This document outlines concepts in product and brand strategy from a marketing class. It discusses key aspects of product management including product design and product strategy. It provides examples of products that could and could not be created for the class. It also covers topics like how to gather customer inputs for product design through qualitative and quantitative methods. New product development stages and costs are outlined. The document concludes with discussions on product strategy, the Bass model for new product sales over time, and challenges managing a brand over the years in market.
UNIKEN is a technology innovation and product engineering firm that develops high-quality products to meet customer needs. It has over 50 engineers and researchers who use patented design methods to take innovations from concept to production. UNIKEN invests in technology R&D and has offices in the US and India to serve customers globally.
Assessing the commercialization potential of research-grounded technology projects is necessitated by the high failure rate and resulting in high cost of technologies either prior to reaching the market or once in the market. As a result, technology transfer offices (TTO) resort to preliminary assessments to get a first idea of the technologies’ commercial potential and select the most promising ones in case of limited resources. A set of criteria to perform such evaluations is provided here, which can be used by the TTO either in a continuous manner or through punctual calls for proposal.
www.FITT-for-Innovation.eu
ANY Corp is a manufacturer of medical and industrial displays established in 1995. It produces monitors in sizes ranging from 15-82 inches for applications such as medical, signage, kiosks, and DID. The document provides an overview of ANY Corp's history, products, customers, and technical specifications.
Personas & Scenarios: tools for user and customer-centered innovation and mar...Claire-Juliette Beale
Introduction to Personas & Scenarios for the Product Development and Management Association by Claire-Juliette Beale, Chief Consultant, Innovate2market with Linda Daly, Consumer Optics Research Manager, Britax Child Safety. The presentation was followed by a hands-on case study not included here. The event was held in Charlotte, NC, June 18, 2009 (www.pdma.org/carolinas).
Slides from my talk at UCD2012 (London) and UX Cambridge 2012.
Case study of how I run research at music start up Songkick and insight into our product development process
Link to a video of the same talk at Bunnytalk
http://www.bunnyfoot.com/blog/?p=1886&preview=true (15 mins - excluding Q&A)
The document appears to show sales data over time for a marketing class (Mktg 559). It includes the following information:
- Sales percentages over time for Mktg 559 that decrease from 45% to 10%
- Rotten tomato critic ratings and box office revenues (in millions of dollars) for four movies labeled Lee's
- The final box office revenues and production costs (in millions of dollars) for the four movies
The data suggests that it is examining the diffusion of new movie releases over time and comparing box office revenues to production costs using percentages, critic ratings, revenues and costs.
This document provides information about navigating a course. It likely contains sections on finding assignments, accessing lectures and materials, communicating with instructors and peers, and understanding course structure and expectations. The goal is to help students understand how to be successful in the course by utilizing all available resources and tools for learning.
UNIKEN is a technology innovation and product engineering firm that develops high-quality products to meet customer needs. It has over 50 engineers and researchers who use patented design methods to take innovations from concept to production. UNIKEN invests in technology R&D and has offices in the US and India to serve customers globally.
Assessing the commercialization potential of research-grounded technology projects is necessitated by the high failure rate and resulting in high cost of technologies either prior to reaching the market or once in the market. As a result, technology transfer offices (TTO) resort to preliminary assessments to get a first idea of the technologies’ commercial potential and select the most promising ones in case of limited resources. A set of criteria to perform such evaluations is provided here, which can be used by the TTO either in a continuous manner or through punctual calls for proposal.
www.FITT-for-Innovation.eu
ANY Corp is a manufacturer of medical and industrial displays established in 1995. It produces monitors in sizes ranging from 15-82 inches for applications such as medical, signage, kiosks, and DID. The document provides an overview of ANY Corp's history, products, customers, and technical specifications.
Personas & Scenarios: tools for user and customer-centered innovation and mar...Claire-Juliette Beale
Introduction to Personas & Scenarios for the Product Development and Management Association by Claire-Juliette Beale, Chief Consultant, Innovate2market with Linda Daly, Consumer Optics Research Manager, Britax Child Safety. The presentation was followed by a hands-on case study not included here. The event was held in Charlotte, NC, June 18, 2009 (www.pdma.org/carolinas).
Slides from my talk at UCD2012 (London) and UX Cambridge 2012.
