This document summarizes topics from a chapter on product planning and development, including preparing a firm for idea generation, concept identification, and active concept generation approaches. It discusses finding creative people by staffing with those having diverse experiences and enthusiasm for innovation. It also outlines barriers to firm creativity like cross-functional diversity and allegiance to functional areas that can limit innovative ideas. The document provides an example of the concept development process for a potential new coffee product called Designer Decaf in response to changes in the North American coffee market and culture.
The document provides information on various concept generation and ideation techniques used in marketing and product development. It discusses translating customer observations and verbatim statements into interpreted needs through empathic design and interviews. It also covers designing concept generation through structuring and prioritizing interpreted needs using methods like Kano classification. Additionally, the document outlines analytical strategies for concept exploration such as gap analysis using perceptual maps, relationship analysis, and morphological matrices.
The document provides an overview of product design and development as well as new product management. It defines what constitutes a product and the product development process. It also discusses characteristics of successful new products, challenges in product development, and who is typically involved. The document outlines frameworks for structuring the product development methodology and organizing cross-functional teams. It also explores what defines a new product and factors that influence new product success rates.
The technology life cycle document outlines the stages of developing new technological innovations from idea generation through commercialization. It begins with research and development, where ideas are generated, screened, and tested through concept development. If a business analysis deems a concept profitable, product development creates a prototype. The prototype then undergoes test marketing before a commercial launch, with the goal of predicting how new technologies will be adopted over time.
The document describes the product development process, which includes four phases: product planning, concept development, detailed design, and testing and production ramp-up. The product planning phase involves identifying product opportunities, evaluating and prioritizing projects, allocating resources and timing, completing pre-project planning, and reflecting on results. This process helps determine the portfolio of products to be developed and the timing of their introduction to the market.
This chapter discusses the new product development process. It begins with the challenges companies face in developing new products and different organizational structures used. There are six main categories of new products and common reasons why products fail, such as overestimating market size or poor design. Companies must organize effectively for new product development, with options like product managers or new product departments. The development process involves generating and screening ideas, developing product concepts, testing concepts with customers, and developing a marketing strategy before commercializing. The goal is to successfully manage each stage of the process to launch new products that customers want to adopt.
New Product Design & Development: 7 Reasons to Think About the FutureLumiknows Consultancy
This document discusses the changing role of design in developing innovative products. It argues that design is shifting from a focus on aesthetics to a strategic business tool. Traditional marketing is less effective at identifying new opportunities, while design thinking approaches centered on human experience are better suited for innovation. As consumption changes and knowledge becomes more important, companies must adopt new creative approaches like design thinking to develop new products and experiences that meet evolving customer needs.
This chapter introduces product design and development. It discusses that successful product development relies on understanding customers, competitors, and creating high quality products. It also notes the challenges of coordinating cross-functional teams over long development periods. The chapter outlines the typical process for product development including planning, concept development, design, testing and production preparation.
This document summarizes topics from a chapter on product planning and development, including preparing a firm for idea generation, concept identification, and active concept generation approaches. It discusses finding creative people by staffing with those having diverse experiences and enthusiasm for innovation. It also outlines barriers to firm creativity like cross-functional diversity and allegiance to functional areas that can limit innovative ideas. The document provides an example of the concept development process for a potential new coffee product called Designer Decaf in response to changes in the North American coffee market and culture.
The document provides information on various concept generation and ideation techniques used in marketing and product development. It discusses translating customer observations and verbatim statements into interpreted needs through empathic design and interviews. It also covers designing concept generation through structuring and prioritizing interpreted needs using methods like Kano classification. Additionally, the document outlines analytical strategies for concept exploration such as gap analysis using perceptual maps, relationship analysis, and morphological matrices.
The document provides an overview of product design and development as well as new product management. It defines what constitutes a product and the product development process. It also discusses characteristics of successful new products, challenges in product development, and who is typically involved. The document outlines frameworks for structuring the product development methodology and organizing cross-functional teams. It also explores what defines a new product and factors that influence new product success rates.
The technology life cycle document outlines the stages of developing new technological innovations from idea generation through commercialization. It begins with research and development, where ideas are generated, screened, and tested through concept development. If a business analysis deems a concept profitable, product development creates a prototype. The prototype then undergoes test marketing before a commercial launch, with the goal of predicting how new technologies will be adopted over time.
The document describes the product development process, which includes four phases: product planning, concept development, detailed design, and testing and production ramp-up. The product planning phase involves identifying product opportunities, evaluating and prioritizing projects, allocating resources and timing, completing pre-project planning, and reflecting on results. This process helps determine the portfolio of products to be developed and the timing of their introduction to the market.
