including industrial design, engineering, prototyping, manufacturing, and quality assurance to seamlessly transition projects from design to production.
Titoma has been helping companies from around the world develop and manufacture highly customized, quality electronic products in Taiwan and China. Our end-to-end solutions cover product design, engineering, programming, prototyping, certifications, mold making, and mass manufacturing.
Having been in business for over 12 years, we know how to get things done right in this part of the world.
This chapter outlines the three stages of school turnaround:
Stage One involves stopping the decline by improving staff morale, reducing leadership turnover, and increasing collaboration. External intervention may be needed.
Stage Two focuses on ensuring survival through shifting teacher attitudes, increasing efficacy, and improving instruction through professional development.
Stage Three is about achieving satisfactory performance through a culture of high expectations, discipline, strong instructional leadership, and attention to basic and higher-order skills. Entering this stage requires responsibility, awareness, and understanding of factors that produce strong student performance.
This document summarizes the services of Titoma, a company that specializes in electronic product development and manufacturing in Asia to reduce costs. They offer end-to-end product design, engineering, prototyping, tooling, manufacturing, and other services. Working with Titoma allows clients to save up to 60% on costs by developing and manufacturing their electronic products in China and Taiwan. Their goal is to help clients take full advantage of the low costs in Asia throughout the entire development process.
This document discusses the social impact of technology on human health and well-being. It outlines several ways that technology provides medical benefits and convenience, helping to reduce stress on the mind and body. Technologies have enabled easier access to healthcare and information, improved daily tasks and emergency response, and support for longer lifespans and population survival. While technology has risks, the author argues that the benefits of increased health, smarter decision-making, efficient epidemic control, and broader knowledge access outweigh the costs and have accelerated human advancement.
Титома, это базирующаяся на Тайвани западная компания обеспечивающая полный цикл услуг по проектированиюю, промышленному дизайну и производству электроники на Тайвани и в Китае. Разработка электронных изделий оптимизированных под низкостоимостное производство в Азии и быстрый вывод продукции на рынок.
Titoma is a Western managed firm providing end-to-end design and manufacturing of embedded electronic products in Taiwan and China. Product development optimized for low cost manufacturing in Asia and fast time to market.
The document discusses how physical space can impact innovation and entrepreneurship. It describes how Bill Aulet and Sanjay Sarma designed spaces at MIT to foster collaboration and experimentation, like the Martin Trust Center for MIT Entrepreneurship. The spaces are meant to help people relax and allow for random associations that can lead to new ideas, rather than focusing too narrowly. A coffee pot symbolizes the goal of creating an informal, comfortable environment that promotes exploration outside of one's comfort zone.
The document summarizes the MIT Global Startup Factory Accelerator program (GFSA). It discusses that the GFSA aims to help student entrepreneurial ideas achieve "escape velocity" by providing space, stipends, mentorship and other resources over a 3 month period. 10 teams were selected for the inaugural class in 2013. Participant feedback indicated that the program significantly improved their knowledge and capabilities in key areas like customers, products, teams and finances. The summary provides an overview of the goals and benefits of the GFSA program for supporting student entrepreneurs according to the document.
Summary of a presentation I gave to lunch in Connecticut (Trinity College and UConn Business School) to talk about the current state of entrepreneurship
The document discusses the Lean Startup methodology for building startups. It advocates for continuous customer feedback through minimum viable products, rapid experimentation via split testing, and addressing problems through root cause analysis using the Five Whys technique. The Lean Startup approach aims to shorten development cycles and learn quickly through frequent releases and measurement in order to improve the chances of success for startups.
So, you want to build a hardware product?
Every so often, a device comes along that changes the way we live our daily lives and things are never the same again. With today’s digital technology, such devices may come more frequently than in the past – personal gadgets you cannot live without. What’s inside? What makes it tick? How do you find out?
In this sharing session, Mark will provide an introduction to hardware hacking and why it matters, going through some quick tips on getting cosy with hardware to find out what makes it tick.
