The document discusses challenges and strategies for commercializing new technologies in a tough market. It outlines barriers to adoption like reluctance to change and difficulty finding the right customers. Exemplar companies that are effectively introducing new technologies are identified. The importance of market insight, strategic thinking, and understanding customer needs to successfully launch new products is emphasized. Questions are invited to further discuss strategies for evaluating commitments, deploying technologies, and monitoring success.
Touch screens displays semiconductor defense and consumer applications sapphi...Yole Developpement
Non substrate applications account for 25% of the US$1 billion sapphire industry. But emerging mobile phone applications could bring this total to more than $3 billion by 2018.
Display cover applications could more than triple the size of the industry within the next 5 years
Established applications could generate US$366 million in 2018. But adoption of sapphire for smartphone display covers could generate an additional $1.3 to $2.6 billion depending on the adoption scenario.
Sapphire is currently used in some exotic, luxury phones. However the sapphire price reduction combined with the massive adoption of touch screen in smartphones have stimulated the interest of cell phone OEMS for this material. Crystal growth equipment manufacturer GTAT is leading the charge and recently created a lot of buzz around this application and on the OEM front. Apple is rumored to have conducted an extended due diligence.
Adoption of sapphire in mobile display covers represents the single largest opportunity discussed in this report. It remains, however, uncertain. We see 4 major challenges: technology, supply chain, cost and market acceptance. Crystal growth and finishing technologies still need to be optimized in order to guarantee stable performance and reduce the price gap with chemically strengthened glass like Corning's Gorilla. We estimate that the current cost of manufacturing a sapphire display cover is around $22 but could drop to $12 and ultimately below $10. It remains to be seen if the Bill Of Material increase vs. the $3 glass display cover will be absorbed by the OEM in exchange for increased market share or if the consumer will value the increased durability brought in by the sapphire cover and accept paying a premium.
It is difficult to predict the success of sapphire in this application. However, we expect that some OEMs will probe the market and introduce some models featuring sapphire by late 2013 - early 2014. Initial customer reaction will have a strong influence on the future of the technology. If successful, strong market traction could ease the funding for the more than $1.5 billion in capex needed to serve this industry and set up the supply chain to serve this application.
Glass cover lens manufacturers might seize the opportunity. Because of their vast existing glass finishing capacity that could be converted to process sapphire and their privileged access to leading smartphone OEMs, those companies could beat established sapphire finishing companies into this market. However, another scenario would see collaborations between some leading sapphire and cover lens makers in order to pool technical knowledge, capacity and customer access under the push of some smartphone OEMs.
In any case, if this opportunity materializes, it will transform the sapphire industry with new players emerging...
More information at http://www.i-micronews.com/reports/Sapphire-Applications-Touch-screens-displays-semiconductor/3/372/
Touch screens displays semiconductor defense and consumer applications sapphi...Yole Developpement
Non substrate applications account for 25% of the US$1 billion sapphire industry. But emerging mobile phone applications could bring this total to more than $3 billion by 2018.
Display cover applications could more than triple the size of the industry within the next 5 years
Established applications could generate US$366 million in 2018. But adoption of sapphire for smartphone display covers could generate an additional $1.3 to $2.6 billion depending on the adoption scenario.
Sapphire is currently used in some exotic, luxury phones. However the sapphire price reduction combined with the massive adoption of touch screen in smartphones have stimulated the interest of cell phone OEMS for this material. Crystal growth equipment manufacturer GTAT is leading the charge and recently created a lot of buzz around this application and on the OEM front. Apple is rumored to have conducted an extended due diligence.