This chapter discusses the new product development process. It begins with the challenges companies face in developing new products and different organizational structures used. There are six main categories of new products and common reasons why products fail, such as overestimating market size or poor design. Companies must organize effectively for new product development, with options like product managers or new product departments. The development process involves generating and screening ideas, developing product concepts, testing concepts with customers, and developing a marketing strategy before commercializing. The goal is to successfully manage each stage of the process to launch new products that customers want to adopt.
New Product Design & Development: 7 Reasons to Think About the FutureLumiknows Consultancy
This document discusses the changing role of design in developing innovative products. It argues that design is shifting from a focus on aesthetics to a strategic business tool. Traditional marketing is less effective at identifying new opportunities, while design thinking approaches centered on human experience are better suited for innovation. As consumption changes and knowledge becomes more important, companies must adopt new creative approaches like design thinking to develop new products and experiences that meet evolving customer needs.
This chapter introduces product design and development. It discusses that successful product development relies on understanding customers, competitors, and creating high quality products. It also notes the challenges of coordinating cross-functional teams over long development periods. The chapter outlines the typical process for product development including planning, concept development, design, testing and production preparation.
Innovation often fails for several reasons:
- There is too little understanding of customer needs and wants. Innovations focus too much on technology without ensuring there is real consumer demand.
- Companies do not develop the necessary capabilities to support innovations through to success. Innovation processes and operations are often inefficient.
- Most innovations, startups, and even products from major companies like Google and Microsoft ultimately fail. Only about 10-30% of innovations succeed depending on the study. Managing failures is important but often overlooked.
- Simply being one step ahead technologically is not enough given short product life cycles and intense competition in most industries today. A more comprehensive understanding of customers and the market is needed for innovations to find lasting
The document discusses innovation and the S-curve model of adoption. It describes the four stages of the S-curve: startup, growth, maturation, and decline. It emphasizes that innovation is needed at each stage to jump to the next S-curve. The document provides tips for managing innovation, including pursuing big market insights, managing talent, knowing when to innovate, and getting ideas from customer needs rather than research. It also covers disruptive innovation, culture, leadership, and provides a case study of a company that successfully jumped to a new S-curve.
This document summarizes key aspects of the new product development process as described in Chapter 2 of the textbook. It provides an overview of Procter & Gamble's use of a strategic process to successfully transform its cosmetics business unit. It then outlines the typical phases of the new product process - opportunity identification, concept generation, concept evaluation, development, and launch. For each phase, it lists the main activities and goals. The document also discusses techniques for accelerating new products to market and managing breakthrough innovations.
Productplannigdev anintroduction-111213063417-phpapp02Giselle Elle
This document provides an overview of product planning and development. It defines what constitutes a product and notes that products can be physical goods, services, persons, organizations, ideas, or places. It discusses the three aspects of a product: physical, functional, and symbolic. The document also outlines the stages of new product development from idea generation to commercialization. It describes various types of new products and the product life cycle theory. Finally, it discusses factors to consider for product planning such as customer needs analysis, marketing strategy development, business analysis, product testing, and launch.
This chapter discusses opportunity identification, which is the first step in the product planning and development processes. It describes three levels of opportunities - improvements to existing products, new products in existing markets/technologies, and entirely new product categories. The chapter outlines a five-step process for identifying opportunities: establishing a charter, generating many opportunities, screening opportunities, developing promising ones, and selecting exceptional opportunities. It then provides techniques for generating opportunities such as following passions, compiling bug lists, studying customers and trends, and imitating but improving competitors. Finally, it discusses factors that influence the quality of identified opportunities and questions to consider when evaluating opportunity quality.
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
The document discusses the product development process, including understanding opportunities, developing a vision, market analysis, and determining what to develop. It focuses on developing a mission statement to clarify the design task and assess technical and economic feasibility of a new product concept. A mission statement provides a precise statement of the design team's goals and helps determine whether to proceed with development.
The challenges of new product developmentJuraj Durco
Are you facing challenges during your product development?
If you want to stay competitive, you need to act fast and be agile, as speed to market is very important.
What do you do first? Do you understand your consumers?
The document discusses various types of innovations including discontinuous, evolutionary, and disruptive innovations. It also covers models for how new products are adopted such as the Bass diffusion model, Everett Rogers' diffusion of innovation model, and the technology acceptance model. Finally, it provides an overview of the new product development process which involves idea generation, product design, market research, and bringing a new product to market through various stages.
The document defines innovation as the process of translating an idea into a good or service that creates value for customers. It discusses different types of innovation such as evolutionary, revolutionary, continuous, and discontinuous. Product innovation is categorized based on its disruptiveness to customer behavior patterns. The document also discusses definitions of innovation from the perspective of the firm producing it and the market in which it is introduced. Key characteristics like relative advantage and compatibility influence how quickly new products are adopted in a market. The stages of adoption are awareness, interest, evaluation, trial, and adoption or rejection.
