The document proposes a Market Readiness Level (MRL) metric to evaluate how ready a new product or service is to enter the market. The MRL is based on existing models and synthesizes them into 9 levels that a product must pass through. At each level, specific outputs and validations are required before advancing to the next level, to ensure the business model is validated and to prevent premature launch. The goal is to evaluate market fit and determine when to invest or launch, similar to how NASA's Technology Readiness Levels assess technology.
This document discusses the differences between how startups and large companies operate and innovate. It notes that startups search for an unknown business model through experimentation and pivoting, while large companies execute known business models. It also outlines different types of innovation that large companies can pursue, including disruptive, continuous, and process innovation. Challenges for large companies include balancing metrics and structures that focus on execution versus those needed for innovation. The document advocates for adopting startup-like approaches such as experimentation, prototyping, and iterating quickly within large organizations.
Supply Chain Management - Pengelolaan Permintaan dan Pengendalian Produksiharis fadilah
Dokumen tersebut membahas tentang pengelolaan permintaan dan perencanaan produksi. Terdapat beberapa strategi dalam menghadapi permintaan yang berfluktuasi seperti mengubah kapasitas produksi, menyimpan persediaan, atau memenuhi sebagian permintaan. Dokumen juga membahas mengenai sales and operation planning (SOP) dan collaborative planning, forecasting, and replenishment (CPFR) sebagai proses perencanaan bersama antarfungsi untuk mencapai kesepakatan
7 Principles of Highly Effective Sales & Operations PlanningSteelwedge
Steelwedge Agility Webinar Series
Presenter: Peter Bolstorff, author of Supply Chain Excellence
Successful supply chain planning is not just a function of ‘doing more’ leading practices. The best supply chain planning organizations have picked appropriate leading practices as dictated by the markets they serve and integrated them together with their chosen technology platform to achieve competitive advantage.
Sales and operations planning (S&OP) is a foundational leading practice that cuts across all industries, according to Peter Bolstorff, an internationally recognized supply chain practitioner, speaker, educator, consultant and author. Actionable research from Mr. Bolstorff’s project experience suggests that in addition to S&OP, the best supply chain planning organizations have adopted seven principles:
1. Systematic management of ‘master data’
2. Synchronized S&OP, tactical planning, and execution processes and horizons
3. Mature collaborative processes for both key customers and suppliers reconciling forecast, orders, and yearly volume
4. Data oriented understanding of the inputs to the forecast
5. Intense focus on ‘point-of-sale’ or ‘sell through’ data (versus sales orders and ‘sell in’)
6. Disciplined product life cycle management process
7. A continuous improvement approach to understanding consumer or user behavior
Join Peter and Steelwedge for an interactive webinar featuring examples of these principles from some of the best demand-driven organizations.
This presentation discusses attractiveness analysis, which involves analyzing aggregate market factors, category factors, and the environment. Category factors examined include size, growth rate, stage in product life cycle, cyclicity, seasonality, and profits. The analysis also considers threats from new entrants, bargaining power of buyers and suppliers, category rivalry, substitutes, and category capacity. Political, economic, social, and technological factors are also assessed.
Understanding Markets, Market Demand, and the Marketing EnvironmentSumit Pradhan
The document discusses key concepts for marketing decisions including marketing information systems, marketing intelligence, marketing research, and marketing decision support systems. It also covers measuring and forecasting demand, and understanding important macroenvironmental trends and forces in the areas of demographics, economics, natural environment, technology, politics/law, and socio-culture that impact marketing decisions.
Walmart Makes Big Data Part of Its DNA - Keynote PresentationMark van Rijmenam
Walmart has been utilizing big data since before the term existed, starting in the 1980s by optimizing its supply chain with data and statistics. It now collects over 2.5 petabytes of data from more than 1 million customer transactions per hour. Walmart aims to know every product and person in the world and connect them through transactions using its vast troves of customer and product data.
Building a Next Generation Clinical and Scientific Data Management SolutionSaama
This document describes a next-generation clinical/scientific data management solution presented by Saama Technologies. It discusses the components and benefits of building a patient data analytics solution, including reducing clinical trial costs and timelines through improved data acquisition, standardization, and analytics. The solution aims to address current challenges around clinical data management by providing a modern patient data platform with features like a patient data lake, metadata management, and machine learning capabilities.
This document discusses the differences between how startups and large companies operate and innovate. It notes that startups search for an unknown business model through experimentation and pivoting, while large companies execute known business models. It also outlines different types of innovation that large companies can pursue, including disruptive, continuous, and process innovation. Challenges for large companies include balancing metrics and structures that focus on execution versus those needed for innovation. The document advocates for adopting startup-like approaches such as experimentation, prototyping, and iterating quickly within large organizations.