Case study of how I run research at music start up Songkick and insight into our product development process
Link to a video of the same talk at Bunnytalk
http://www.bunnyfoot.com/blog/?p=1886&preview=true (15 mins - excluding Q&A)
The document appears to show sales data over time for a marketing class (Mktg 559). It includes the following information:
- Sales percentages over time for Mktg 559 that decrease from 45% to 10%
- Rotten tomato critic ratings and box office revenues (in millions of dollars) for four movies labeled Lee's
- The final box office revenues and production costs (in millions of dollars) for the four movies
The data suggests that it is examining the diffusion of new movie releases over time and comparing box office revenues to production costs using percentages, critic ratings, revenues and costs.
This document provides information about navigating a course. It likely contains sections on finding assignments, accessing lectures and materials, communicating with instructors and peers, and understanding course structure and expectations. The goal is to help students understand how to be successful in the course by utilizing all available resources and tools for learning.
Conversion conference london nov 2011 - multi channel testing - craig sullivanCraig Sullivan
Cross channel testing tips including how to optimise your call tracking, call centres, contact methods, contact flows. Also how to deflect, manage or remove cost from contact handling.
This set of slides also covers our optimisation process, results and shows some case studies.
If you're a serious marketer, cross channel is going to be vital for you in 2012.
A Product Improvement Decision Making ProcessJan König
This document outlines a process for product improvement decision making at SaaS startups. The process begins with analyzing macro metrics to identify areas for improvement. Next, customer development is conducted through user interviews and lifecycle analysis to diagnose specific issues. The team then brainstorms hypotheses for changes and tests ideas through usability tests and split testing. Finally, metrics are reanalyzed to validate whether the changes improved user behavior or indicate where further analysis is needed. The process is meant to encourage startups to regularly act on metrics insights.
Business Patterns presentation @ Oredev 2012allan kelly
This document summarizes Allan Kelly's presentation at Oredev in Malmo, Sweden in November 2012. Kelly discussed several business patterns for software developers, including keeping product variations simple to reduce costs, having account managers work in pairs to handle commercial and technical customer issues, and using patterns sequences to link patterns and their consequences. Kelly also promoted his book "Business Patterns for Software Developers" which describes 38 patterns for software businesses.
This document compares and contrasts leadership, decision making, motto, customers, customer approach, value chain, marketing, portfolio/design/pricing, talented employees, design approach, user experience, and corporate facts between Apple and Google. It discusses that Apple is led by Steve Jobs and focuses on consumers, controls its retail stores, emphasizes marketing, and has a focused product line emphasizing simplicity and luxury. In contrast, Google is led by Larry Page and Sergey Brin and focuses on advertisers, uses an open source model without retail stores, de-emphasizes marketing, and has a more diversified portfolio.
The document discusses how automation may or may not kill creative marketing and how work is changing. It talks about the continued importance of creativity. It also discusses how collaboration changes with creative agencies. The presentation covers defining big ideas, evaluating big ideas internally and externally, and examples of big long ideas for targets like IT and general counsel.
Here are the main tasks and places users engage with on this site:
Tasks:
- View stories
- Log in
- Create account
Places:
- Landing page
- Story page
- Comments section
The key metrics would be:
- Bounce rate from landing page
- Time on site
- Engagement (votes, comments)
- Conversion to registered users
Let me know if you need any clarification or have additional questions!
The document discusses mistake proofing (Poka Yoke) techniques. It provides examples of mistake proofing devices used in various processes to prevent defects from occurring. The key steps in mistake proofing are to identify the defect, its root cause, and develop a device to prevent mistakes and signal errors. Mistake proofing aims to prevent defects at the source of production to improve quality and reduce waste from rework and inspection.
AnswerLab enables clients to optimize, learn, and validate their customer experience through user research methods. The document outlines 8 habits of customer-obsessed companies: 1) eliminate risk, 2) know your customers, 3) study the competition, 4) validate concepts, 5) iterate designs, 6) be creative, 7) measure impact, and 8) use the right research methods. It provides examples of how companies implement each habit through user-centered design, testing, analytics, and other approaches.
This document is a resume for Jamila Mehio. It summarizes her education at the American University of Beirut where she studied Business Administration and Studio Arts. It also outlines her professional experience as a marketer, intern, and various roles in student organizations. Her skills and qualifications include proficiency in various computer programs, languages, and first aid certification. Past projects are listed relating to marketing campaigns, research, and store/retail concepts.