The document discusses the key challenges of product design and development. It provides 10 challenges: 1) global competition, 2) time constraints, 3) quality control, 4) assessing market potential, 5) keeping up with technological changes, 6) effective distribution strategies, 7) incorporating new features, 8) addressing critical unmet needs, 9) evaluating market size, and 10) setting the right price and promotion strategies. Each challenge is explained and an illustrative case example is provided. The document aims to outline the major considerations for successful product design and development.
What is called innovation
Generations of innovation models
The megatrends
Innovation types
Innovation (new product) development process and tools
Business models: NABC and business model canvas
Iterative and incremental development
Lean startup
Freedom to operate: patent search
Exercises: executing an innovation
Challenges to new product development fileIbadat Singh
The document discusses the challenges of new product development. It outlines the stages of new product development including idea generation, idea screening, concept development, business analysis, beta testing, and technical implementation. Some key challenges discussed include intense global competition, tight timelines to bring products to market ahead of competitors, accurately assessing market potential and future competitors, and adapting to rapid technological changes. Examples provided include how Zara is able to bring new fashion lines to stores within two weeks, and how Facebook acquired Instagram to eliminate a fast-growing competitive threat.
This document discusses strategies for new product launches and reasons for success or failure. It introduces Rogers' model of diffusion of innovation, which categorizes adopters into innovators, early adopters, early majority, late majority and laggards. The document emphasizes targeting innovators and early adopters to influence later groups. Several factors that influence adoption rates are identified, such as relative advantage and compatibility. Guidelines for product success include distinguishing products, understanding customer needs, and ensuring proper timing and value. Common reasons for product failure include insufficient differentiation, poor quality, weak brand perception and improper launch timing.
The product development process involves bringing a new concept to market readiness through idea development, product screening, preliminary design and testing, and final design. Key aspects of this process include defining product and service offerings to support business strategy, considering a product's lifecycle stages, and using techniques like design for manufacture and concurrent engineering. The type of production process selected depends on factors such as the degree of standardization, automation, and customer contact required.
The document discusses the product management lifecycle which includes phases like innovation, analysis, development, go-to-market, and end-of-life. It provides questions product managers should consider in each phase to ensure they are gathering customer insights, validating ideas, building iteratively, and continuously improving the product. Personas like the producer, stabilizer, innovator, and unifier are described which represent different styles product managers may have in balancing structure and pace, as well as a focus on parts or the whole system.
a 5 steps innovation process to design new processes and business solutions and results in a more rapid and agile implementation in comparison to the standard PE methodology
Müşterilerinizin Facebook’ta, Twitter’da ne kadar zaman geçirdiğini biliyor musunuz? Gerçek hedef kitlenizi ne kadar iyi tanıyorsunuz? Onlara sosyal medyayı çok iyi kullanarak ulaşabileceğinizi biliyor musunuz? Yeni nesil pazarlama mecraları olan Sosyal Medya’da marka bilinirliğinizi artırmak için gelin birlikte çalışalım:
Innovation often fails for several reasons:
- There is too little understanding of customer needs and wants. Innovations focus too much on technology without ensuring there is real consumer demand.
- Companies do not develop the necessary capabilities to support innovations through to success. Innovation processes and operations are often inefficient.
- Most innovations, startups, and even products from major companies like Google and Microsoft ultimately fail. Only about 10-30% of innovations succeed depending on the study. Managing failures is important but often overlooked.
- Simply being one step ahead technologically is not enough given short product life cycles and intense competition in most industries today. A more comprehensive understanding of customers and the market is needed for innovations to find lasting
The document discusses innovation and the S-curve model of adoption. It describes the four stages of the S-curve: startup, growth, maturation, and decline. It emphasizes that innovation is needed at each stage to jump to the next S-curve. The document provides tips for managing innovation, including pursuing big market insights, managing talent, knowing when to innovate, and getting ideas from customer needs rather than research. It also covers disruptive innovation, culture, leadership, and provides a case study of a company that successfully jumped to a new S-curve.
This document summarizes key aspects of the new product development process as described in Chapter 2 of the textbook. It provides an overview of Procter & Gamble's use of a strategic process to successfully transform its cosmetics business unit. It then outlines the typical phases of the new product process - opportunity identification, concept generation, concept evaluation, development, and launch. For each phase, it lists the main activities and goals. The document also discusses techniques for accelerating new products to market and managing breakthrough innovations.
Productplannigdev anintroduction-111213063417-phpapp02Giselle Elle
This document provides an overview of product planning and development. It defines what constitutes a product and notes that products can be physical goods, services, persons, organizations, ideas, or places. It discusses the three aspects of a product: physical, functional, and symbolic. The document also outlines the stages of new product development from idea generation to commercialization. It describes various types of new products and the product life cycle theory. Finally, it discusses factors to consider for product planning such as customer needs analysis, marketing strategy development, business analysis, product testing, and launch.