Supply Chain Management - Pengelolaan Permintaan dan Pengendalian Produksiharis fadilah
Dokumen tersebut membahas tentang pengelolaan permintaan dan perencanaan produksi. Terdapat beberapa strategi dalam menghadapi permintaan yang berfluktuasi seperti mengubah kapasitas produksi, menyimpan persediaan, atau memenuhi sebagian permintaan. Dokumen juga membahas mengenai sales and operation planning (SOP) dan collaborative planning, forecasting, and replenishment (CPFR) sebagai proses perencanaan bersama antarfungsi untuk mencapai kesepakatan
7 Principles of Highly Effective Sales & Operations PlanningSteelwedge
Steelwedge Agility Webinar Series
Presenter: Peter Bolstorff, author of Supply Chain Excellence
Successful supply chain planning is not just a function of ‘doing more’ leading practices. The best supply chain planning organizations have picked appropriate leading practices as dictated by the markets they serve and integrated them together with their chosen technology platform to achieve competitive advantage.
Sales and operations planning (S&OP) is a foundational leading practice that cuts across all industries, according to Peter Bolstorff, an internationally recognized supply chain practitioner, speaker, educator, consultant and author. Actionable research from Mr. Bolstorff’s project experience suggests that in addition to S&OP, the best supply chain planning organizations have adopted seven principles:
1. Systematic management of ‘master data’
2. Synchronized S&OP, tactical planning, and execution processes and horizons
3. Mature collaborative processes for both key customers and suppliers reconciling forecast, orders, and yearly volume
4. Data oriented understanding of the inputs to the forecast
5. Intense focus on ‘point-of-sale’ or ‘sell through’ data (versus sales orders and ‘sell in’)
6. Disciplined product life cycle management process
7. A continuous improvement approach to understanding consumer or user behavior
Join Peter and Steelwedge for an interactive webinar featuring examples of these principles from some of the best demand-driven organizations.
This presentation discusses attractiveness analysis, which involves analyzing aggregate market factors, category factors, and the environment. Category factors examined include size, growth rate, stage in product life cycle, cyclicity, seasonality, and profits. The analysis also considers threats from new entrants, bargaining power of buyers and suppliers, category rivalry, substitutes, and category capacity. Political, economic, social, and technological factors are also assessed.
Understanding Markets, Market Demand, and the Marketing EnvironmentSumit Pradhan
The document discusses key concepts for marketing decisions including marketing information systems, marketing intelligence, marketing research, and marketing decision support systems. It also covers measuring and forecasting demand, and understanding important macroenvironmental trends and forces in the areas of demographics, economics, natural environment, technology, politics/law, and socio-culture that impact marketing decisions.
Walmart Makes Big Data Part of Its DNA - Keynote PresentationMark van Rijmenam
Walmart has been utilizing big data since before the term existed, starting in the 1980s by optimizing its supply chain with data and statistics. It now collects over 2.5 petabytes of data from more than 1 million customer transactions per hour. Walmart aims to know every product and person in the world and connect them through transactions using its vast troves of customer and product data.
Building a Next Generation Clinical and Scientific Data Management SolutionSaama
This document describes a next-generation clinical/scientific data management solution presented by Saama Technologies. It discusses the components and benefits of building a patient data analytics solution, including reducing clinical trial costs and timelines through improved data acquisition, standardization, and analytics. The solution aims to address current challenges around clinical data management by providing a modern patient data platform with features like a patient data lake, metadata management, and machine learning capabilities.
Generating ideas is not the issue. Executing on them is. This whitepaper discusses how manufacturers can improve new product development through strategic portfolio management, program execution management, product development, and manufacturing planning and validation. It emphasizes integrating people and processes through capabilities like requirements management, project planning, resource management, and risk management to foster sustainable innovation. Leading companies use product lifecycle management solutions to coordinate development teams and ensure new products meet market needs.
Executive Summary-Complex Development Approachh12robba
- The document discusses a "Complex Development Approach" for software-as-a-service startups to improve their chances of survival and growth.
- It argues that aiming solely for "product/market fit" is flawed and vague, and that vendors should instead focus on achieving scalability through iterative phases that partially satisfy larger market shares.
- The approach involves allocating resources between "development activities" to improve the product and "sales activities" to generate capital, and finding the proper balance between these allocations is key to sustaining growth.
A Proactive Attitude Toward Quality: The Project Defect ModelBen Linders
Over the last decade, the software industry has been investing heavily in software process improvement, such as CMM(I) initiatives. But achieving higher CMMI levels does not guarantee business success. Being able to define strategic business objectives and implementing a derived product development strategy with a proactive attitude toward quality determines whether one is successful in the long run.
This article focuses on the importance of quality, where the existing approach toward dealing with quality in the late testing phase is criticized. The author discusses how quality can be managed proactively, using an example from industry. Ericsson R&D Netherlands defined a project defect model and ran a pilot project to manage quality
throughout product development.
The document discusses competitive intelligence and disruptive innovation. It defines competitive intelligence as collecting and analyzing information to help companies make strategic, operational, and tactical decisions. It discusses techniques for analyzing competitors, customers, and technologies. It also introduces the concepts of sustaining and disruptive innovation, where sustaining innovations improve existing products but disruptive innovations introduce simpler, more affordable options.
1) Companies are looking beyond their core business to achieve growth through new areas that account for 42% of revenues by 2020.
2) Top innovators obtain a higher percentage of revenues from new products/services and break even faster than competitors. However, it is becoming increasingly difficult to stay ahead.
3) A framework called the Growth Accelerator Program helps companies create a shared vision for growth, find new growth opportunities, and deliver growth through roadmaps, pilots, and ensuring the right organization and culture.
