The document discusses developing new products and provides guidance on key considerations such as commercial viability, understanding the development process and costs, and a case study of a breast health product called Breastlight. It notes that commercial viability depends on market demand, selling price, profit margin, user benefits, reliability and technology. The development process involves concepts, feasibility studies, design, manufacturing, and commercialization stages. Costs vary significantly depending on the stage from initial concept and research to later manufacturing. The case study then outlines Breastlight's development from concept to commercialization.

1. Developing a new product
Encompass
25th March 2014

2. 2
Who are Wideblue and what do they do
Wednesday, 26 March 2014 2

3. 3
Some of the team
Wednesday, 26 March 2014 3

4. 4
Some examples of products we’ve designed
Wednesday, 26 March 2014 4
Customers range from lone inventors to SMEs to
Multinational organisations
Products range from underwater barnacle scrapers to
synthetic DNA assembly systems

5. 5
What we used to do
Wednesday, 26 March 2014 5

6. 6
Developing a product – some basic things to consider
• What makes a product commercially viable?
• Understanding the process
• Understanding the costs
• A real life example
• Some final thoughts
Friday, 11 May 2012 6

7. 7
What makes a product commercially viable?
Friday, 11 May 2012 7
Apple Newton, August 1993-1998
Estimated maximum units in use - 200K

8. 8
What makes a product commercially viable?
Friday, 11 May 2012 8
Apple iPhone 4s, October 2011
Pre-orders top 1 million in first 24 hours
First weekend sales top 4 million
Apple Newton, August 1993-1998
Estimated maximum units in use - 200K

9. 9
What makes a product commercially viable?
Friday, 11 May 2012 9
M A R K E T D E M A N D
S E L L I N G P R I C E
P R O F I T M A R G I N
U S E R B E N E F I T S
R E L I A B I L I T Y
T E C H N O L O G Y
• It’s easier to commercialise an idea based on market demand
than an idea based on technology push
• There needs to be a strong and robust business case
• Think user benefits rather than product features
• The product obviously has to work and be simple and reliable to
use
• Technology is an enabler for all of the above

10. 10
Understanding the process
Friday, 11 May 2012 10
progress
CONCEPTS
FEASIBILITY
SYSTEM DESIGN
DETAIL DESIGN FOR MANUFACTURE
MANUFACTURE START-UP
STEADY STATE MANUFACTURE
PROJECT MANAGEMENT
SUPPLY CHAIN MANAGEMENT
DESIGN RISK MANAGEMENT AND PRODUCT ROBUSTNESS
SKETCHES RIGS TECHNOLOGY DEMONSTRATOR WORKING PROTOTYPES PRODUCT FOR SALE
REQUIREMENTS AND SPECIFICATION
CONCEPTREVIEW
GO/NO-GO
DESIGNREVIEW
DESIGNFREEZE
APPROVALFORSALE
DESIGN
MANUFACTURE / COMMERCIALISATION
FEASIBILITYCONCEPT

11. 11
PRODUCT FOR SALE
CONCEPTREVIEW
Understanding the process
Friday, 11 May 2012 11
CONCEPTS
FEASIBILITY
SYSTEM DESIGN
DETAIL DESIGN FOR MANUFACTURE
MANUFACTURE START-UP
STEADY STATE MANUFACTURE
PROJECT MANAGEMENT
SUPPLY CHAIN MANAGEMENT
DESIGN RISK MANAGEMENT AND PRODUCT ROBUSTNESS
SKETCHES RIGS TECHNOLOGY DEMONSTRATOR WORKING PROTOTYPES
REQUIREMENTS AND SPECIFICATION
GO/NO-GO
DESIGNREVIEW
DESIGNFREEZE
APPROVALFORSALE

12. 12
Understanding the process
Friday, 11 May 2012 12
Technical

13. 13
Understanding the process
Friday, 11 May 2012 13
Technical
Marketing

14. 14
Understanding the process
Friday, 11 May 2012 14
Technical
Marketing
Financial

15. 15
Understanding the costs
Friday, 11 May 2012 15
Proof of Concept
Concept
Feasibility
“Research” “Product Design”
Time
Manufacture
Detail
Design
Numberofpeopleinthedesignteam

16. 16
Understanding the costs
Friday, 11 May 2012 16
Proof of Concept
Concept
Feasibility
“Research” “Product Design”
Time
Manufacture
Detail
Design
Numberofpeopleinthedesignteam

17. 17
Understanding the costs
Friday, 11 May 2012 17
Proof of Concept
Concept
Feasibility
“Research” “Product Design”
Time
Manufacture
Detail
Design
Numberofpeopleinthedesignteam

18. 18
Understanding the costs
Friday, 11 May 2012 18
Proof of Concept
Concept
Feasibility
“Research” “Product Design”
Time
Manufacture
Detail
Design
Numberofpeopleinthedesignteam