This chapter discusses opportunity identification, which is the first step in the product planning and development processes. It describes three levels of opportunities - improvements to existing products, new products in existing markets/technologies, and entirely new product categories. The chapter outlines a five-step process for identifying opportunities: establishing a charter, generating many opportunities, screening opportunities, developing promising ones, and selecting exceptional opportunities. It then provides techniques for generating opportunities such as following passions, compiling bug lists, studying customers and trends, and imitating but improving competitors. Finally, it discusses factors that influence the quality of identified opportunities and questions to consider when evaluating opportunity quality.
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
The document discusses the product development process, including understanding opportunities, developing a vision, market analysis, and determining what to develop. It focuses on developing a mission statement to clarify the design task and assess technical and economic feasibility of a new product concept. A mission statement provides a precise statement of the design team's goals and helps determine whether to proceed with development.
The challenges of new product developmentJuraj Durco
Are you facing challenges during your product development?
If you want to stay competitive, you need to act fast and be agile, as speed to market is very important.
What do you do first? Do you understand your consumers?
The document discusses various types of innovations including discontinuous, evolutionary, and disruptive innovations. It also covers models for how new products are adopted such as the Bass diffusion model, Everett Rogers' diffusion of innovation model, and the technology acceptance model. Finally, it provides an overview of the new product development process which involves idea generation, product design, market research, and bringing a new product to market through various stages.
The document defines innovation as the process of translating an idea into a good or service that creates value for customers. It discusses different types of innovation such as evolutionary, revolutionary, continuous, and discontinuous. Product innovation is categorized based on its disruptiveness to customer behavior patterns. The document also discusses definitions of innovation from the perspective of the firm producing it and the market in which it is introduced. Key characteristics like relative advantage and compatibility influence how quickly new products are adopted in a market. The stages of adoption are awareness, interest, evaluation, trial, and adoption or rejection.
The document discusses the key challenges of product design and development. It provides 10 challenges: 1) global competition, 2) time constraints, 3) quality control, 4) assessing market potential, 5) keeping up with technological changes, 6) effective distribution strategies, 7) incorporating new features, 8) addressing critical unmet needs, 9) evaluating market size, and 10) setting the right price and promotion strategies. Each challenge is explained and an illustrative case example is provided. The document aims to outline the major considerations for successful product design and development.
What is called innovation
Generations of innovation models
The megatrends
Innovation types
Innovation (new product) development process and tools
Business models: NABC and business model canvas
Iterative and incremental development
Lean startup
Freedom to operate: patent search
Exercises: executing an innovation
Challenges to new product development fileIbadat Singh
The document discusses the challenges of new product development. It outlines the stages of new product development including idea generation, idea screening, concept development, business analysis, beta testing, and technical implementation. Some key challenges discussed include intense global competition, tight timelines to bring products to market ahead of competitors, accurately assessing market potential and future competitors, and adapting to rapid technological changes. Examples provided include how Zara is able to bring new fashion lines to stores within two weeks, and how Facebook acquired Instagram to eliminate a fast-growing competitive threat.
This document discusses strategies for new product launches and reasons for success or failure. It introduces Rogers' model of diffusion of innovation, which categorizes adopters into innovators, early adopters, early majority, late majority and laggards. The document emphasizes targeting innovators and early adopters to influence later groups. Several factors that influence adoption rates are identified, such as relative advantage and compatibility. Guidelines for product success include distinguishing products, understanding customer needs, and ensuring proper timing and value. Common reasons for product failure include insufficient differentiation, poor quality, weak brand perception and improper launch timing.
The product development process involves bringing a new concept to market readiness through idea development, product screening, preliminary design and testing, and final design. Key aspects of this process include defining product and service offerings to support business strategy, considering a product's lifecycle stages, and using techniques like design for manufacture and concurrent engineering. The type of production process selected depends on factors such as the degree of standardization, automation, and customer contact required.
The document discusses the product management lifecycle which includes phases like innovation, analysis, development, go-to-market, and end-of-life. It provides questions product managers should consider in each phase to ensure they are gathering customer insights, validating ideas, building iteratively, and continuously improving the product. Personas like the producer, stabilizer, innovator, and unifier are described which represent different styles product managers may have in balancing structure and pace, as well as a focus on parts or the whole system.
a 5 steps innovation process to design new processes and business solutions and results in a more rapid and agile implementation in comparison to the standard PE methodology
Müşterilerinizin Facebook’ta, Twitter’da ne kadar zaman geçirdiğini biliyor musunuz? Gerçek hedef kitlenizi ne kadar iyi tanıyorsunuz? Onlara sosyal medyayı çok iyi kullanarak ulaşabileceğinizi biliyor musunuz? Yeni nesil pazarlama mecraları olan Sosyal Medya’da marka bilinirliğinizi artırmak için gelin birlikte çalışalım:
The document discusses social classes and structures in the late 18th and early 19th centuries. It describes the working class, middle class, and upper class. The working class performed physical labor and had poor living and working conditions. The middle class consisted of professionals and merchants. The upper class did not have to work and wealth came from land and investments. Entertainment, courtship, and gender roles varied between the classes.