This document discusses various strategies for monetizing a technology product or service. It begins by evaluating economies of scale and common pitfalls startups face. It then discusses how to guarantee customer adoption, such as Apple's strategy of making the Apple II accessible to non-hobbyists. Next, it addresses frameworks for determining appropriate product tiers and pricing, such as using a Kickstarter campaign to test pricing. Finally, it presents different options for monetization, including memberships, selling content, sponsorships, and leveraging user data. The overall document provides an overview of important considerations for startups seeking to effectively monetize their offerings.
Product lifecycle is short: build products that matterMoriya Kassis
Great things happen to engineers who productize.
How to create personas and how can (and should) engineers take a bigger part in the product process.
Product lifecycle is short. Build products that matter.
5 tips on how to get a product to market3dinnovations
This document provides 5 tips for successfully getting a product to market: 1) Define requirements and validate market demand, 2) Generate a professional 3D design, 3) Create prototypes for testing, 4) Validate the design through user testing, and 5) Manufacture the product through tooling or molds. The tips stress the importance of defining specifications, validating market fit through surveys or crowdfunding, creating digital and physical prototypes for refinement, and manufacturing at scale once the design is finalized.
Elefant Industries provides prototype and production tooling and parts manufacturing services. They offer low-cost solutions for prototyping, production tooling, and assembly. Their services include rapid 30-day prototyping, cost savings of 25-75% on production, project management for new product development, and acting as a strategic partner to take products from concept to market without requiring clients to add staff. Prototyping allows clients to fail early and inexpensively, gather better requirements, understand technical challenges, resolve design conflicts, gain financial support, and more easily file patents.
2010 04 28 The Lean Startup webinar for the Lean Enterprise InstituteEric Ries
The document discusses myths and truths about Lean Startups. It dispels four common myths: that Lean means cheap, that it only applies to web/internet companies, that Lean Startups are small, and that they replace vision with data. It then provides an overview of Lean Startup principles like building a Minimum Viable Product, conducting rapid split tests, and achieving continuous deployment through small, frequent code releases.
1. The document outlines 4 laws of tech product economics. The first law is that development teams are never big enough, requiring ruthless prioritization according to what is most critical.
2. The second law is that all profits come from multiple copies/users of the product, not the first version, requiring a focus on building products once to sell to many customers.
3. The third law is that the technology itself is not the full product - non-technical elements like marketing, sales, and support are also required to satisfy customers.
4. The fourth law is that strategy and customer discovery cannot be outsourced, requiring direct involvement to understand markets and identify the right solutions.
How Does the Product Role Change Between Firms by Zuora PMProduct School
In this talk, Alex discussed some parts of being a Product Manager, more specifically, how to be as effective as possible and the importance of learning by your mistakes.
The document discusses the top 12 product management mistakes and how to avoid them. Some of the key mistakes highlighted include confusing customer requirements with product requirements, focusing on innovation without clear purpose or value, and confusing the customer with the end user. The document provides explanations for why these are common mistakes and recommendations for ensuring the product being built actually solves customer problems.
There are two main approaches to product development - the "just do it" method and the "slow and methodical" method. The "just do it" approach focuses on quickly prototyping ideas, while the "slow and methodical" approach emphasizes careful planning and analysis. Both methods have advantages and disadvantages depending on the type of product and market. Lean startups benefit more from rapid prototyping, while mature markets do better taking a slower, more planned approach. Most successful projects combine elements from both ends of this continuum.
This document discusses a presentation by Ziya Boyacigiller on outcome-driven innovation and what customers want. It explains that focusing on customers' desired outcomes allows companies to systematically create breakthrough products with low failure rates. The key steps are: 1) Determine the jobs customers hire products to do and the outcomes they use to evaluate job performance; 2) Capture outcomes through interviews to reduce ambiguity; 3) Identify underserved outcomes as innovation opportunities. Using outcomes leads to more successful innovation compared to traditional customer-driven approaches.
10 Best Practices Of Software Product ManagementSVPMA
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When you need to compete on innovation rather than efficiency.