Adoption of sapphire in mobile display covers represents the single largest opportunity discussed in this report. It remains, however, uncertain. We see 4 major challenges: technology, supply chain, cost and market acceptance. Crystal growth and finishing technologies still need to be optimized in order to guarantee stable performance and reduce the price gap with chemically strengthened glass like Corning's Gorilla. We estimate that the current cost of manufacturing a sapphire display cover is around $22 but could drop to $12 and ultimately below $10. It remains to be seen if the Bill Of Material increase vs. the $3 glass display cover will be absorbed by the OEM in exchange for increased market share or if the consumer will value the increased durability brought in by the sapphire cover and accept paying a premium.
It is difficult to predict the success of sapphire in this application. However, we expect that some OEMs will probe the market and introduce some models featuring sapphire by late 2013 - early 2014. Initial customer reaction will have a strong influence on the future of the technology. If successful, strong market traction could ease the funding for the more than $1.5 billion in capex needed to serve this industry and set up the supply chain to serve this application.
Glass cover lens manufacturers might seize the opportunity. Because of their vast existing glass finishing capacity that could be converted to process sapphire and their privileged access to leading smartphone OEMs, those companies could beat established sapphire finishing companies into this market. However, another scenario would see collaborations between some leading sapphire and cover lens makers in order to pool technical knowledge, capacity and customer access under the push of some smartphone OEMs.
In any case, if this opportunity materializes, it will transform the sapphire industry with new players emerging...
More information at http://www.i-micronews.com/reports/Sapphire-Applications-Touch-screens-displays-semiconductor/3/372/
Prof. Henry Chesbrough's speech at the Open Innovation Seminar 2008, the first event about the subject in Brazil, promoted by Allagi. The event took place at the World Trade Center São Paulo in June 16, 2008.
The Product Manager Pathfinder v2 - Steve Wells at ProductCamp Boston, April ...ProductCamp Boston
ProductCamp Boston April 2011 *********
Tips to help you accelerate your career
- Key principles to succeed in Product Management and Product Marketing
- Key practices and tools to help you progress in your career
- Audience testimonials sharing career path stories
TechBA, a Success Model for Technology Companies going Global by Itzam De Gor...TechBA Seattle
This was presented during a business event organized by the USMCOC NW in Seattle, March 29, 2012.
These slides present TechBA as a success model for technology companies going global by Itzam De Gortari, CEO of TechBA Seattle.
It also shows participating companies in Seattle, the local ecosystem, the Boot Camp 2012. Boot Camp mentors and partners who participated in this event are: Janice Fraser (Luxr), Darius Dunlap (SupportUX , LLC.), Venspark, Tristan Kromer, Patrick Vloskovits and Alex Samano.
The Boot Camp in Seattle was shown as an example of the Luxr participation with its materials at the South by Southwest Conference in Austin last March by Luxr.
This presentation also includes success cases from TechBA Seattle companies.
Shaping the Future of Media Interactive Media Gamesshahib amin
Be informed of MDA’s initiatives, schemes and opportunities available for your company. Interact, network and exchange ideas with other industry partners.
For full set of presentations shared at the Media Business Forum 2009, please refer to the links below.
In this slideshow you'll find strategies and tactics for Adelca, the largest steel manufacturing company in Ecuador as well as general business concepts, strategies, and tactics that can be useful for many businesses.
Manufacturing Value, A CVG Second Thursday Event, 10/10/13Paige Rasid
On October 10th, the Second Thursday panel will speak to current trends in advanced manufacturing, including additive manufacturing (3D Printing), and the impact these current trends are having on the manufacturing industry and the companies that operate in this environment.
How do these trends impact companies and their future value?
How can companies position themselves to take advantage of these trends and maximize their future value?
What will investors and strategic partners expect from companies in the future?
Where do leaders in the industry see these trends going?
A panel of experts will answer all these questions with the goal of helping companies find opportunities to harness the power of these exciting trends.
Presentation by Robin Wilson, Lead Technologist, High Value
Manufacturing, Technology Strategy Board.
This was delivered at the Advanced Manufacturin Strategy: One Year On
event held at NESTA, London on 29 October 2009.