This document discusses why sales and operations planning (S&OP) is so difficult for many companies. It summarizes the results of two quantitative surveys on S&OP and inventory management. The document finds that there are five main barriers that make S&OP challenging: 1) functional organizations have misaligned metrics, 2) a lack of understanding of the supply chain as a complex system, 3) a lack of organizational alignment, particularly between sales and operations, 4) a lack of balance in the S&OP process between commercial and operations needs, and 5) a reliance on spreadsheets rather than dedicated S&OP technologies. The document provides recommendations for overcoming each barrier, such as aligning metrics across functions and linking S&
The document discusses the challenges facing modern marketers in leveraging new technologies and marketing opportunities. It notes that while new tools exist, marketers struggle to implement them effectively due to issues like siloed data and resources, slow decision-making, and an inability to coordinate multichannel marketing efforts. The document argues that traditional marketing operations models are no longer viable and companies need a new, holistic approach to optimize people, processes, platforms, and partners in order to gain speed, insight, access, flexibility and security in their marketing.
Do you need a new product development strategysamatong
Firms often rely on a single new product development process for all projects, but this approach is misguided as different business contexts require different processes. Products for stable, mature markets need a process optimized for control and efficiency, while breakthrough products for emerging markets require a more flexible process focused on discovery. Applying a uniform best practice process ignores these differences and can lead to missed opportunities or products that do not meet goals. The article describes a framework developed by Hewlett-Packard to match development processes to specific project aims and business contexts.
ASSIGNMENT PROJECT FRONT SHEET CIM Membership Number Module TitleAudrey Britton
This document is a front sheet and report for a marketing assignment on analyzing metrics at a travel company called XXXXXXX. It includes a candidate declaration, table of contents, and sections analyzing the role of metrics in marketing decisions, the relationship between marketing and other business functions at XXXXXXX, and effective use of marketing metrics. The assignment totals 16 pages and analyzes metrics related to products, pricing, placement, and promotions to demonstrate marketing value and inform future planning.
Universal Association provides consulting services to help small and mid-sized businesses select optimal communication and collaboration platforms. They conduct in-depth analyses of client needs and the available platforms to make recommendations. Their services include an initial consultation, platform installation, and training. A cost-benefit analysis found their services have a projected 51% return on investment over three years. Client feedback was positive and they were receptive to Universal Association's flexible services and daily training rates.
The document introduces a framework for innovation success with five core focal areas:
1) Strategic Context - how the firm sets innovation strategies aligned with customer needs
2) Trajectories, Discovery and Insight - how the firm identifies trends and gathers customer insights
3) Systematic Innovation Process - how the firm conducts innovation activities consistently
4) Go to Market - how the firm executes the transition of ideas to commercial products
5) Enabling and Scalable Infrastructure - how the firm enables and scales innovation over time.
The framework is intended to simplify and accelerate innovation efforts by providing a common model.
This is the second deck of three which defines a collaborative innovation reference model. In this deck we identify five areas of consideration whenever an innovation effort is considered: Strategic context, Insights, Go To Market, enabling infrastructure and systematic innovation processes.
The document discusses innovations in supply chain management. It makes three key points:
1. While new technologies and concepts allow for greater supply chain insights and responsiveness, many organizations struggle to implement innovations effectively due to unclear strategies and contradictory goals.
2. An integral model is proposed to better translate organizational strategies into supply chain strategies, focusing on nine levers of value like financial parameters, business models, and operational excellence.
3. Games and workshops can help organizations gain a shared understanding of how operational choices impact overall performance and identify supply chain priorities like costs, quality, lead times, and flexibility.
Business Development Framework
To get from an idea down to volume production is a long way, don’t miss out important steps to have a successful launch.
The framework gives you a guideline to walk down the stony road into volume production.
Lincoln crowne merger & acquisition deal filters 2011 noteNick Assef
High level paper authored by Nicholas Assef on the strategic approach one should adopt in establishing 'deal filters' to prioritise merger & Acquisition targets
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/deconstruct-and-innovate-your-business-model/
The business model is at the core of any company’s corporate strategy. It defines how the company creates, delivers, and captures value.
Most tech startups fail because they lack a viable business model. Even for enterprises with established business models, they often need to revisit and innovate on their business models.
To understand the essence of a successful business model, first, let’s look at its 4 core components:
• Customer Value Proposition,
• Profit Formula,
• Key Resources, and
• Key Processes.
Customer Value Proposition
A successful company helps its customers get a “job” done. Doing the “job”—this is the “value” the business is delivering for its customer. For instance, Google helps customers with the job of finding information online. McDonalds helps customers with the job of feeding a greasy appetite quickly and cheaply. Flevy helps customers with the job of finding business documents they need for work.
High customer value proposition is correlated with
• Importance of the job to the customer;
• Low customer satisfaction with alternative options in the market; and
• Higher quality (or lower price) of your product relative to alternative options.
Profit Formula
It’s great to offer customers great value, but, as a business, the economics still need to work in your favor. We need to make money! This is the profit formula.
