This document summarizes a workshop on product design to achieve market leadership. It discusses the different stages of product development from disruptive innovation to brand extension. Each stage involves different types of customers, goals, and approaches to product development, testing, and marketing. The workshop objectives are to differentiate disruptive and sustaining technologies, identify the development stage of new products, and discuss strategies to compress development timelines and manage product portfolios.
This document provides an overview of the design firm IDEO and discusses a case where they were asked to design a new handheld computer called the Visor for Handspring on an accelerated 10 month timeline. This would require IDEO to cut many of their early development stages focused on user research and prototyping. The document outlines the alternatives available to IDEO, including not accepting the project, only accepting if more time is given, or negotiating for more time while still accepting. It suggests the possible solution of requesting more time for proper market research and development to create a high quality product, or engaging in what research they can before design if time cannot be extended.
The document provides information about German Precision Optics (GPO) catalog for hunting and outdoor products. It includes sections about GPO's philosophy, mission, and quality standards. The bulk of the document lists and provides specifications for GPO's binoculars, laser rangefinders, and riflescopes. The binocular lines include the premium PASSION HD and PASSION ED lines, and the riflescope lines include the SPECTRA and PASSION models. Technical specifications are provided for several models within these lines.
Digital Display throught the eyes of the consumerShane Smith
This document describes a research study that used eye tracking methodology to analyze how consumers interact with digital displays and advertising. Key findings include:
- Creative content significantly impacted consumer engagement, with time spent viewing varying widely between ads.
- On average, consumers spent 11% of their time on a page viewing ads, but this ranged from 5-22.5% depending on the ad.
- It took consumers 4.5 seconds on average to fixate on ads, but this also varied widely by up to 7.5 seconds based on the creative.
- Brand recall was 8 points higher for those exposed to ads versus the control group, showing creative impacts recall beyond just user interactions.
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.
Nekuda DM is a full turnkey product design and development firm established in 1996. They specialize in transforming new technologies into category-leading product solutions. Nekuda takes a multidisciplinary approach involving designers, engineers, and researchers to balance observation, innovation, and implementation throughout the product development process. They have experience across various industries including consumer electronics, medical devices, and smart home products.
This document summarizes a business plan for developing hydrogen sensors for use in chlor-alkali plants. It outlines the founding team including the CEO and advisors from Carnegie Mellon University. It describes the major market opportunity in monitoring hydrogen levels in chlorine production plants and compares the innovation of real-time monitoring to current periodic monitoring. Finally, it lists next steps in product development, market testing, exploring partnerships, and understanding the economics between sensor suppliers and industrial plant customers.
The document provides details about Chandrashekar TG's portfolio as an industrial and product designer. It includes an objective, education background, skills, and summaries of several product design projects for clients in various domains like consumer electronics, medical, automotive, wireless and mobility, and sanitaryware. Project summaries include concept sketches, final designs, exploded views, and scope of work.
The document discusses a manufacturing platform for producing therapeutics in tobacco plants. It summarizes meetings with experts on commercializing biotech platforms and understanding customers. Experts advised validating the platform by producing hard-to-make proteins, focusing on technical/manufacturing customers, and understanding regulatory issues. Customers cited interest in cost-effective production and combination vaccines. Next steps include further challenging the value proposition and better understanding commercialization and decision-making processes through additional expert meetings.
This document provides an overview of the design firm IDEO and discusses a case where they were asked to design a new handheld computer called the Visor for Handspring on an accelerated 10 month timeline. This would require IDEO to cut many of their early development stages focused on user research and prototyping. The document outlines the alternatives available to IDEO, including not accepting the project, only accepting if more time is given, or negotiating for more time while still accepting. It suggests the possible solution of requesting more time for proper market research and development to create a high quality product, or engaging in what research they can before design if time cannot be extended.
The document provides information about German Precision Optics (GPO) catalog for hunting and outdoor products. It includes sections about GPO's philosophy, mission, and quality standards. The bulk of the document lists and provides specifications for GPO's binoculars, laser rangefinders, and riflescopes. The binocular lines include the premium PASSION HD and PASSION ED lines, and the riflescope lines include the SPECTRA and PASSION models. Technical specifications are provided for several models within these lines.
Digital Display throught the eyes of the consumerShane Smith
This document describes a research study that used eye tracking methodology to analyze how consumers interact with digital displays and advertising. Key findings include:
- Creative content significantly impacted consumer engagement, with time spent viewing varying widely between ads.
- On average, consumers spent 11% of their time on a page viewing ads, but this ranged from 5-22.5% depending on the ad.
- It took consumers 4.5 seconds on average to fixate on ads, but this also varied widely by up to 7.5 seconds based on the creative.