Future of business transformation market research summaryTieto Corporation
According to Tieto’s recent study on the future of business transformation, technology trends such as mobile, social media, M2M, big data and cloud are rapidly changing the ways in which we do business. A full third of respondents expect their industries to completely transform by 2020.
Among the CEOs interviewed, 42% say that the industry in which their organization operates will in six years’ time bear little resemblance to how it looks today. This transformation is caused by technology trends, such as mobile, social media, M2M, big data and cloud. At the moment, social and mobile are the most evident trends, as 54–55% of respondents call them “already crucial” for their business.
About the study
In fall 2013, Tieto conducted a study together with Kairos Future on the future of business transformation, based on qualitative and quantitative research. The study included an online survey, distributed to executives in Sweden, Norway and Finland, with 500 respondents. A majority of the respondents were members of the C-suite or business unit directors. The survey was supplemented by industry executive roundtable discussions, held in Stockholm, Oslo and Helsinki.
To download the full study please visit: bit.ly/1mR3Mqa
Fan-Out Packaging: Technologies and Market Trends 2019 report by Yole Dévelop...Yole Developpement
Samsung and PTI, with panel-level packaging, have entered the Fan-Out battlefield.
More information on that report at : https://www.i-micronews.com/report/product/fan-out-packaging-technologies-and-market-trends-2019.htm
Physician schedule optimization model - Endeavor AnalyticsEndeavor Management
How can you meet organizational revenue needs while addressing physician preferences? In this presentation, we review our approach to creating an physician schedule optimization model that assembles and predicts the impact of schedule changes on patient revenue against a series of constraints and variables.
It's like a dating site to match physicians and consumers.
In this presentation, our approach to patient volume modeling is reviewed. This model is used for marketing and operations strategic decision making.
As hospitals and healthcare systems are trying to increase commercial revenue (non-government funded) to sustainable profitability, many are unable to address this problem strategically due to data dispersion and the analytical model required to establish cause and effect relationships. Endeavor Analytics’ digital tool assembles, models and predicts the impact of market changes, marketing and operational activities on all-payer patient volumes.
Prof. Henry Chesbrough's speech at the Open Innovation Seminar 2008, the first event about the subject in Brazil, promoted by Allagi. The event took place at the World Trade Center São Paulo in June 16, 2008.
The Product Manager Pathfinder v2 - Steve Wells at ProductCamp Boston, April ...ProductCamp Boston
ProductCamp Boston April 2011 *********
Tips to help you accelerate your career
- Key principles to succeed in Product Management and Product Marketing
- Key practices and tools to help you progress in your career
- Audience testimonials sharing career path stories
TechBA, a Success Model for Technology Companies going Global by Itzam De Gor...TechBA Seattle
This was presented during a business event organized by the USMCOC NW in Seattle, March 29, 2012.
These slides present TechBA as a success model for technology companies going global by Itzam De Gortari, CEO of TechBA Seattle.
It also shows participating companies in Seattle, the local ecosystem, the Boot Camp 2012. Boot Camp mentors and partners who participated in this event are: Janice Fraser (Luxr), Darius Dunlap (SupportUX , LLC.), Venspark, Tristan Kromer, Patrick Vloskovits and Alex Samano.
The Boot Camp in Seattle was shown as an example of the Luxr participation with its materials at the South by Southwest Conference in Austin last March by Luxr.
This presentation also includes success cases from TechBA Seattle companies.
Shaping the Future of Media Interactive Media Gamesshahib amin
Be informed of MDA’s initiatives, schemes and opportunities available for your company. Interact, network and exchange ideas with other industry partners.
For full set of presentations shared at the Media Business Forum 2009, please refer to the links below.
In this slideshow you'll find strategies and tactics for Adelca, the largest steel manufacturing company in Ecuador as well as general business concepts, strategies, and tactics that can be useful for many businesses.