Structure and the powers of the Federal Financial Monitoring Service and inte...solejka
The document summarizes the structure and powers of the Federal Financial Monitoring Service of Russia (Rosfinmonitoring). Rosfinmonitoring monitors financial transactions to combat money laundering and terrorist financing. It has interregional departments that collaborate with local law enforcement. An interagency working group develops proposals to improve anti-money laundering efforts. Rosfinmonitoring also participates in the Eurasian Group on Combating Money Laundering and Financing of Terrorism, which promotes international standards. In the past year, Rosfinmonitoring conducted about 1,000 financial inquiries and over 4,000 cases were submitted to courts.
Gao Audit Of State Organizations In The Usa 2solejka
The document summarizes the Government Accountability Office (GAO), including its role, budget, staffing levels, and audit methodology. The GAO is the audit and investigative arm of the US Congress and ensures federal funds are spent properly. It outlines the four phases of a GAO audit: planning, internal control testing, testing, and reporting. The planning phase includes understanding the entity and identifying key audit areas. The internal control phase evaluates and tests relevant controls. The testing phase obtains evidence about the financial statements and compliance. The reporting phase develops the audit report and conclusions.
Perry the peacock joined a company dominated by penguins who valued uniformity. Initially, the penguins were impressed by Perry's creative ideas and results. However, over time they began to feel uncomfortable with how Perry's loudness, colorfulness, and new ideas disrupted their norms. Perry also became unhappy as the penguins tried to force him to conform. The story shows how organizations often initially value creativity but then stifle it by demanding conformity to existing norms. For diversity and innovation to thrive, there needs to be acceptance of differences and a willingness to listen to new ideas.
Gao Audit Of State Organizations In The Usasolejka
The document summarizes a Government Accountability Office (GAO) audit of state organizations in the United States. It provides an overview of GAO, describing it as the audit, evaluation, and investigative arm of Congress. It then outlines the four phases of the GAO's Financial Audit Manual (FAM) methodology: planning, internal control testing, testing, and reporting. Each phase is briefly described.
Gao Audit Of State Organizations In The Usasolejka
The document summarizes the Government Accountability Office (GAO), which is the audit, evaluation, and investigative arm of the United States Congress. It describes the GAO's Financial Audit Manual (FAM) methodology, which provides assurance that financial statements are reliable and reports on deficiencies in internal control and compliance with laws. The FAM audit process involves four phases - planning, evaluating internal control, testing, and reporting. It aims to understand the entity, identify significant audit areas, and test internal controls to reduce substantive testing and provide reasonable assurance about the financial statements.
Un e-book che ripercorre e approfondisce i concetti chiave del marketing virale proponendo un approccio narrativo utilizzando come metafora il modello ecologioco r/K.
This document discusses mobile tagging, which links the physical world to the digital world through mobile devices. It describes how 2D barcodes called QR codes allow digital content to be accessed from anywhere by scanning the code with a mobile phone's camera. Users can generate their own barcodes and mobile websites, and various companies provide barcode readers and generators as well as expertise in mobile technologies. The overall aim is to illustrate how barcodes are essential tools for mobile internet access and to encourage further research on this topic.
Building Social Networking sites with and around drupalDipen Chaudhary
--- Updated ---
This was the presentation given by me on my experience with building social networking site with and around drupal at drupal camp India in developers track
The document lists 10 things that Allah will not ask about on Judgment Day. It states that Allah will not ask about material possessions or status, but rather how one treated others, performed their duties, and helped those in need. It encourages sharing the message with good friends.
This document discusses viral marketing techniques and draws comparisons between viral marketing and biological viruses. It begins by defining viral marketing and noting its goal of increasing brand awareness through self-replicating social processes. It then compares the spread of viral marketing messages to the spread of computer viruses and biological viruses. A key point is that viral content must encode a "marketing algorithm" or set of instructions to propagate the brand's identity and message. Creativity is emphasized as the most important factor for a successful viral campaign, as the content must be compelling enough to spread organically. Naive or amateur content lacks this encoded message and is more akin to simple "viroids". The document cautions against relying too heavily on simplistic formulas for
1. The document discusses various perspectives in consumer behavior including the marketer's perspective, the consumer's perspective, and public policy perspective.
2. It compares the marketer and consumer perspectives, noting they have different points of view, levels of interest, and roles regarding behavioral influences.
3. Models of consumer behavior are discussed, including black box models that view the consumer as an input-output system and cognitive information processing models that examine internal mental processes.