- Brand recall was 8 points higher for those exposed to ads versus the control group, showing creative impacts recall beyond just user interactions.
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.
Nekuda DM is a full turnkey product design and development firm established in 1996. They specialize in transforming new technologies into category-leading product solutions. Nekuda takes a multidisciplinary approach involving designers, engineers, and researchers to balance observation, innovation, and implementation throughout the product development process. They have experience across various industries including consumer electronics, medical devices, and smart home products.
This document summarizes a business plan for developing hydrogen sensors for use in chlor-alkali plants. It outlines the founding team including the CEO and advisors from Carnegie Mellon University. It describes the major market opportunity in monitoring hydrogen levels in chlorine production plants and compares the innovation of real-time monitoring to current periodic monitoring. Finally, it lists next steps in product development, market testing, exploring partnerships, and understanding the economics between sensor suppliers and industrial plant customers.
The document provides details about Chandrashekar TG's portfolio as an industrial and product designer. It includes an objective, education background, skills, and summaries of several product design projects for clients in various domains like consumer electronics, medical, automotive, wireless and mobility, and sanitaryware. Project summaries include concept sketches, final designs, exploded views, and scope of work.
The document discusses a manufacturing platform for producing therapeutics in tobacco plants. It summarizes meetings with experts on commercializing biotech platforms and understanding customers. Experts advised validating the platform by producing hard-to-make proteins, focusing on technical/manufacturing customers, and understanding regulatory issues. Customers cited interest in cost-effective production and combination vaccines. Next steps include further challenging the value proposition and better understanding commercialization and decision-making processes through additional expert meetings.
This document discusses an international intellectual design conference held in Shenzhen, China. It outlines topics like crowdsourcing, challenging the status quo, changing rules of competition, and creating growth opportunities. It also includes diagrams showing an organization's leadership, culture, strategy, partnerships, governance, product research, concept development, prototyping, and processes over time - from 1969 to present day.
This document discusses strategies for differentiating a business from its competitors. It outlines several differentiation strategies including focusing on unique qualities, superior service, or more value. The document also discusses sustaining competitive advantages through difficult-to-imitate resources, activities, brands, or switching costs. Finally, it examines ways for a business to grow using Ansoff's Matrix, such as market penetration, product development, market development, and diversification.
Design Your Way to Product/Market Fit by Christina Wodtke - The Lean Startup ...Lean Startup Co.
Finding product/market fit is the key to success for new ventures. But it's often elusive, and understanding the needs and desires of your potential customers is harder than many of us expect. Christina Wodtke, of Wodtke Consulting, shares design techniques to help you glean meaningful insights about your target market.
This document discusses products and product management. It covers key topics such as:
1) The definition of a product and its importance in the marketing mix. Products are at the core of marketing and satisfy customer needs.
2) Product differentiation and the product life cycle. Businesses must differentiate their products and manage them over different stages of the life cycle.
3) Product portfolio management tools like the Boston Matrix which categorize products based on their market share and market growth to help analyze a company's portfolio.
This document summarizes Porter's generic competitive strategies framework, which identifies three strategies for achieving competitive advantage: cost leadership, differentiation, and focus (specialization). Cost leadership involves having the lowest costs, differentiation involves being unique in the industry, and focus involves targeting a narrow market segment. Examples of companies using each strategy are provided, along with criticisms of Porter's framework noting that companies can use hybrid strategies. The document concludes by introducing the blue ocean strategy as an alternative to Porter's framework.
Porter's Generic Strategies with examplesdipalij07
This Presentation is containing brief description of generic strategies with examples of companies in detail....
Hope it will be helpful to everybody....
Enjoy...!! :)
IMT Lecture: Innovation S Curve+ Disruptive. M M Biztel 01 Jul09.97 03Djadja Sardjana
This document discusses technology strategy and innovation. It introduces the S-curve model which maps the growth of an innovation from introduction through maturity. The S-curve has distinct phases of embryonic, growth, and maturity. Disruptive innovations can threaten existing markets by enabling a whole new population of consumers through simplicity and affordability. The document outlines factors like science push, market pull, and components of the innovation cycle. Finally, it discusses challenges in transitioning from an industrial to innovation economy and developing an effective innovation strategy.
Business Viability of a Lifescience Early-Stage Projectcarlosgabas
How to assess the business opportunity and commercial viability of a scientific project or early-stage technology? How to attract significant specialized investment?
Future State is an Asia-based company that aims to become a one-stop-shop for productivity solutions through strategic alliances and providing total solutions to customers. It will partner with select suppliers to provide 90% of products and focus on system design and solutions. Its goals are to capitalize on Southeast Asia's growth, provide long-term partnerships through productivity improvements, and maintain costs and operations to generate high returns.