Manufacturing Value, A CVG Second Thursday Event, 10/10/13Paige Rasid
On October 10th, the Second Thursday panel will speak to current trends in advanced manufacturing, including additive manufacturing (3D Printing), and the impact these current trends are having on the manufacturing industry and the companies that operate in this environment.
How do these trends impact companies and their future value?
How can companies position themselves to take advantage of these trends and maximize their future value?
What will investors and strategic partners expect from companies in the future?
Where do leaders in the industry see these trends going?
A panel of experts will answer all these questions with the goal of helping companies find opportunities to harness the power of these exciting trends.
Presentation by Robin Wilson, Lead Technologist, High Value
Manufacturing, Technology Strategy Board.
This was delivered at the Advanced Manufacturin Strategy: One Year On
event held at NESTA, London on 29 October 2009.
Future of business transformation market research summaryTieto Corporation
According to Tieto’s recent study on the future of business transformation, technology trends such as mobile, social media, M2M, big data and cloud are rapidly changing the ways in which we do business. A full third of respondents expect their industries to completely transform by 2020.
Among the CEOs interviewed, 42% say that the industry in which their organization operates will in six years’ time bear little resemblance to how it looks today. This transformation is caused by technology trends, such as mobile, social media, M2M, big data and cloud. At the moment, social and mobile are the most evident trends, as 54–55% of respondents call them “already crucial” for their business.
About the study
In fall 2013, Tieto conducted a study together with Kairos Future on the future of business transformation, based on qualitative and quantitative research. The study included an online survey, distributed to executives in Sweden, Norway and Finland, with 500 respondents. A majority of the respondents were members of the C-suite or business unit directors. The survey was supplemented by industry executive roundtable discussions, held in Stockholm, Oslo and Helsinki.
To download the full study please visit: bit.ly/1mR3Mqa
Fan-Out Packaging: Technologies and Market Trends 2019 report by Yole Dévelop...Yole Developpement
Samsung and PTI, with panel-level packaging, have entered the Fan-Out battlefield.
More information on that report at : https://www.i-micronews.com/report/product/fan-out-packaging-technologies-and-market-trends-2019.htm
Similar to Commercialization In A Tough Market (20)
Physician schedule optimization model - Endeavor AnalyticsEndeavor Management
How can you meet organizational revenue needs while addressing physician preferences? In this presentation, we review our approach to creating an physician schedule optimization model that assembles and predicts the impact of schedule changes on patient revenue against a series of constraints and variables.
It's like a dating site to match physicians and consumers.
In this presentation, our approach to patient volume modeling is reviewed. This model is used for marketing and operations strategic decision making.
As hospitals and healthcare systems are trying to increase commercial revenue (non-government funded) to sustainable profitability, many are unable to address this problem strategically due to data dispersion and the analytical model required to establish cause and effect relationships. Endeavor Analytics’ digital tool assembles, models and predicts the impact of market changes, marketing and operational activities on all-payer patient volumes.
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Client's experiences with behavioral health services are shaped by all of their interactions with us, across the continuum of care. While we can assume what our clients want, need and experience in receiving services from us, it is valuable to use their direct feedback to understand their functional (what we do) and emotional (how we do it) needs throughout their experience. In this webinar conducted with Sovereign Health, we discuss the foundations of customer experience management, provide examples of tools and resources that you can use to understand client's experiences and address opportunities for improvement, and discuss a variety of implications in behavioral health settings.
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Ever had this nagging feeling you just weren't sure why a physician referred his or her patients to a competitor over you? You have the advanced technology, latest clinical trials, and maybe even a top-notch team of liaisons. Outside of insurance, there are many other functional and emotional factors affecting physician referral behaviors. Most of these can be indicated by leakage reports, but these don't explain the WHY behind them.
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Acquire insight into how to develop a more strategic and operational approach that can grow your organization’s physician referral base in a continually evolving accountable care environment.