19. 19
Understanding the costs
Friday, 11 May 2012 19
Proof of Concept
Concept
Feasibility
“Research” “Product Design”
Time
Manufacture
Detail
Design
Numberofpeopleinthedesignteam

20. 20
Understanding the costs
Friday, 11 May 2012 20
Proof of Concept
Concept
Feasibility
“Research” “Product Design”
Time
Manufacture
Detail
Design
Numberofpeopleinthedesignteam

21. 21
Understanding the costs
Friday, 11 May 2012 21
Proof of Concept
Concept
Feasibility
“Research” “Product Design”
Time
Manufacture
Detail
Design
Moneyinvested
Materials
purchase

22. 22
Case study, enlightened breast awareness
Friday, 11 May 2012 22
Breastlight is a new health and wellbeing
product for women. It helps women notice
changes in their breasts over time.
The product works by shining a bright red light
through the breast tissue.
The light passes through the breast tissue
and reveals dark areas where blood is
present.
It is therefore quite normal to see a pattern
of veins, but if there is a dark cluster this is a
potential abnormality that should be
checked out.

23. 23
Breastlight stage 1, Concept
Friday, 11 May 2012 23
WHAT DOES THE PRODUCT LOOK LIKE AT THIS
STAGE?
WHO INFLUENCES THE DESIGN?
PROJECT MANAGEMENT TOOLMAIN ACTIVITIES
Inventors
End users
Sales / marketing
Product design team
Concept selection matrix
Shortlist promising concepts
Define selection criteria
Rank each concept against each criteria
Explore and develop the product concept
Refine the business concept
Define the business model
Plan the organisation – in-house vs
outsourced

24. 24
Breastlight Stage 2, Feasibility
Friday, 11 May 2012 24
WHAT DOES THE PRODUCT LOOK LIKE AT THIS
STAGE?
WHO INFLUENCES THE DESIGN?
PROJECT MANAGEMENT TOOLMAIN ACTIVITIES
Market research team
End users
Product design team
Regulatory advice
Functional review
Assess the product in “functional blocks”
Structured risk assessment of failure modes
Focus on interfaces between functions
Stress-test the business model
Market and user research
Risk assessments – product, safety and
market
Proof of principle demonstrations
Engineering models and prototypes

25. 25
Breastlight Stage 3, Design
Friday, 11 May 2012 25
WHAT DOES THE PRODUCT LOOK LIKE AT THIS
STAGE?
WHO INFLUENCES THE DESIGN?
PROJECT MANAGEMENT TOOLMAIN ACTIVITIES
Product design team
End users
Marketing
Regulatory
Key suppliers
Bill of materials databaseDesign and development engineering:
Electronic, mechanical, aesthetic, user-
interface, software, optical, thermal
analysis, etc.
Make or buy decisions
Design verification testing
Engineering pilot
Components, materials, suppliers,
manufacturers, costs, price breaks, minimum
orders, equivalents, issue levels, etc.
A special-purpose database is more flexible
than Excel spreadsheets

26. 26
Breastlight Stage 4, Manufacturing / Commercialisation
Friday, 11 May 2012 26
WHAT DOES THE PRODUCT LOOK LIKE AT THIS
STAGE?
WHO INFLUENCES THE DESIGN?
PROJECT MANAGEMENT TOOLMAIN ACTIVITIES
Supply chain
Product design team
Packaging and instructions design team
Manufacturing team
Sales / marketing
Supply chain risk assessment
Always have a plan B
Include RoHS compliance checks
In-house or sub-contract decisions
Manufacturing pilot
Manufacturing inception and scalability
Web sales, distribution, high street retail

27. 27
Breastlight, the ongoing story
Friday, 11 May 2012 27
• Soft launch in Q3 2008 to health professionals and WI
• Launch announcement in Q4 2008
– John Swinney / Scotland Today
– London press launch
– ITV1, This Morning, Dr Chris Steele
• 1,000 web sales in Q4 2008
• First retail sales Q2 2009, full launch in mass retail for mid
2009 in UK and Canada
• Sold through Boots in the UK High street October 2009
onwards
• Total of 20K units sold across 11 different countries by Q2
2010
• Cloned by a Chinese company and sold as Breastangel
• Hit cash crises mid 2010, sold to Huddersfield based Zulfkar
Akram owner of Ultralife Healthcare, currently being
successfully marketed in India and Pakistan

28. 28
Some final thoughts
Friday, 11 May 2012 28
Its not always about the technology

29. 29
Some final thoughts
Friday, 11 May 2012 29
Its not always about the technology
Its important to know where you are
in the process

30. 30
Some final thoughts
Friday, 11 May 2012 30
Its not always about the technology
Its important to know where you are
in the process
Its important to understand the costs

31. 31
Email: grant.king@wide-blue.com
Website: www.wide-blue.com
Follow wideblue_design on
Friday, 11 May 2012 31
Questions?