The profit formula is the blueprint that defines how the company creates value for itself, while providing value for the customer. The profit formula consists of numerous economic components, including:
• Revenue model
• Cost structure
• Margin model
• Asset turnover and velocity
Designing Successful International Go-To-Market StrategiesHans Bech
This white paper describes some of the challenges associated with international market penetration for software companies with long value chains. Further, it gives two real life examples of how companies have overcome these challenges using very different approaches.
Company XYZ changed from a channel-based approach to internationalization through acquisitions. Company ABC chose an international joint venture strategy to compensate for lack of staff and funds.
The Data-To-Business bridge model for business development organizationsMathieu Rioult
This is a methodology to extract, justify, apply and track actionable insights from a structured dataset and a cross-departments exchange. Please find its summarized mechanism below.
A simple “coordination & action” concept based on four pillars, their related key actions and two strong principles that feed your organization everyday: Growing Cells & “comestible” Fuel. Human Beings interacting and learning collaboratively & Structured data understandable and exploitable by them.
Thanks to both and the D2B bridge, your organization will be able to identify and implement actionable insights that will positively impact your overall business growth and organizational processes. Moreover, your organization will build by itself a learning machine that each individual will beneficiate from. Actions run by someone’s God Feeling appear now as obsolete. For sure, Alone, we go faster. But together, we go farer.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Generating ideas is not the issue. Executing on them is. This whitepaper discusses how manufacturers can improve new product development through strategic portfolio management, program execution management, product development, and manufacturing planning and validation. It emphasizes integrating people and processes through capabilities like requirements management, project planning, resource management, and risk management to foster sustainable innovation. Leading companies use product lifecycle management solutions to coordinate development teams and ensure new products meet market needs.
Executive Summary-Complex Development Approachh12robba
- The document discusses a "Complex Development Approach" for software-as-a-service startups to improve their chances of survival and growth.
- It argues that aiming solely for "product/market fit" is flawed and vague, and that vendors should instead focus on achieving scalability through iterative phases that partially satisfy larger market shares.
- The approach involves allocating resources between "development activities" to improve the product and "sales activities" to generate capital, and finding the proper balance between these allocations is key to sustaining growth.
A Proactive Attitude Toward Quality: The Project Defect ModelBen Linders
Over the last decade, the software industry has been investing heavily in software process improvement, such as CMM(I) initiatives. But achieving higher CMMI levels does not guarantee business success. Being able to define strategic business objectives and implementing a derived product development strategy with a proactive attitude toward quality determines whether one is successful in the long run.
This article focuses on the importance of quality, where the existing approach toward dealing with quality in the late testing phase is criticized. The author discusses how quality can be managed proactively, using an example from industry. Ericsson R&D Netherlands defined a project defect model and ran a pilot project to manage quality
throughout product development.
The document discusses competitive intelligence and disruptive innovation. It defines competitive intelligence as collecting and analyzing information to help companies make strategic, operational, and tactical decisions. It discusses techniques for analyzing competitors, customers, and technologies. It also introduces the concepts of sustaining and disruptive innovation, where sustaining innovations improve existing products but disruptive innovations introduce simpler, more affordable options.
1) Companies are looking beyond their core business to achieve growth through new areas that account for 42% of revenues by 2020.
2) Top innovators obtain a higher percentage of revenues from new products/services and break even faster than competitors. However, it is becoming increasingly difficult to stay ahead.
3) A framework called the Growth Accelerator Program helps companies create a shared vision for growth, find new growth opportunities, and deliver growth through roadmaps, pilots, and ensuring the right organization and culture.
This document discusses why sales and operations planning (S&OP) is so difficult for many companies. It summarizes the results of two quantitative surveys on S&OP and inventory management. The document finds that there are five main barriers that make S&OP challenging: 1) functional organizations have misaligned metrics, 2) a lack of understanding of the supply chain as a complex system, 3) a lack of organizational alignment, particularly between sales and operations, 4) a lack of balance in the S&OP process between commercial and operations needs, and 5) a reliance on spreadsheets rather than dedicated S&OP technologies. The document provides recommendations for overcoming each barrier, such as aligning metrics across functions and linking S&
The document discusses the challenges facing modern marketers in leveraging new technologies and marketing opportunities. It notes that while new tools exist, marketers struggle to implement them effectively due to issues like siloed data and resources, slow decision-making, and an inability to coordinate multichannel marketing efforts. The document argues that traditional marketing operations models are no longer viable and companies need a new, holistic approach to optimize people, processes, platforms, and partners in order to gain speed, insight, access, flexibility and security in their marketing.
Do you need a new product development strategysamatong
Firms often rely on a single new product development process for all projects, but this approach is misguided as different business contexts require different processes. Products for stable, mature markets need a process optimized for control and efficiency, while breakthrough products for emerging markets require a more flexible process focused on discovery. Applying a uniform best practice process ignores these differences and can lead to missed opportunities or products that do not meet goals. The article describes a framework developed by Hewlett-Packard to match development processes to specific project aims and business contexts.
ASSIGNMENT PROJECT FRONT SHEET CIM Membership Number Module TitleAudrey Britton
This document is a front sheet and report for a marketing assignment on analyzing metrics at a travel company called XXXXXXX. It includes a candidate declaration, table of contents, and sections analyzing the role of metrics in marketing decisions, the relationship between marketing and other business functions at XXXXXXX, and effective use of marketing metrics. The assignment totals 16 pages and analyzes metrics related to products, pricing, placement, and promotions to demonstrate marketing value and inform future planning.