How To Conduct a Market Analysis - SD Forum's Crafting A Fundable Roadmap For...Steve Tennant
How to conduct market analysis - a roadmap for startups. Presented at Software Development Forum March 31, 2009. Steve Tennant, Tennant Consulting, www.tennantconsulting.com. Tip of the hat to Scott Schwertly from Ethos3 Communications for "Meet ____" presentation format.
This document discusses innovation challenges and knowledge transfer in the digital era. It provides examples of both incremental and radical innovations, as well as disruptive innovations that break market rules. Key factors for innovation are identified as culture, governance, strategy, and process. Culture requires an innovative DNA and qualities like quickness, openness, teamwork, focus, and positivity. Governance involves defining roles for leadership, R&D, and other functions. Strategy requires strategic alignment with the company and flexibility to spin out non-aligned projects. Process involves defining a clear innovation funnel with multiple steps of validation and testing from ideas to implementation. Open innovation and listening to consumer trends and scenarios are also emphasized for driving innovation.
The document discusses a living lab for small and medium enterprises (SMEs) to involve users in the product development process from an early stage. Some key benefits mentioned include detecting unintended problems or opportunities through active user involvement, conducting multi-method research to enrich products academically, and allowing technologies to be domesticated by users rather than just consumed. The living lab offers services to SMEs to help fast track the process from ideation to demonstration through co-creation with various user types and extra funding and support opportunities.
People & Process (Euro IA 2012) with Birgit GeibergerPeter Boersma
People in the field of user experience are taught that empathy for the end-user is the holy grail. We believe that, by studying your fellow project team members and identifying their needs, you can develop another type of empathy, one that may prove to be more important for business success.
We will explain the concept of communication styles, help you identify your own style and that of co-workers. By walking you through the extended user experience design process and introducing stereotypes of the people you will meet on the way, we will show you how to adapt your style to others, to ensure you will be heard during the process
(Presented at Euro IA, on September 28, 2012, with Birgit Geiberger)
People in the field of user experience are taught that empathy for the end-user is the holy grail. We believe that, by studying your fellow project team members and identifying their needs, you can develop another type of empathy, one that may prove to be more important for business success.
We will explain the concept of communication styles, help you identify your own style and that of co-workers. By walking you through the extended user experience design process and introducing stereotypes of the people you will meet on the way, we will show you how to adapt your style to others, to ensure you will be heard during the process.
The document is an outline for a PowerPoint presentation about product design and services. It includes topics like product strategy options, product life cycles, generating new products, product development systems, quality function deployment for product design, defining products and services, and applying decision trees to product issues. The outline contains learning objectives that focus on defining products and services, production documents, customer participation in design and production of services, and applying decision trees to product design.
Hugo Borelli Resende presented on open innovation initiatives in Brazil at an Embraer event. Embraer follows a staged R&D model moving from basic research to applied research to advanced technology development and validation before product development. Embraer has partnerships globally including in the US, Europe, China and Singapore and has over 3,800 engineers. Embraer develops commercial, executive and defense aircraft simultaneously and its revenues have grown significantly since the late 1990s as exports account for over 96% of its business.
This is a high-level overview for planning R&D projects to reach an implementation phase within the internal organization.
All work shared here is non-sensitive intellectual property of all research partners involved.
Conversion conference london nov 2011 - multi channel testing - craig sullivanCraig Sullivan
Cross channel testing tips including how to optimise your call tracking, call centres, contact methods, contact flows. Also how to deflect, manage or remove cost from contact handling.
This set of slides also covers our optimisation process, results and shows some case studies.
If you're a serious marketer, cross channel is going to be vital for you in 2012.
A Product Improvement Decision Making ProcessJan König
This document outlines a process for product improvement decision making at SaaS startups. The process begins with analyzing macro metrics to identify areas for improvement. Next, customer development is conducted through user interviews and lifecycle analysis to diagnose specific issues. The team then brainstorms hypotheses for changes and tests ideas through usability tests and split testing. Finally, metrics are reanalyzed to validate whether the changes improved user behavior or indicate where further analysis is needed. The process is meant to encourage startups to regularly act on metrics insights.
Business Patterns presentation @ Oredev 2012allan kelly
This document summarizes Allan Kelly's presentation at Oredev in Malmo, Sweden in November 2012. Kelly discussed several business patterns for software developers, including keeping product variations simple to reduce costs, having account managers work in pairs to handle commercial and technical customer issues, and using patterns sequences to link patterns and their consequences. Kelly also promoted his book "Business Patterns for Software Developers" which describes 38 patterns for software businesses.