This white paper discusses physicians’ medical training and its relationship to effective leadership qualities, and demonstrates how the soft skills associated with emotional intelligence are essential in guiding physicians in the practice of leadership.
Why is physician engagement strategically important? How can you design a strategy that is laser-focused on increasing clinical demand by ensuring your medical staff is aligned?
This presentation highlights key data, a framework for focusing your efforts with an aim statement and developing a programmatic approach to physician engagement.
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This presentation highlights key data, a framework for focusing your efforts with an aim statement and developing a programmatic approach to physician engagement.
Traditionally development of digital tools was solely an IT initiative, but today it is a customer-needs driven initiative. Digital experiences are often times the first impression that potential customers have of you, and the first tools they turn to when they have questions or needs throughout their journey.
Best practices for developing digital tools exist, and it is common to partner with an advertising or web development agency for this purpose. However, each market and healthcare brand are unique, necessitating the inclusion of voice of the customer insight to ensure that digital tools are being built around the real (not just assumed) needs and priorities of users. So how can marketing and digital teams engage users in order to develop the digital strategy and deliver the ideal digital experience? In this paper, we present a proven process and research-based tools for obtaining direct user feedback about digital needs, preferences, and priorities.
Hiring an experienced, trusted advisor can be the difference between success and failure. That’s why the members of our Healthcare Expert Advisory Group have been there, done that.
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Physicians are rapidly adopting social media tools such as Twitter and LinkedIn as part of their approach to keeping up to date with the latest developments in healthcare. As the use of these digital tools becomes increasingly commonplace and mobile apps gain acceptance for supporting healthcare interactions, the physician liaison team can leverage digital tools and social media to improve the efficiency and effectiveness of the delivery of information. Digital tools can serve as a pathway to providing easier and more direct access to information and tools that help to strengthen relationships with referring doctors and their practice staff.
In this paper, we present a best practices from around the country in using digital tools to connect with referring physicians. When used appropriately, digital tools can configured and applied to improve relationships, grow referral volumes, and increase the efficiency and effectiveness of your physician liaisons.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
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Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
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- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
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Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
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Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
5. “Typical” Diffusion of Innovation
2.5% 13.5% 34% 34% 16%
2.35
1.35
0.35
Late
Early Early Laggards
Innovators
Majority
Adopters Majority
Source: Rogers & Shoemaker, Communication of Innovations
5
6. Oilfield is MORE willing to try
Which of the following best describes your company’s perspective on adopting new technology?
Try to be a pioneer /
23%
break new ground
Early adopter, but not
37%
initial risk taker
Cautious / try new
technology after it has 32%
a track record
Risk intolerant / use
only after proven and 8%
established
Source: 2008 Gulf Research: Accelerating Adoption of New Technology
6
7. Barriers Are “Manageable”
Only 50%
Of Buyers indicating that:
Procurement
Difficulty Finding the Right Wells
Reluctance of Change
Were Important Barriers for New Technology Adoption
Source: 2008 Gulf Research: Accelerating Adoption of New Technology
8. Customers Need Clear Relation to Problem
• “Prove that it can save you money and make money at the same
time.”
• “Shown performance, quality testing and honesty about the product
(e.g. limitations and reliability).”
• “Being upfront with the accruable total benefit from deploying such a
technology and demonstrating it is no marketing propaganda - that
the new technology will indeed add great value.”
• “Better to have a workshop of technical professionals from different
exploration and production companies and give detail presentations
to them and let them discuss its pros and cons.”