Universal Association provides consulting services to help small and mid-sized businesses select optimal communication and collaboration platforms. They conduct in-depth analyses of client needs and the available platforms to make recommendations. Their services include an initial consultation, platform installation, and training. A cost-benefit analysis found their services have a projected 51% return on investment over three years. Client feedback was positive and they were receptive to Universal Association's flexible services and daily training rates.
The document introduces a framework for innovation success with five core focal areas:
1) Strategic Context - how the firm sets innovation strategies aligned with customer needs
2) Trajectories, Discovery and Insight - how the firm identifies trends and gathers customer insights
3) Systematic Innovation Process - how the firm conducts innovation activities consistently
4) Go to Market - how the firm executes the transition of ideas to commercial products
5) Enabling and Scalable Infrastructure - how the firm enables and scales innovation over time.
The framework is intended to simplify and accelerate innovation efforts by providing a common model.
This is the second deck of three which defines a collaborative innovation reference model. In this deck we identify five areas of consideration whenever an innovation effort is considered: Strategic context, Insights, Go To Market, enabling infrastructure and systematic innovation processes.
The document discusses innovations in supply chain management. It makes three key points:
1. While new technologies and concepts allow for greater supply chain insights and responsiveness, many organizations struggle to implement innovations effectively due to unclear strategies and contradictory goals.
2. An integral model is proposed to better translate organizational strategies into supply chain strategies, focusing on nine levers of value like financial parameters, business models, and operational excellence.
3. Games and workshops can help organizations gain a shared understanding of how operational choices impact overall performance and identify supply chain priorities like costs, quality, lead times, and flexibility.
Business Development Framework
To get from an idea down to volume production is a long way, don’t miss out important steps to have a successful launch.
The framework gives you a guideline to walk down the stony road into volume production.
Lincoln crowne merger & acquisition deal filters 2011 noteNick Assef
High level paper authored by Nicholas Assef on the strategic approach one should adopt in establishing 'deal filters' to prioritise merger & Acquisition targets
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/deconstruct-and-innovate-your-business-model/
The business model is at the core of any company’s corporate strategy. It defines how the company creates, delivers, and captures value.
Most tech startups fail because they lack a viable business model. Even for enterprises with established business models, they often need to revisit and innovate on their business models.
To understand the essence of a successful business model, first, let’s look at its 4 core components:
• Customer Value Proposition,
• Profit Formula,
• Key Resources, and
• Key Processes.
Customer Value Proposition
A successful company helps its customers get a “job” done. Doing the “job”—this is the “value” the business is delivering for its customer. For instance, Google helps customers with the job of finding information online. McDonalds helps customers with the job of feeding a greasy appetite quickly and cheaply. Flevy helps customers with the job of finding business documents they need for work.
High customer value proposition is correlated with
• Importance of the job to the customer;
• Low customer satisfaction with alternative options in the market; and
• Higher quality (or lower price) of your product relative to alternative options.
Profit Formula
It’s great to offer customers great value, but, as a business, the economics still need to work in your favor. We need to make money! This is the profit formula.
The profit formula is the blueprint that defines how the company creates value for itself, while providing value for the customer. The profit formula consists of numerous economic components, including:
• Revenue model
• Cost structure
• Margin model
• Asset turnover and velocity
Designing Successful International Go-To-Market StrategiesHans Bech
This white paper describes some of the challenges associated with international market penetration for software companies with long value chains. Further, it gives two real life examples of how companies have overcome these challenges using very different approaches.
Company XYZ changed from a channel-based approach to internationalization through acquisitions. Company ABC chose an international joint venture strategy to compensate for lack of staff and funds.
The Data-To-Business bridge model for business development organizationsMathieu Rioult
This is a methodology to extract, justify, apply and track actionable insights from a structured dataset and a cross-departments exchange. Please find its summarized mechanism below.
A simple “coordination & action” concept based on four pillars, their related key actions and two strong principles that feed your organization everyday: Growing Cells & “comestible” Fuel. Human Beings interacting and learning collaboratively & Structured data understandable and exploitable by them.
Thanks to both and the D2B bridge, your organization will be able to identify and implement actionable insights that will positively impact your overall business growth and organizational processes. Moreover, your organization will build by itself a learning machine that each individual will beneficiate from. Actions run by someone’s God Feeling appear now as obsolete. For sure, Alone, we go faster. But together, we go farer.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
1. Market Readiness Levels: Product Development Metrics for Investment
and Deployment Decision Making
Michael Mealling, Starbridge Venture Capital, Washington, DC.
Abstract
Investment professionals routinely analyze and evaluate, often in great detail, how a new product or
service progresses from initial idea to full production-ready entry into the market. While each firm has its
own strategies for analyzing this process, it is often useful to summarize that process into a simple metric
in order to quickly communicate the project’s status, compare it to a larger portfolio, or determine where
to allocate resources.
The process of developing a new technology is similarly just as complex, diverse, and context dependent.