This document compares and contrasts leadership, decision making, motto, customers, customer approach, value chain, marketing, portfolio/design/pricing, talented employees, design approach, user experience, and corporate facts between Apple and Google. It discusses that Apple is led by Steve Jobs and focuses on consumers, controls its retail stores, emphasizes marketing, and has a focused product line emphasizing simplicity and luxury. In contrast, Google is led by Larry Page and Sergey Brin and focuses on advertisers, uses an open source model without retail stores, de-emphasizes marketing, and has a more diversified portfolio.
The document discusses how automation may or may not kill creative marketing and how work is changing. It talks about the continued importance of creativity. It also discusses how collaboration changes with creative agencies. The presentation covers defining big ideas, evaluating big ideas internally and externally, and examples of big long ideas for targets like IT and general counsel.
Here are the main tasks and places users engage with on this site:
Tasks:
- View stories
- Log in
- Create account
Places:
- Landing page
- Story page
- Comments section
The key metrics would be:
- Bounce rate from landing page
- Time on site
- Engagement (votes, comments)
- Conversion to registered users
Let me know if you need any clarification or have additional questions!
The document discusses mistake proofing (Poka Yoke) techniques. It provides examples of mistake proofing devices used in various processes to prevent defects from occurring. The key steps in mistake proofing are to identify the defect, its root cause, and develop a device to prevent mistakes and signal errors. Mistake proofing aims to prevent defects at the source of production to improve quality and reduce waste from rework and inspection.
AnswerLab enables clients to optimize, learn, and validate their customer experience through user research methods. The document outlines 8 habits of customer-obsessed companies: 1) eliminate risk, 2) know your customers, 3) study the competition, 4) validate concepts, 5) iterate designs, 6) be creative, 7) measure impact, and 8) use the right research methods. It provides examples of how companies implement each habit through user-centered design, testing, analytics, and other approaches.
This document is a resume for Jamila Mehio. It summarizes her education at the American University of Beirut where she studied Business Administration and Studio Arts. It also outlines her professional experience as a marketer, intern, and various roles in student organizations. Her skills and qualifications include proficiency in various computer programs, languages, and first aid certification. Past projects are listed relating to marketing campaigns, research, and store/retail concepts.
How To Conduct a Market Analysis - SD Forum's Crafting A Fundable Roadmap For...Steve Tennant
How to conduct market analysis - a roadmap for startups. Presented at Software Development Forum March 31, 2009. Steve Tennant, Tennant Consulting, www.tennantconsulting.com. Tip of the hat to Scott Schwertly from Ethos3 Communications for "Meet ____" presentation format.
This document discusses innovation challenges and knowledge transfer in the digital era. It provides examples of both incremental and radical innovations, as well as disruptive innovations that break market rules. Key factors for innovation are identified as culture, governance, strategy, and process. Culture requires an innovative DNA and qualities like quickness, openness, teamwork, focus, and positivity. Governance involves defining roles for leadership, R&D, and other functions. Strategy requires strategic alignment with the company and flexibility to spin out non-aligned projects. Process involves defining a clear innovation funnel with multiple steps of validation and testing from ideas to implementation. Open innovation and listening to consumer trends and scenarios are also emphasized for driving innovation.
The document discusses a living lab for small and medium enterprises (SMEs) to involve users in the product development process from an early stage. Some key benefits mentioned include detecting unintended problems or opportunities through active user involvement, conducting multi-method research to enrich products academically, and allowing technologies to be domesticated by users rather than just consumed. The living lab offers services to SMEs to help fast track the process from ideation to demonstration through co-creation with various user types and extra funding and support opportunities.
People & Process (Euro IA 2012) with Birgit GeibergerPeter Boersma
People in the field of user experience are taught that empathy for the end-user is the holy grail. We believe that, by studying your fellow project team members and identifying their needs, you can develop another type of empathy, one that may prove to be more important for business success.
We will explain the concept of communication styles, help you identify your own style and that of co-workers. By walking you through the extended user experience design process and introducing stereotypes of the people you will meet on the way, we will show you how to adapt your style to others, to ensure you will be heard during the process
(Presented at Euro IA, on September 28, 2012, with Birgit Geiberger)
People in the field of user experience are taught that empathy for the end-user is the holy grail. We believe that, by studying your fellow project team members and identifying their needs, you can develop another type of empathy, one that may prove to be more important for business success.