The document discusses directed innovation and generating high-quality solutions through creative problem solving methods. It covers planning an innovation session by analyzing the market, competition, and intellectual property landscape. The planning phase involves selecting a diverse team and identifying critical challenges to transform into thought-provoking questions using techniques like TRIZ. The goal is to inspire radical thinking and accelerate the development of breakthrough ideas through the use of question banks.
The document discusses a workshop on therapeutics as an evolving sector, with speakers from Solvotrin Therapeutics and Enterprise Ireland. It outlines several team brainstorming sessions where ideas were proposed around linking universities, SMEs, and multinational companies in areas like cellular assets, clinical trials funding, and startup support. The overall goal was to explore opportunities to strengthen collaboration between academia and industry in therapeutics.
PCV 2012 Revisting the Technology Adoption Life Cycle - Crossing the Chasm an...Derek Pettingale
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Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
George W. Buckley Chairman, President and Chief Executive Officerfinance10
George Buckley presents an emerging strategy for growth at 3M. He outlines 3M's core competencies in applying coatings to various backings using precision manufacturing. Buckley describes how 3M leverages its technology platforms across multiple markets through sharing technologies and an "adjacency lattice" approach. The strategy emphasizes growing 3M's core businesses, gaining scale in large markets, and increasing relative share in smaller markets through globalization and a focus on innovation.
The Product Manager Pathfinder v2 - Steve Wells at ProductCamp Boston, April ...ProductCamp Boston
ProductCamp Boston April 2011 *********
Tips to help you accelerate your career
- Key principles to succeed in Product Management and Product Marketing
- Key practices and tools to help you progress in your career
- Audience testimonials sharing career path stories
This document discusses a 3-level approach to developing a competitive strategy for businesses. Level 1 involves developing broad competence in key business areas. Level 2 is about establishing a competitive advantage through differentiating and being better than competitors. Level 3 is achieving a sustainable competitive advantage by keeping competitors from copying through means such as intellectual property protection. Examples are provided of companies that achieved different levels of advantage through various strategic elements like patents, expertise, quality, and first-mover advantages. The conclusion emphasizes the importance of continuously improving one's competitive strategy by building on strengths and seeking intellectual property protection when possible.
SWOT analysis originated in the 1960s-1970s when Albert Humphrey at Stanford University developed his research on organizational planning. Humphrey devised the SWOT analysis technique to create a soft analysis for planning. A SWOT analysis involves identifying a business's strengths, weaknesses, opportunities, and threats. It is useful for summarizing and clarifying the key issues facing a business or project. However, for a SWOT to be truly effective, it must go beyond a simple list and consider the relative strengths and weaknesses compared to competitors, as well as the size of opportunities and threats.
The document discusses a new nanotechnology product called NanogridsTM that can fully clean up oil spills using visible light activation. It is a non-toxic material that uses green photochemistry. The summary provides an overview of the company's R&D, testing, and clean-up services. It also discusses strategies for demand creation, including a marketing budget and forecast, educating customers, addressing entry barriers, and forming potential partnerships. An advisory board is proposed to help guide the commercialization of the new oil remediation technology.
BioProsperity is a life sciences consulting firm founded in 2009 that specializes in market research, business analysis, and technology transfer. The firm offers services including deal advisory, strategic consulting, and technology commercialization to clients in industries like healthcare, pharma, food tech, and more. BioProsperity aims to combine scientific expertise with business acumen to provide the best advice. The firm carries experience across all stages of product and company development. Current projects include assisting partners in commercialization strategies, due diligence assessments, and developing exploitation plans for new technologies.
Choosing the right Agile innovation practices: Scrum vs Kanban vs Lean Startu...JAX London
Innovation can be a tricky thing: Not only does it means different things to different people, but creating a brand-new product requires different practices compared to updating an existing one. Some people claim that Scrum is best for innovation, some say Kanban, and others believe it's Lean Startup. If you want to understand better when to choose which agile method, then this talk is for you. The session introduces three innovation stages and explains how the process model and key practices are influenced by the amount of uncertainty present.
Agile09: The Product Manager/Owner DilemmaRich Mironov
The document discusses the relationship between product managers and product owners in Agile development. It notes that while product owners focus on backlog management and user stories for iterations, product managers handle broader strategic responsibilities like market analysis, product strategy, and coordination with other teams. The document recommends that for small, co-located teams one person can fill both roles, but for more complex products the roles are best split, with the product manager focusing on outward-facing duties and a product owner representing customers to the development team. It warns that having one person try to fully cover both roles risks the product or market needs not being adequately represented.