Yet NASA has developed just such a summary metric in the form of Technology Readiness Levels
(TRLs) that has proven to be very useful in evaluating where a technology development effort is in its life
cycle. In this paper we will attempt to synthesize a Market Readiness Level (MRL) based on several
existing models (Sustainability, Cloudwatch Consortium, Demand Readiness Level, The Lean Startup).
The overarching goal is a metric that, from an investors view, helps indicate whether a viable business
model exists and what stage the new offering is at.
1. Existing Business Models
Each of the existing models for evaluating a new offering along its development path falls into two rough
categories: offering-centric and market-centric. The focus of this paper is on evaluating a specific effort
within a firm to develop a new offering so it will focus on the ‘offering-centric’ view but will pull various
concepts from ‘market-centric’ models. The overarching goal is a metric that meets the following criteria
that, at least from the investment world’s view, will drive a new offering toward responding to an actual
market need based on demonstrated facts.
Sustainability
In (Solberg Hjorth and Brem), the authors examine some of the same frameworks in order to evaluate the
market readiness level of various sustainability innovations. A key difference is that it represents one of
the few frameworks that includes the development of the organization responsible for the development in
the metric. While interesting, it is attempting to include organizational behavior metrics within the
framework that would be best included elsewhere and developed more fully. (Solberg Hjorth and
Brem)’s basic framework is listed here:
1. An acceptance that viable improvements can be made
2. Ability to highlight where the improvement can be made
3. Being able to identify what the system should do
4. Putting numbers on what is expected in terms of a solution, financially and technically
5. Ability to define how the system should operate and integrate
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2. 6. Identify on a component level what the system should be comprised of
7. An understanding of who should be planning, designing, and implementing the solution
8. Having contact with the people, internally or externally, who will design and create the solution
9. Solution is being created to solve a defined problem
Cloudwatch Consortium
The Cloudwatch Consortium is made up of European cloud service providers and focuses on government,
business, and research initiatives. In many cases, they deal with determining market readiness for both
cloud services and the initiatives they support.
This consortium is a combination of sections from the Business Model Canvas, validation steps from the
Lean Startup Methodology, and the Four Fits Model (Four Fits For $100M+ Growth — Brian Balfour).
The Business Model Canvas develops and validates the basic value proposition through direct
communication with potential customers, while the Lean Startup Methodology focuses on developing and
testing against a company's Minimum Viable Product.
An essential feature of the Cloudwatch Consortium model is how each section is focused on a higher level
conceptual step that has specific ‘gating functions’ before the next stage can begin. This is a feature
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3. NASA incorporated into Technology Readiness Levels. The requirements for exactly what outputs are
expected in order to progress to the next level are crystal clear.
Demand Readiness Levels
Demand Readiness Levels (F. Paun)DRL) (Florin Paun) were developed to have a direct, even
mathematical, relationship with TRLs. The general intent is that the sum of the DRL and TRL indicates
stages of investment and or market launch; e.g. a DRL of 1 but a TRL of 8 suggests a purely R&D
application whereas a DRL of 9 but a TRL of 3 suggests that increasing the technology development
budget was justified.
While correlating demand directly to the technology is an interesting approach, it imposes an unnecessary
structure on the steps of evaluating and documenting demand that often does not correlate to current best
practices. The mathematical relationship also runs the risk of bureaucracies adopting rigid guidelines on
the relationship that conceals important learnings from both metrics.
The Lean Startup - Steve Blank
Steve Blank, the author of The Startup Owner's Manual (Blank and Dorf), is credited with developing the
customer development methodology that forms the core of the “lean startup” movement standardized in
Eric Ries’, “The Lean Startup” (Ries). By 2014, many startup incubators adopted this new methodology
and investors were eager to invest in new companies that had proven market demand and tested business
models. In response to discussions with investors, Blank developed ‘Investment Readiness Level’ metrics
as a way for incubators and investors to quickly allocate effort and investment dollars.
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4. (Steve Blank)
2. Level Advancement Metrics
One of the key features of NASA’s TRL model is that it is very clear what steps need to be completed
before the technology can advance to the next level and what opportunities open up at each level. This
feature needs to exist within a Market Readiness Level (MRL) as well. With TRLs there are universally
applied metrics such as ‘Peer Reviewed Publication of Research’ or ‘Experimental Results Data that
Validates Predictions’. The exact details of the metrics used to prove moving from one step to the next are
situation specific. A Market Readiness Level is also situational and depends not only on the product or
service but on the market and the business model. In the case of a TRL, these metrics are usually obvious
and easily testable: did it work; did it work well enough; did it work long enough; etc.
The same can’t be said about MRLs. There is a long history of companies using ‘vanity metrics’ to
evaluate progress in a way that makes the company look exciting and popular but does not provide useful
information about how well the business model is working. This problem is significant enough in younger
companies that specifying the key metrics is considered a core piece of information to discover and refine
over time. It is also important that all aspects of the business model are measured, not just the financial
ones. The intent is to be able to evaluate the entire business model and improve it, not just measure the
outputs.
In the MRL model below, documentation of specific types of metrics are required deliverables in order to
advance to the next level.
3. Minimum Viable Products
Eric Ries, defined an MVP as “that version of a new product which allows a team to collect the maximum
amount of validated learning about customers with the least effort” (Ries). This goal is often lost in the
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5. product development process as an organization feels budget or time pressure to launch the product and
the low fidelity MVP becomes the product. This is where the discipline required by an external entity
measuring the process by the Market Readiness Level can keep the organization from fooling itself into
skipping steps.