SUMMARY:
The confluence of two fundamental conditions is required to meaningfully spark the types of insights that drive your strategy and create viable products:
* Knowledge
* Imagination
This is being “innovation ready” and is essential to develop smart, thoughtful products that users want and customers will buy.
There are multiple frameworks and theories on product development. Some of the most astute and popular that have shaped our way of thinking and better enabled the start-up and large enterprise alike are:
* Lean Start-up
* Design Thinking
* Jobs-to-be-Done (JTBD)
* Agile
Extending on the collective wisdom of these frameworks, Innovation Ready focuses on the specific conditions necessary to develop the informed insights that drive meaningful product strategy. It's these moments of inspiration that ultimately shape and form our work and, at a minimum, de-risk our product development activities, but more boldly, enable us to deliver the next breakthrough product.
Table of Contents:
Foundation: Problem | Solution | Product
User Problem
Innovation Ready
Building Your Knowledge
User & Customer Needs
Market Dynamics
* Existing Solutions
* Behavior Analytics
* External Constraints
* Secondary Research/ Market Trends
Imagination
Business Model
* Lean Canvas
* Market Size
Iterating & Ideating Your Product
* Plan & Test
* Collect & Learn
* Ideate & Evolve
Minimum Viable / Lovable Product
Evaluation Checkpoints
Product-Market Fit
Presenter: Christian Bonilla
Product managers overwhelmingly reported to use that not having time for strategy or proper market validation as their #1 problem. As product managers it’s our job to make sure we're building the right product, but many (possibly a majority) of us don’t think we’re doing that. We'll discuss the root causes of the problem and how PMs can enforce market validation in their organizations when prioritizing new features and products in the roadmap.
Christian is the founder of UserMuse, a market research service for product managers and marketers that launched in March 2017. Before founding UserMuse, he was the Director of SaaS Product Management at Resonate, a consumer intelligence and audience measurement firm. He writes regularly for Mind the Product, Fast Company and other publications and is an unabashed Quora addict.
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Outcome Engineering 101: Five Guidelines to Delivering Products that Create I...Cognizant
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Test Automation with generative AI and Open AI.
UiPath integration with generative AI
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1. New Product
Development White
Paper
We Manufacture Ideas that Sell
Titoma helps get your products to market faster and 8F, 159 Songde Road
more cost effectively by leveraging Asian engineering Taipei 11085
Taiwan
and manufacturing resources. Tel: +886 227272089
Email: titoma@titoma.com
DESIGN ENGINEERING ELECTRONICS PROGRAMMING MOLD MAKING MANUFACTURING
2. Doing Market Research: Look
Before You Leap
The market is the only
parameter your company
cannot modify. Before
The market is the committing to developing
only parameter your your own product, it is
company cannot advisable to do extensive
research as this would
modify. Research will provide guidance in planning
provide guidance in and help you decide whether
planning and help or not to take the plunge.
you decide whether
to go for it. Market research is needed to
qualify an idea for business
growth and is an insurance policy against wasting time, energy and financial resources
on the wrong opportunity that may not be all that firmly anchored in reality. It’s
crucial to check for—
• technical feasibility • competition
• existing patents • distribution potential and
• market size • market demand among others
With respect to market demand, get feedback from potential users or customers to
assess if you want to go through all the hassle of creating your own product. In the
process, you most likely have to wrestle between features and the cost of the product.
That’s why we recommend that you define what your product will and won’t do early
on in the game.
Know your customers
While it’s true that nobody knows your product like you do, it would be foolish not to
approach experts who are in a unique position to give you the most objective and
brutally honest assessment. And while there are many successful products that defy
conventional wisdom, you’d benefit from testing your assumptions before you make
any financial commitments and give the project a go. Interestingly, even Apple does
market research despite stating the contrary.
The best way is to conduct interviews with prospective users and industry consultants
who can give you valuable insight particularly with regards to features as well as how
much they’d be willing to pay for your product, then decide accordingly what you are
willing to compromise on. The single biggest problem in new product development is
not fully understanding the product, how it will be used, and who it will be sold to.