Developing Your New Products Pipeline August 22, 2014pepliakas
The document provides guidance on developing a new products pipeline. It emphasizes generating a large number of ideas, focusing on customer insights and problems, and conducting early homework including market assessment and business analysis. The key phases of development are idea generation, customer homework, development, testing and launch. Resources, commitment from leadership, and a product development strategy are among the important company requirements.
Slides from the Business Marketing Association-St. Louis' Product Launch Camp. We discussed how to prepare for a successful launch, potential pitfalls and exciting milestones on bringing a product to market at 2e Creative on July 20, 2016.
Book club INSPIRED How To Create Tech Products Customers LoveSEB
This document discusses best practices for product development. It covers four main areas: product, people, process, and culture. For product, it emphasizes the importance of a compelling long-term vision and strategy aligned with business goals. For people, it discusses assembling cross-functional product teams with dedicated product managers and designers. For process, it advocates for separating product discovery and delivery, with discovery focused on validating ideas through prototyping and customer testing. Finally, for culture it notes the need for experimentation, empowerment, and a customer-centric mindset to foster innovation.
This document discusses product lifecycles and marketing strategies. It defines a product and outlines different types including tangible goods and intangible services. It then describes the typical stages a product goes through - development, introduction, growth, maturity, and decline. Finally, it suggests marketing strategies to apply at each stage, such as using promotional spending to create trial in the introduction stage and diversifying brands and models during maturity.
Not every new product or updated version of a product is a success. Product managers can use the same processes, proceeding step by step, yet have different outcomes. In one case they create a market-winning product. In another case, the product is a dud and fails to win over customers.
What is going on here? Why does product management and innovation "work" some of the time but not all of the time?
More importantly, wouldn't you want to know what you do to increase your success rate - more market winners and fewer duds?
This problem is common to organizations, with an average of 4 out of 10 product launches failing. But, product managers can improve their success and the organization's success in the process. And, product managers that can do that receive the rewards that come with greater success and influence.
Attend the webinar to understand why product management and innovation fails some of the time and how to decrease failure and increase success.
This document discusses the concept of sustainable development. It provides definitions of sustainability from both a normative and operational perspective. The major components of sustainability are identified as environmental, economic, social, and political. Key aspects of environmental sustainability discussed include reduce, reuse, recycle approaches as well as cradle-to-cradle manufacturing. The concepts of economic, social, and appropriate technology are also summarized. The document stresses the importance of stakeholder analysis to ensure all affected parties are considered in product development.
Sustainable development aims to meet the needs of the current generation without compromising the ability of future generations to meet their needs. It has environmental, economic, social, and political components. Environmental sustainability focuses on reducing waste through techniques like cradle-to-cradle manufacturing. Economic sustainability considers who pays for products and if they will continue paying. Social sustainability ensures products fit their social contexts and don't harm people. Appropriate technology uses simple, low-cost, and local methods to create socially and economically sustainable solutions. Markets are good for allocating resources but bad at serving unprofitable markets. Stakeholder analysis systematically addresses all those affected by a product to help ensure its success.
The document discusses agile product management and the critical factors for success. It begins by noting that agile product management is different than traditional product management in 5 key ways: managing a roadmap in small increments, collaboration, obtaining frequent customer feedback, focusing on business value, and making progress visible. It then discusses the differences between a product owner and product manager in an agile context. Some common pitfalls for product owners and agile teams are also outlined, including product owners not being fully engaged or providing insufficient story details. The summary concludes that the 5 critical success factors for product owners are to listen well, prioritize ruthlessly, share customer insights, measure progress visibly, and manage their time effectively.
How to Be A Successful Agile Product ManagerThoughtworks
The document provides guidance for product managers to be successful in an agile environment. It discusses key aspects of the product manager role including understanding customer needs through constant feedback, prioritizing work through continuous planning, and validating products through frequent testing and monitoring. It also covers challenges product managers may face regarding spheres of influence, organizational culture, and business model validation. The document advocates for adopting agile principles like empowering cross-functional teams, validating minimum viable products, and engaging stakeholders.
This document provides an overview of key concepts in new product development. It discusses why new products are important for business growth and the challenges they present. While about 40% of new products fail, firms that maintain a commitment to innovation through new products see higher sales and profits. The best practices in new product development involve cross-functional teams moving ideas through phases of screening, evaluation, development, testing and commercialization. Globalization allows firms to leverage new product skills worldwide, though coordination challenges exist. Not all new products result from formal planning, as some innovations stem from accidental discoveries. The document outlines the strategic elements involved in new product development, including the new product process, product innovation charter, and product portfolio.
How to leverage your work with a Product Mindset - Mark Opanasiuk.pdfMark Opanasiuk
How to leverage your work with a Product Mindset - Mark Opanasiuk
1. What is a Product Mindset?
2. Product Thinking Mindset on Personal level.
3. Product Mindset on Organization level.
1. The document provides the resume and experience of Agus Santosa, including experience in standardization, auditing and consulting various management systems, and involvement in innovation forums and exhibitions.