The two key terms are “maximum” learning and “least” effort. The learning that is maximized is whether
the proposed solution matches the customer’s needs. It is not a prototype to validate whether the
engineering works, to demonstrate features, or to produce an actual production ready product.
Low Fidelity MVP
The role of a low fidelity MVP is to test the basic value proposition and determine whether the firm's
understanding of the problem matches the customer’s. Features that explore aspects of the business model
such as pricing, contractual terms, etc should be avoided unless they are a critical component of the
solution from the customer’s viewpoint. Firms will often discover that seeing the solution in some
concrete form for the first time triggers a customer’s own understanding of their problem and can often be
used to discover entirely new business models.
An important consideration for an MVP at this level is that the underlying technologies or processes may
not need to be proven. Many low fidelity MVPs substitute manual human labor for more difficult or
expensive features. This technique is colloquially known as flintstoning from the fact that Fred
Flintstone’s car looked like a car but had no engine, just Fred’s feet. For non-software MVPs, especially
deep-tech ones, this can be difficult but should not be discounted. It is important to be clear with the
customer that this is occurring so there is no deception.
High Fidelity MVP
The role of the high fidelity MVP is to refine and revalidate what was learned in Step 6 but also to begin
verifying that the complete business model matches the customer’s assumptions, especially with respect
to pricing, contract terms, partners, packaging, etc. This MVP can become the first iteration of the product
but that is not the goal. It is still valid to flintstone some administrative processes such as billing,
on-boarding, and support but the core product offering should be complete enough for the customer to
actually use the solution in real world situations.
If the high fidelity MVP is used beyond Step 7 it should be capable of capturing any of the key usage
metrics needed for subsequent Levels and post-launch iterations. The firm should avoid any pressure to
launch the high fidelity MVP as a final product or to skip Levels 6 through 9. This is the point where
pressure to launch can have considerable costs and consequences.
4. Proposed Market Readiness Level Model
The two main objectives of the MRL listed here are to prevent a product development team from fooling
itself into thinking it has a business model and to allow an external entity to evaluate how far a firm is
along the product development path. The MRL coupled with a TRL can tell quite a bit about how mature
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6. a technological product is. For example, a high TRL with a MRL that has gone through multiple
iterations, between Level 3 and Level 5, would suggest a solution in search of a problem. An MRL that
passes Level 6 but with a very low TRL suggests that additional R&D investment in the basic technology
is justified.
The framework outlined below is a synthesis of the above referenced source materials. As with TRLs, no
level should be skipped and each level’s required outputs should be fully documented. Returning to a
previous level to further validate assumptions and test hypotheses is not considered an error or failure.
The process is the goal and a ‘No-Go’ decision is just as valid and important as a ‘Go’ decision;
especially when it prevents wasteful or even distorting expenditure of resources.
Level 0 - Perceived Need
The first stage of any product development process is understanding a given industry or market
segment well enough to be able to have an informed intuition that a problem exists and that a
solution might be possible. At this stage, the idea is only roughly formed but market research and
information gathering should be done. Subject matter experts can be consulted but none of the
information gathered should be considered as trustable validation that the intuition is valid. Any
notional solutions should be documented but they are not considered part of the output of this
Level.
Output: Documentation of conversations, existing market research, and rough outlines of the
problem
Level 1 - Notional Value Proposition
Prerequisite: Documentation related to the general market and the problem from subject matter
experts
At this level, it is permissible to develop notional solutions to the problem in order to write the
notional value propositions. Developing a value proposition statement is not a trivial process. It
must be stated from the point of view of the customer and their perception of the problem.
Output: At least one draft value proposition statement
Level 2 - Notional Customer Characterisation
Prerequisite: One or more value propositions and market documentation
Using the value propositions from Level 1 and information from subject matter experts, including
potential customers, fill in the right side of the Business Model Canvas with testable views of the
customer relationships, segments, channels, and revenue streams. The closer to the bottom of the
chart the less specific it should be because you do not know enough at this point to describe
revenue streams or channels in any detail.
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7. Output: Business Model Canvas with the right side completed and potential customers identified
to validate the value proposition and the canvas
Level 3 - Customer Discovery
Prerequisite: One or more Business Model Canvases and a statistically significant number of
customers to interview
Customer discovery is an art that has much in common with psychiatry. The key task is for the
potential customer to communicate their problems and thoughts in their own voice and not in
response to any prompting by the interviewer. At this stage, there should be no mockups or
detailed discussions of solutions. The goal is to document whether the identified customers are
the right ones, whether they do indeed have the problem you have identified, and finally, how
painful is that problem.
The most important aspect of this Level is that there must be NO attempt to convince the
customer that the problem exists or that the interviewer has any solution to the problem. The
interviewer must not interpret or filter what the customers have to say.
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8. This is the first step in the process where the goal is to prevent the firm from fooling itself. It is
also expected that the firm will iterate at this Level several times.