You can have the best designers, best engineers, best manufacturer, best sales and
marketing team, do everything by the book and still fall flat on your face if your target
market is everybody, then chances are you will fail. The wider you aim, the less likely
you are to hit your specific mark. In addition to interviews, you can also do research
on similar products via forums and online retailers like Amazon where users are free
to post comments.
1
3. How Much Will It Cost to Have a
New Electronic Product Developed
in Asia?
The short answer? It depends.
We've been in this
business long enough Some may require a full range of services, while others may have already had some of
to know that the these done in their own country, like for instance the industrial design work.
success of a product Regardless of what stage you're project is at, one thing is certain: you can expect
significant savings having your device not only manufactured in China or Taiwan, but
doesn't depend fully
also developed here.
on a single good
idea. Product Consider the graph below comparing design, development, and manufacturing costs
development is about in the US and Taiwan for a typical custom electronic device featuring an LCD screen.
fitting all the pieces From this example, you can see that savings of over 50% are achievable. These costs
already include the management of Titoma, to make sure that the various component
of a puzzle in just
suppliers, mold makers, hard and software engineers communicate with each other
right way. effectively, and above all: deliver according to YOUR expectations.
Costs will of course heavily depend on the complexity and size of the product. For a
simple small gadget, Titoma's budgets to do everything needed start at $40,000 of
Non-Recurring Expenses (NRE), which include engineering, mold making (for the
housing of the device), prototyping, and certifications. Larger products with a lot of
programming run in excess of $100,000. And, if you haven't already heard, volume is
king in China, and few factories in China are willing to take orders below 5,000 pieces.
At Titoma we realize that especially on shorter run products the NRE investment
weighs heaviest, so we also help our clients do lower quantity projects, as long as the
first order is worth at least US$80,000.
70000
60000
50000
40000
30000
20000
10000
0
Taiwan USA
2
4. But, despite the savings of having development and manufacturing done in Asia, the
capital needed to develop a new product can still be significant considering it may
involve most or all the following:
Industrial Design Electronics Engineering
Mechanical Engineering Firmware Programming
Software Programming Prototyping
Tooling/Mold Making Certifications
Production Packaging
And of course aside from development and manufacturing costs you also must take in
consideration the cost of shipping the goods (generally about 5% of value), VAT tax in
your home country, trade shows and marketing, etc. With all these costs, it's a wonder
why anyone would want to develop their own product!
But they do.
The Silver Lining
We've been in this business long enough to know that the success of a product
doesn't depend fully on a single good idea. Product development is about fitting all
the pieces of a puzzle in just right way. If one piece doesn't quite fit, the whole project
fails. But once everything fits into place--and at just the right time, mind you,
especially since the market window in electronics can close quickly--then the rewards
are frequently considerable.
3
5. Time to Market: Accept the 80%
Rule
Getting your new product to
market FAST is important,
especially so in electronics:
Those closest to the
product's 1. Competitors may come
development are the out with a similar product.
ones who can't see its 2. Stop the burn and start
generating income sooner
flaws, but the funny
rather than later.
thing is that no 3. Get real market
matter how much feedback.
prototyping and 4. The chipset around
testing you do you which your product is
designed may be replaced
will not be nearly as
by a better one.
creative as the people 5. Components may become EOL (End Of Life).
who buy your
product. On the other hand there are quite a few reasons why budding entrepreneurs and
even seasoned product managers delay market introduction:
1. A potential client mentioned that he would like to see feature XYZ added.
2. New technology has become available which would make the product better.
3. "I was laying in bed last night and thought that it would be nice to ..."
4. "First impressions count, our first product should be perfect, let's improve it a
bit further."
A Firm Deadline
The only way to prevent this kind of "scope creep" from happening is to set a strict
deadline on when the product should be ready. The leading trade show in your field is
probably your best bet. This also makes it clear that the date is real, and not just some
artificial (unrealistic?) target date, and thus galvanizes everybody in the design to
manufacturing chain to make it happen. Don't just take our word for it, extensive
research into 80 NPD programs showed that having a firm deadline was a prerequisite
to success. See Winning at New Products: Accelerating the Process from Idea to
Launch by Robert G. Cooper.