2. Agus Santosa has experience in areas such as drafting standards, auditing quality, environmental and safety management systems, and consulting on innovation.
3. The resume lists experience in standardization committees, auditing and certifying various management systems, and participating in international innovation forums.
Bill Aulet's presentation at the VentureWell Open conference in Washington DC to entrepreneurship educators with material on his just being released Disciplined Entrepreneurship Workbook
The following presentation is a version from a business plan development workshop conducted by Biruwa Ventures at Thames College, Kathmandu on January 11, 2012. Biruwa conducts similar works on issues related to business in colleges across Nepal.
If you are an entrepreneur in Nepal, this is a must see presentation for you.
Vittorio Viarengo, VP Oracle Telco Strategy and Development Oracle fusion mid...Nicolò Borghi
The document discusses best practices for developing innovative products and managing high-performing teams, as outlined by Vittorio Viarengo, Vice President of Telco Strategy and Development at Oracle. Some key points include hiring creative people and "freaks", establishing a clear vision and goals, continuously measuring results, and maintaining a process of idea validation, prototyping, development, beta testing, and release.
10 Best Practices Of Software Product ManagementSVPMA
Yossi Zohar is a senior director at Amdocs with over 22 years of experience in IT and software. He discusses 10 rules for effective product management. The rules include maintaining direct customer interactions; thoroughly prioritizing requirements; being ready to make quick de-scoping decisions; and justifying release scope through conflicting pressures. He also provides 3 bonus rules around being persistent, defining ROI-driven products, and focusing on business performance metrics. Yossi encourages questions and shares his contact information to continue the discussion.
This document discusses various aspects of communication, including definitions, types, and key concepts. It provides quotes about communication from notable figures. It also outlines the communication process, including roles of senders and receivers. Additionally, it discusses factors that influence the choice of promotional mix, such as the product life cycle and target market characteristics. Lastly, it briefly touches on objectives of communication and points to remember about effective communication.
A method of carefully coordinating all promotional activities to produce a consistent, unified message that is customer focused. presentation demonstrates the inter relationship and synergy of all elements of all marketing communications.elements.
This document discusses different types of copywriting for advertising. It covers copywriting for print ads, radio, television, and the web. Some key points made include that copywriting uses words to convey advertising messages clearly and memorably. When writing for different mediums, the copywriter must consider the specific constraints and goals of that format, such as keeping print ads concise or changing web offers frequently. The document provides tips for writing effective headlines, body copy, captions and other elements for various advertising types.
a complete and comprehensive coverage of important concepts of marketing.presentation is designed such that marketer is able to understand and serve the consumer better.
This document discusses three models of communication:
1. The Continuous Loop Model, which is the earliest and simplest model showing the basic parts of the communication process, but assumes continuous communication.
2. The Shannon and Weaver Model, which was designed to be more practical based on a study of telephone calls, showing the sender, transmitter, receiver, noise, and potential message alteration.
3. Berlo's Listening Theory, which aimed to be all-inclusive but was never tested - it is therefore considered a theory rather than a true model. It considers elements like the emotions, knowledge, backgrounds, and abilities of both the sender and receiver.
This document discusses the growing challenge of innovation. It states that innovation is a top strategic priority and is necessary for survival as markets change rapidly due to competitive pressures, social evolutions, and technological advances. The document outlines barriers to innovation like organizational inertia and outlines a systems thinking approach as a potential solution to overcome barriers. It also discusses best practices for envisioning opportunities, identifying priority innovation areas, seeding ideas, and incubating concepts to achieve successful innovation.
The document discusses a new approach for managers dealing with problem employees. It suggests that managers shift responsibility for motivation from controlling employees to understanding them as individuals. The key points are:
1. Everyone has motivational energy that is often blocked at work due to stresses, frustrations or feeling uncared for by bosses.
2. Removing these blockages requires understanding the employee's perspective and participating in solutions rather than forcing arguments.
3. The first step is to understand the employee - what drives and blocks their motivation, how their expectations were formed, and what their world looks like. This requires looking inward at one's own role in problems rather than judging employees.
1. The document discusses various aspects of consumer behavior in India including a growing middle class, greater global exposure, and differentiated product requirements.
2. It also summarizes dynamics in the FMCG sector with an explosion of new products, markets, and players alongside increasing competition and supply chain issues.
3. Marketing cannot be standardized due to cross-cultural differences and fragmented markets. New products often fail with only 8% reaching the market and 83% failing to meet objectives.
This high-level summary distills the key topics and insights discussed across the multi-page document in under 3 sentences.