Output: A Business Model Canvas with the entire right side validated from customer feedback
plus documented interviews of potential customers with the goal of understanding their view of
the problem, solutions they may have tried previously, underlying assumptions surrounding the
problem, the potential value of a solution without identifying your specific solution, and the
financial value of having the problem solved. Wherever possible, this documentation should be a
recording to prevent the firm from misinterpreting the customer’s statements.
Level 4 - Low-Fi MVP Design
Prerequisite: A customer-validated Business Model Canvas
Using the feedback from the previous Level, identify the expected functionality of a solution and
build a low fidelity minimum viable product (MVP). The low fidelity MVP should only provide
enough of the solution for the customer to evaluate whether it actually solves their problem. The
MVP can include tests of the business model in order to gauge the customer's view of the value.
Output: A low fidelity MVP, metrics to quantify how well the Canvas and previous hypotheses
match actual customer usage, and a set of diverse customers large enough to be statistically
significant
Level 5 - Low-Fi MVP Campaign
Prerequisite: Low Fidelity MVP, a statistically significant number of candidate customers (at a
minimum), and a set of hypotheses to be tested
A testing campaign is run against the customers identified in Level 4. Wherever possible, the
customer must be allowed to interact with the MVP as unattended and uncoached as possible. As
with previous Levels, the goal is to understand the MVP and the problem/solution it embodies
from the customer’s point of view, not to sell them on the solution.
It is expected that the firm will iterate considerably between Levels 3, 4, and 5 as these form the
core of understanding the problem well enough to make the customer happy.
Output: Usage metrics and all feedback from customers and stakeholders
Level 6 - Revalidate Solution and Model
Prerequisite: Metrics and feedback from the Low-Fi MVP
Based on data from MVP, re-validate the entire Canvas against the expected Metrics. If they do
not match then return to Level 4 and create tests sufficient to explain the discrepancies. If the
predictions do match then solidify Partner agreements, access to Key Resources, and any details
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9. sufficient to fully test the Business Model. The result should be a complete and validated Canvas
with sufficient data to make a Go/No-Go decision to move a High Fidelity MVP.
Output: A fully validated Canvas and all resources necessary to build and test a Hi-Fi MVP.
Level 7 - High-Fi MVP Campaign
Prerequisite: All information necessary to create a Hi-Fi MVP able to test all aspects of the
customer problem, the solution, and the business model.
Build and deploy an early adopter campaign using updated HIGH FIDELITY MVP , including
instrumentation around Metrics, integration with Partners, and exposure of the business model(s).
A High Fidelity MVP capable of testing and iterating on the basic business model, including all
customers and stakeholders. It is OK for this MVP to generate revenue but it is not required. All
Metrics necessary for a "go to market" decision must be included.
Output: Data, customer feedback, and metrics
Level 8 - Validate Against Model
Prerequisite: All data related to the Hi-Fi MVP sufficient to prove traction between statistically
significant number of paying customers and MVP's business model. All Metrics fit or exceed the
model and any discrepancies are understood.
The results from the high fidelity MVP are analyzed and the final Canvas is updated. The final
Canvas and all Metrics and assumptions are communicated to all stakeholders
Output: A validated business model
Level 9 - Go to Market
Prerequisite: A validated business model
Metrics and all gained knowledge allow sufficient confidence in cost, revenue and market
projections to financially justify building the full customer solution. A decision is made to either
develop the go to market solution and launch, to abandon the effort, or to iterate on previous
steps.
Output: A yes or no decision to launch
5. Conclusion
The Market Readiness Levels outlined here should prevent a firm from fooling itself into believing there
is a market and also help the firm or outside investors gauge whether further investment in the product
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10. development effort is warranted. Firms and investors are cautioned to not view multiple iterations at
various Levels as a mistake or an error as long as the iterations are converging. All data produced at each
level should be preserved since market conditions and technologies can change and what may have
looked like a failed business model may become relevant again.
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11. Citations
Blank, Steve, and Bob Dorf. The Startup Owner’s Manual: The Step-by-Step Guide for Building a Great
Company. Studyguide for the Startup Owners Manual : The Step-by-Step Guide for Building a Great
Company. 2013.
Four Fits For $100M+ Growth — Brian Balfour. https://brianbalfour.com/four-fits-growth-framework.
Accessed 14 Dec. 2020.
Paun, F. “Demand Readiness Level as Equilibrium Tool for the Hybridization between Technology Push
and Market Pull Approaches.” ANR-ERANET Workshop. 8th February, 2011.
Paun, Florin. “The Demand Readiness Level Scale as New Proposed Tool to Hybridise Market Pull with
Technology Push Approaches in Technology Transfer Practices.” Technology Transfer in a Global
Economy, 2012, pp. 353–66, doi:10.1007/978-1-4614-6102-9_18.
Ries, Eric. The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create
Radically Successful Businesses. Currency, 2011.
Solberg Hjorth, Sune, and Alexander Michael Brem. “How to Assess Market Readiness for an Innovative
Solution: The Case of Heat Recovery Technologies for SMEs.” Sustainability: Science Practice and
Policy, vol. 8, no. 11, Multidisciplinary Digital Publishing Institute, Nov. 2016, p. 1152.
Steve Blank. 1 July 2014,
https://steveblank.com/2014/07/01/how-investors-make-better-decisions-the-investment-readiness-le
vel/.
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