Having such a firm date also makes it easier for everybody to accept that the new
device cannot meet 100% of the wishes of 100% of all people, for most new products
being "good enough" for 80% of the people is all that is needed in terms of
functionality, the rest of a products success depends on the promotion, even the
proverbial sliced bread went unnoticed for 15 years because it was not promoted
right.
Call it myopia but often those closest to the product's development are the ones who
can't see its flaws, but the funny thing is that no matter how much prototyping and
testing you do you will not be nearly as creative as the people who buy your product.
On the first iPhone 4 users reported dropped signals when the phone was held in a
very specific way, "the grip of death" where fingers blocked the antenna.
4
6. At the end of the day, it will be your customers who provide you with valuable
feedback on which features really matter and provide the added value they are willing
to pay for. Getting real market feedback as quick as possible is more important than
trying to score a perfect 10 in the lab.
During our development of the Qbe, one of the world's first tablet PCs, the client
specified for the biggest screen, the longest battery life and the classiest magnesium
housing. Unfortunately, market reaction showed that this feature-rich unit was too
Getting real market big, too heavy, and importantly too pricy for most people.
feedback as quick as
possible is more So even companies as sophisticated as Apple do not get it right the very first time, but
luckily these days the tech savvy consumers who opt to be the first on the block to
important than trying have a new product tend to be fairly forgiving and in most cases, even expect some
to score a perfect 10 degree of problems to come with the privilege of being a pioneering user. With a
in the lab. generous return policy you should be able to keep these lead users happy, and if you
prove to them that you are genuinely using their input in the next revision of the
product you can make these fans so enthusiastic that they become your vir(tu)al sales
force.
5
7. How to Protect Your IP When
Developing Products in China
IP Protection in China and Taiwan
Protection of Intellectual
Property (IP) in China is a big
In China, patents are concern for many of our
of very little use clients, and understandably
because there is still so. Stories abound of
a lack of effective products being copied, and
even of factories using the
enforcement--even
molds that clients paid for to
after China joined make and sell their product
the WTO. behind their back.
That's why at Titoma we go
to great lengths to protect
the confidentiality of our
clients' ideas and inventions. This is actually one of the main reasons people prefer to
work with us rather than just handing their idea to an unknown factory somewhere in
China.
Patent Protection in China
In China, patents are of very little use because there is still a lack of effective
enforcement--even after China joined the WTO. If after years of litigation you win a
lawsuit in China, it by no means guarantees that the offending factory will be closed
down. And if you close down that one factory, they will very likely take their machines
down the road and start up again in a new building.
Low risk for new products
On the other hand there is no need to get overly worried: the Chinese generally do
not have the marketing ability and resources to promote a brand new, unproven
product. For this reason a factory will only invest the time and money in making
molds, etc, to copy your product after they have seen it sell at least say 100,000 units
and when that many units have been sold, anybody could copy it, so in that sense
developing in China does not add too much risk.
When to patent in your target market (and when not)
An important thing to realize is that most copying originates from the target market.
Factory bosses in Ningbo or Wuxi don't keep abreast of what is selling well this month
in Los Angeles or Paris, so in most cases it is actually a US or other importer who asks
the China factory to rip off a product he saw in a store. So patenting your idea in your
home country and other target markets will likely make more sense than only doing so
in China.
In fact, some of our senior engineers have registered and defended many patents
themselves in their careers. But in general we only recommend patenting if you can
make a very strong functional claim (what the product does) on the uniqueness of
your idea, as patents on a design are often all too easy to circumvent. Patents can
6
8. scare off some potential copycats. On the other hand, registering a patent effectively
publicizes lots of detailed information on exactly what your product does and how it
does it.
Another important issue is cost. Paying for exhaustive patent searches, registration
and maintenance fees is one concern; a second concern is whether you have US$2
million to back up your claims in court against a large corporation.