The document provides an overview of services marketing. It begins with an outline of 15 topics related to marketing different types of services. These include understanding services, service customers, managing service quality, and marketing specific industries like banking, insurance, telecom, tourism, and hospitality. The document then shifts to discussing the marketing machine and how different inputs can produce different marketing strategies. It provides perspectives on how marketers and consumers interact and the factors marketers can control versus those they cannot. Finally, it discusses realities of viewing marketing from different perspectives and comparing the marketer's view to the customer's view.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
3. Innovation is quoted as first strategic priority by
general managers
(source PIMS/IMD 99)
It is a question of survival
All markets are concerned!
(fatality doesn't ’exist !!) E.g.: the milk or water
markets…
INNOVATION
4. All brands, as strong as they are, need to
evaluate
even DAVID BOWIE AND MADONNA...
5. • Market pressure (with the paradoxical equation:
innovation/profit)
1. Competitive pressure
• Social evolutions (consumers are more and more
demanding and become « consumption » experts)
• Technological advances
KEY REASONS
6. What was true yesterday is not always true
today, even less tomorrow...
7. Innovating is more and more difficult
(70% of failures, copies, speed…)
The level of requirement is always
higher
3 key words : Anticipate - Decide –
Act
as fast as possible...
INNOVATION IS A GROWING CHALLENGE
8. Product creationProduct creation
Product creation is not to be viewed in the narrow sense ofProduct creation is not to be viewed in the narrow sense of
simply giving birth to a new product—but in a much broadersimply giving birth to a new product—but in a much broader
sense—product innovation, life cycle management. Productsense—product innovation, life cycle management. Product
creation in this sense becomes a complete process by itselfcreation in this sense becomes a complete process by itself
•Finding out what customers might need / wantFinding out what customers might need / want
•Generating ideas and technologies to meetGenerating ideas and technologies to meet
such needs and wantssuch needs and wants
•Developing, realizing, and launching a productDeveloping, realizing, and launching a product
•Providing supporting servicesProviding supporting services
9. Product creationProduct creation
Product /
Technology
Strategy
Development
And
planning
Product /
Project
management
Product
support
Technology and resource development
Idea management
Intelligence
development
10. Barriers to productBarriers to product
creationcreation
1. Terrible inertia of status quo.—we’ve always
done it this way. – rule of thumb –tried and tested kind of
mind set. –change initiators are viewed with skepticism.
2. Organizational legacy.
-functional specialization (pigeon hole)
-sequential working (relay race)
-too specialization can lead to unproductively
-needless iterative loops
-heavy handed hierarchy
11. Causes for success/ failureCauses for success/ failure
•Superficial market analysis 50%--(of which 60%due delay in
distribution. And 40% due overestimation of market
resources).
•Production problems—38% (of which 50% delay from
prototype to test market and 50% die difficulty in developing
final product)
•Insufficient financial resources—7%
•Commercialization problems—5%
Failurefactors•Product fit with market needs—85%
•Product fit with internal functional strengths—62%
•Technological superiority of the product—52%
•Top management support—45%
•use of new product process—33%
•Favorable competitive environment—31%
•Structure of new product organization—15%
Success
contributors
12. The systems mind set as a possibleThe systems mind set as a possible
solutionsolution
Aims at refocusing the organization on value creation.
•Find out main things customers care about.
•Determine how well your company meets these customer
expectations both despite and relative to competition
•Know about your competitor's plans to improve their product
and services.
•Develop a strategy specific on customer satisfaction areas to
catch up, to be on par, and to excel.
•Realign your internal processes, resources, and organizational
characteristics to deliver to the customer what you have
decided. Taking due care to ensure needs of the owners and
the employees are directly addressed
•Systems thinking eliminate fragmented thinking.
13. Create a vision forCreate a vision for
The futureThe future
Assess the firm’s
future
environment
Set strategic
Directions
and priorities
Define the
scope
of
innovation
To seeding stage
Envisioning opportunities (fertilization)Envisioning opportunities (fertilization)
Creating a vision.Creating a vision.
Answering the following simple but essential questions canAnswering the following simple but essential questions can
help in creating a visionhelp in creating a vision
1.1. What do want to stand for as a corporation?What do want to stand for as a corporation?
2.2. What kind of products do we want to offer?What kind of products do we want to offer?
3.3. What kind of customers do we want to serve?What kind of customers do we want to serve?
4.4. What do we want our products to mean to our customers?What do we want our products to mean to our customers?
17. IncubationIncubation
Fund and program
project
Conduct exploratory
R&D projects
Conduct advanced
Marketing projects
Start orientation
phase
Evaluate and plan
Product projects
Technical FeasibilityFrom seeding
stage
Concept
refinement
If needed
Market validation
Product planning
Product development project
18. Product concept
Highest possible volumeLowest target
Price/cost
Low product cost
Highest specs
Within the cost
Maximum customer
value
Overturning traditional
Price performance
relationship
Systematic questioning
of cost assumptions
Shared hierarchy of
attributes and
obsession with value
Understanding of
price /volume
relationship
Rethinking customer valueRethinking customer value