8
9. …And Help Them Reap Benefits
74%
say providing technical assistance
would help increase the rate of new
technology adoption
Source: 2008 Gulf Research: Accelerating Adoption of New Technology
10. Not Knowing Your Market Comes at a High
Price
• Bringing products to market is the most expensive
activity of the product development process
• Managing the risk of new product failure involves
planning, optimizing product/service and price
packages, launching, and adapting to responses
• Successful new product launches require market insight
involving a holistic approach where
operations, technology, sales and marketing play a role
11. Critical Success Factors
• Seek differentiated, superior products based on customer needs
• Up-front homework pays off, so examine your markets globally
• Build-in the voice of the customer, using advanced qualitative techniques
• Demand sharp, stable and early product definition with early input from
Customers
• Plan and resource the market launch early in the game to focus on the
Champions
• Build tough go/kill decision points into your process – a funnel, not a tunnel
• Organize around true cross-functional project teams and be sure to include
international representation, not just North America/North Sea
• Attack from a position of strength, so you need to understand your
reputation and associated perceived risks
• Build an international orientation into your process
• The role of top management is central to success
• Strengthen your global brand to earn customer trust
-- Adapted from Cooper & Edgett, New Product Development Institute
13. Who’s Doing it Right?
• Schlumberger
• Weatherford
• Baker Hughes
• Halliburton
Rated most effective at
introducing new technologies
Source: 2008 Gulf Research: Accelerating Adoption of New Technology
14. Schlumberger
WellWatcher
• Plan and resource the market
launch early in the game to
focus on the Champions
• Organize around true cross-
functional project teams and
be sure to include
international
representation, not just North
America/North Sea
15. Weatherford
Motorized Cutting Tool (MCT)
• Up-front homework pays
off, so examine your
markets globally
• Attack from a position of
strength, so you need to
understand your
reputation and associated
perceived risks
16. Baker Hughes Drilling Fluids
MICRO-CURE
• Demand sharp, stable and
early product definition with
early input from Customers
• Plan and resource the
market launch early in the
game to focus on the
Champions
18. Making the Case for More Funds
• Warning – R&D Expenditures
are a trailing indicator to
revenue growth
• But it does indicate a
commitment to evolving the
company
• Separate “creation” from
“deployment”
• Always compare apples to
apples
19. Research and Engineering
(in millions)
800
700
600
500
Research and
400
Engineering
300
(in millions)
200
100
0
2005 2006 2007
Source: 2007 Annual Report (Page 45)
http://library.corporate-ir.net/library/97/975/97513/items/281510/AR07.pdf
20. Research and Engineering
(in millions)
500
400
300
Research and
Engineering
200
(in millions)
100
0
2005 2006 2007 2008
2007 Annual Report, Page 13 /
http://investor.shareholder.com/bhi/ar2007/bh_annual.html
21. Research and Development
(in millions)
350
300
250
200 Research and
150 Development
(in millions)
100
50
0
2005 2006 2007
2007 Annual Report, Page 12 http://thomson.mobular.net/thomson/7/2738/3328/
22. Research and Development
(in millions)
200
150
Research and
100
Development
(in millions)
50
0
2005 2006 2007
2007 Annual Report, Page 26 / http://library.corporate-
ir.net/library/77/777/77782/items/292723/WFT07-AR0608.pdf
25. Market Information is Critical
• 80% of the new product successes gathered and used
more market information
• 75% of the failures knew less than average about the
market at project inception and gathered/used less
market information during the product development
process.
-Ottum and Moore, Journal of Product Innovation Management
26. Market Insight Techniques You Can Use
• Needs Identification
– Customer Advisory Board
– Experience Mapping
– Site Visits
• Estimating Demand
– Segmentation Analysis
– Conjoint Analysis for Feature Optimization
– Choice Tasks for Pricing and Prioritization
29. Importance of Strategic Thinking in 2009
• Creating New Products
– Create, then sell?
– Collaborate, then use?
– Understand, then execute?
• Deployment
– Beat the Market
– Niche Approach
– Delay
• Monitoring
– Number of killed projects
– % revenue in new products
30. Summary
• Economic Troubles Don’t Make
Our Jobs Easier
• Look to Practices of Leading
Companies and Critical Success
Factors
• Examine Your Commitment
• Understand Your Customer
• Be Strategic About Deployment