Many good ideas are We have seen quite a few clients who have spent so much on patent protection that
not easy or they had to really struggle to pay for all the other things needed to make an idea into
affordable to a successful product: development, tooling, the first production batch and proper
protect… you have to marketing.
exploit your head Flooding the market: Protection in numbers
start by selling as The traditional way to market an innovation is to start selling it at a high price, and
much as you can slowly lower the price to reach more people. The big disadvantage of this strategy is
before the that the high unit price actually provides a big incentive for people to copy it.
competition catches
Instead, we often advocate selling the new product at low prices right from the start,
up. flooding the market as much as possible, and thus preempting the competition before
they even have time to do their reverse engineering.
Many good ideas are not easy or affordable to protect, so as soon as your product is
out on the market it can be copied, which means that you have to exploit your head
start by selling as much as you can before the competition catches up, sometimes only
a few months later. This situation again suggests a mass marketing blitz featuring low
prices right from the start. The good thing, of course, is that Titoma allows you to do
so with our unique capability to design your product for low cost mass manufacturing
in China. Keeping the project hush-hush during development is essential.
So how does Titoma protect IP of its clients?
Even though most of our mass production is done in China, we still prefer to keep
development in Taiwan. Our usual strategy is to do pilot production in Taiwan, and
only after the product is stable and available in the market do we move mass
production to China. This is generally a very easy transfer because work methods are
so similar, and many of our partner factories in China are actually Taiwanese managed
and owned.
Taiwan has made great progress in IP regulation and enforcement in recent years.
More important, most Taiwanese firms have been around for 20 years, so they are a
lot less likely to just pack up and start anew, unlike China which is still more like the
Wild West. Taiwan also has good international law firms that will represent your
interests, both in Taiwan and China.
Own the full IP
We always pay our manufacturers a realistic fee for tooling and development, this way
there is no doubt as to who owns what. Many IP problems we have seen arose when
development or tooling were offered free or far below cost, and the client's sales
numbers did not meet rosy forecasts. Since the client was not able to sell, the
manufacturer feels morally justified in making back his investment by doing the selling
himself.
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9. Remove the injection molds
For sensitive projects, we take the plastic injection tools in and out of the molding
shop for each run to prevent extra "night shifts".
Divide and Conquer
Another possibility for sensitive projects is to have one factory do the housings,
another do the PCB's, and do final assembly with rigid incoming QC in our western-
managed assembly plant. This way, none of the subcontractors gets to see the
Many IP problems we complete picture, so they likely won't even know exactly what their parts are used for.
have seen arose when They don't see the packaging, instruction manual, or brand name.
development or
tooling were offered Some of the above tactics are easier to implement than others. It will depend on your
product how much protection is needed, and there is of course a trade-off with added
free or far below coordination costs.
cost, and the client's
sales numbers did not In conclusion
meet rosy forecasts. So while at first sight it may look rather scary to take your highly confidential new
product idea to Greater China for development, when enough precautions are taken,
the advantage of selling the product at low prices and thus high volume right from the
start outweighs (in most cases) the potential added risks of copying.
The alternative--doing development and initial manufacturing in the West--will cost a
lot more, result in a product that will sell slowly because of the high unit cost, and that
same high unit cost will attract competition from Asia very quickly, likely even before
you start making your high investment back.
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10. The most cost-effective way to get
your custom electronic device
manufactured
80% of the cost of an In these days of globalization
and auction sites it would
electronic device is in
seem a smart idea to first ask
the BOM (Bill Of ten design firms to bid on
Materials, i.e. all the designing your device, and
electronic then take that design and ask
components). ten factories to bid on
manufacturing the
Chinese factories
electronics, and ten mold
make the cheapest makers to bid on the molds
products in the world for the housing.
because they use the
cheapest components, But alas, in reality this is not
nearly as easy as it sounds.
and those are the
components made in Be careful with splittist thinking
Taiwan and China. Splitting up a project like this can be a recipe for disaster, especially if you are not
experienced in managing transnational design projects. The risk of finger pointing is
very high: the French designer will say the mold maker screwed up his wonderful
concept, the Chinese mold maker will say that the 3D files he got were impossible to
manufacture, so he had no option but to help the project along by quickly (i.e. without
asking) implementing some "improvements," the list goes on...