We will explain the concept of communication styles, help you identify your own style and that of co-workers. By walking you through the extended user experience design process and introducing stereotypes of the people you will meet on the way, we will show you how to adapt your style to others, to ensure you will be heard during the process.
The document is an outline for a PowerPoint presentation about product design and services. It includes topics like product strategy options, product life cycles, generating new products, product development systems, quality function deployment for product design, defining products and services, and applying decision trees to product issues. The outline contains learning objectives that focus on defining products and services, production documents, customer participation in design and production of services, and applying decision trees to product design.
Hugo Borelli Resende presented on open innovation initiatives in Brazil at an Embraer event. Embraer follows a staged R&D model moving from basic research to applied research to advanced technology development and validation before product development. Embraer has partnerships globally including in the US, Europe, China and Singapore and has over 3,800 engineers. Embraer develops commercial, executive and defense aircraft simultaneously and its revenues have grown significantly since the late 1990s as exports account for over 96% of its business.
This is a high-level overview for planning R&D projects to reach an implementation phase within the internal organization.
All work shared here is non-sensitive intellectual property of all research partners involved.
31. New Product Development as a Sequential
Process of Stages with Explicit Deliverables!
Booz-Allen & Hamilton!
URBAN & HAUSER!
New Product! OPPORTUNITY !
Development Strategy! IDENTIFICATION!
Idea Generation!
DESIGN!
0 - 5% of costs! Screening & Evaluation!
Concepts!
Business Analysis!
TESTING &!
IMPROVING!
5 - 30% of costs! Development!
LAUNCH!
Testing!
10 - 20% of costs! Commercialization!
60 - 80% of costs!
Tuesday, June 7, 2011
32. Customer inputs to
Product Design
Depth Interviews
QUALITATIVE Focus Groups
Expert Judgement
Standard Surveys Product use test
Concept Tests Pre Test Market
QUANTITATIVE Perceptual Maps Test Market
Conjoint Analysis Electronic Test Market
PRE-PROTOTYPE POST-PROTOTYPE
Tuesday, June 7, 2011
33. Customer inputs to
Product Design
Depth Interviews
QUALITATIVE Focus Groups
Expert Judgement
Information Pump
Standard Surveys Product use test
Concept Tests Pre Test Market
QUANTITATIVE Perceptual Maps Test Market
Conjoint Analysis Electronic Test Market
PRE-PROTOTYPE POST-PROTOTYPE
Tuesday, June 7, 2011
34. Customer inputs to
Product Design
Depth Interviews
QUALITATIVE Focus Groups
Expert Judgement
Information Pump
Standard Surveys Product use test
Concept Tests Pre Test Market
QUANTITATIVE Perceptual Maps Test Market
Conjoint Analysis Electronic Test Market
QFD - House of Quality
Functional Decomposition
PRE-PROTOTYPE POST-PROTOTYPE
Tuesday, June 7, 2011
35. Customer inputs to
Product Design
Depth Interviews
QUALITATIVE Focus Groups
Expert Judgement
Information Pump
Standard Surveys Product use test
Concept Tests Pre Test Market
QUANTITATIVE Perceptual Maps Test Market
Conjoint Analysis Electronic Test Market
QFD - House of Quality
Marketing Strategy
Functional Decomposition
PRE-PROTOTYPE POST-PROTOTYPE
Tuesday, June 7, 2011
38. Product strategy:
using Consumer feedback
to beat competition
Tuesday, June 7, 2011
39. New!
sales!
per year!
WHEN are consumers
likely to buy?
THE BASS MODEL
Years in Market!
Tuesday, June 7, 2011
40. Cindy ‘the
brand
100% manager’ gets
promoted
Steve, her
Who do replacement,
gets fired
you want to
John, ‘the
be? caretaker’,
takes over
Years in market
Tuesday, June 7, 2011
43. For the next class
Two articles on Information Pump
• Simple
• Technical
Read them and come prepared to discuss
• Identifying needs - strengths and weaknesses of FGD,
Depth Interviews, Expert Opinion, Information Pump
Bring a new product to class that you can show and
explain
Tuesday, June 7, 2011