Don't frustrate too many people
The preparation of a quotation takes considerable time, often involving the most
senior people in a company. So the more firms you ask to quote, the more firms are
going to feel frustrated not getting the project after having put in 2 weeks of study,
and in particularly China there is always the chance that they decide to implement the
design anyway, with or without you.
Design for low production cost
There are a lot of very clever engineers in the West, in Russia and in India, but
unfortunately their electronic designs tend to be relatively expensive to make. 80% of
the cost of an electronic device is in the BOM (Bill Of Materials, i.e. all the electronic
components). Chinese factories make the cheapest products in the world because
they use the cheapest components, and those are the components made in Taiwan
and China.
For example these days there are quite a few Chinese firms selling tablet PC's for as
little as $80. They can get their price so low because they use a dirt cheap ICs made in
China. To integrate a Rockchip IC in your electronic design you need a lot of
interaction with their support engineers. Unfortunately they often only speak Chinese.
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11. So effectively you can only compete in this market if you have your hardware
manufactured and designed in Asia. Like Apple does.
FYI: 91% of the world's notebooks are designed in Taiwan.
The situation is unlikely to
change as Asian IC vendors
have little interest in hiring
91% of the world's expensive English speaking
notebooks are engineers, because nearly all
designed in Taiwan. their high quantity orders
come from local factories
within China, or from the Asian
purchasing offices of HP and
Wall-Mart. A design firm from
Bucharest, Bangalore or Paris
will be very low on their priority
list, meaning it can take very
long for an email to get answered, if at all.
Good Chinese engineers do not work for Chinese hourly rates
All right, so to get affordable products you need circuit designers who speak Chinese.
So get an independent design firm in China to make you a design, and then shop that
around in China. If only you could find a one.
The problem is that the whole world is coming to China to get their electronics
manufactured. All big clients such as HP and Cisco require a lot of engineers to support
their production orders. So while China does have a lot of people, there is a real
scarcity of good engineers, and basically all those who have a decent amount of
experience, speak some English, and--rarest of all--show some creativity, are working
for the big factories. These factories paying higher and higher salaries, and more
importantly also pay big end-of year bonuses tied to sales, so the engineers benefit
from the success of the products they design. This means that in China there are very
few good engineers interested in starting an independent electronic design firm,
where they just get paid by the hour and do not share in the manufacturing profits.
Left alone, Chinese factories out-cheap themselves
Meanwhile the factories are 100% focused on keeping their production lines humming
with the limited engineers they have to help their clients with new products. So a
factory will never agree to do just the design, without a guaranteed production order.
On the other hand, if you ask a Chinese factory to design and make you a low cost
product they WILL come up with a very cheap design, but unfortunately they tend to
get overzealous. In China you can for example buy Iphone rip-offs that cost only $50.
Problem is that the glass shatters the first time your drop it
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12. and the battery lasts only 18 minutes. And if your first sample doesn't have this
"cheap disease," you can just wait for this to happen in the first or second production
order.
So in short, to be competitive in electronics you need to manufacture in Asia, and it's
imperative that product development is done in Asia as well, and that there is a tight
management to make sure expectations are consistently met.
Titoma allows you to entrust your complete project to professional Western project
managers and engineers, on-site in Taiwan and China. We make it our job to know
what you want and the quality you expect, and deliver just that, faster and more
economically than just about anyone else. You'll be in very good hands.
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13. New Product Development
Checklist
1 What is the unmet need in the market place? Does your product meet that
need?
2 Are there currently similar products in the market? How are they performing?
3 How big is the market for your product?
4 Who are the key competitors and their market share?
5 Are there patents that would prevent you from developing your product?
6 What kind of certifications will your product require?
7 What is the product's unique selling proposition?
8 Where do you plan to sell your product? Who will buy it?
9 How much do you plan to sell the product?
10 How much would your buy cost have to be?
11 What is your estimated sales per year?
12 What is your marketing plan?
13 How much will you allocate for marketing budget?
14 How will you fund development and production?
15 When do you need to launch the product? What drives this date?
16 What could potentially kill your product?
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