This document discusses an international intellectual design conference held in Shenzhen, China. It outlines topics like crowdsourcing, challenging the status quo, changing rules of competition, and creating growth opportunities. It also includes diagrams showing an organization's leadership, culture, strategy, partnerships, governance, product research, concept development, prototyping, and processes over time - from 1969 to present day.
This document discusses strategies for differentiating a business from its competitors. It outlines several differentiation strategies including focusing on unique qualities, superior service, or more value. The document also discusses sustaining competitive advantages through difficult-to-imitate resources, activities, brands, or switching costs. Finally, it examines ways for a business to grow using Ansoff's Matrix, such as market penetration, product development, market development, and diversification.
Design Your Way to Product/Market Fit by Christina Wodtke - The Lean Startup ...Lean Startup Co.
Finding product/market fit is the key to success for new ventures. But it's often elusive, and understanding the needs and desires of your potential customers is harder than many of us expect. Christina Wodtke, of Wodtke Consulting, shares design techniques to help you glean meaningful insights about your target market.
This document discusses products and product management. It covers key topics such as:
1) The definition of a product and its importance in the marketing mix. Products are at the core of marketing and satisfy customer needs.
2) Product differentiation and the product life cycle. Businesses must differentiate their products and manage them over different stages of the life cycle.
3) Product portfolio management tools like the Boston Matrix which categorize products based on their market share and market growth to help analyze a company's portfolio.
This document summarizes Porter's generic competitive strategies framework, which identifies three strategies for achieving competitive advantage: cost leadership, differentiation, and focus (specialization). Cost leadership involves having the lowest costs, differentiation involves being unique in the industry, and focus involves targeting a narrow market segment. Examples of companies using each strategy are provided, along with criticisms of Porter's framework noting that companies can use hybrid strategies. The document concludes by introducing the blue ocean strategy as an alternative to Porter's framework.
Porter's Generic Strategies with examplesdipalij07
This Presentation is containing brief description of generic strategies with examples of companies in detail....
Hope it will be helpful to everybody....
Enjoy...!! :)
IMT Lecture: Innovation S Curve+ Disruptive. M M Biztel 01 Jul09.97 03Djadja Sardjana
This document discusses technology strategy and innovation. It introduces the S-curve model which maps the growth of an innovation from introduction through maturity. The S-curve has distinct phases of embryonic, growth, and maturity. Disruptive innovations can threaten existing markets by enabling a whole new population of consumers through simplicity and affordability. The document outlines factors like science push, market pull, and components of the innovation cycle. Finally, it discusses challenges in transitioning from an industrial to innovation economy and developing an effective innovation strategy.
Business Viability of a Lifescience Early-Stage Projectcarlosgabas
How to assess the business opportunity and commercial viability of a scientific project or early-stage technology? How to attract significant specialized investment?
Future State is an Asia-based company that aims to become a one-stop-shop for productivity solutions through strategic alliances and providing total solutions to customers. It will partner with select suppliers to provide 90% of products and focus on system design and solutions. Its goals are to capitalize on Southeast Asia's growth, provide long-term partnerships through productivity improvements, and maintain costs and operations to generate high returns.
The document discusses directed innovation and generating high-quality solutions through creative problem solving methods. It covers planning an innovation session by analyzing the market, competition, and intellectual property landscape. The planning phase involves selecting a diverse team and identifying critical challenges to transform into thought-provoking questions using techniques like TRIZ. The goal is to inspire radical thinking and accelerate the development of breakthrough ideas through the use of question banks.
The document discusses a workshop on therapeutics as an evolving sector, with speakers from Solvotrin Therapeutics and Enterprise Ireland. It outlines several team brainstorming sessions where ideas were proposed around linking universities, SMEs, and multinational companies in areas like cellular assets, clinical trials funding, and startup support. The overall goal was to explore opportunities to strengthen collaboration between academia and industry in therapeutics.
PCV 2012 Revisting the Technology Adoption Life Cycle - Crossing the Chasm an...Derek Pettingale
Revisting the Technology Adoption Life Cycle - Crossing the Chasm and Beyond. Discussing Geoffrey Moore's ideas in the new 2.0 world. Does Crossing the Chasm Really Apply Anymore? Is the Tornado Really a Growth Stairway? Crossing the Chasm 2.0
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
George W. Buckley Chairman, President and Chief Executive Officerfinance10
George Buckley presents an emerging strategy for growth at 3M. He outlines 3M's core competencies in applying coatings to various backings using precision manufacturing. Buckley describes how 3M leverages its technology platforms across multiple markets through sharing technologies and an "adjacency lattice" approach. The strategy emphasizes growing 3M's core businesses, gaining scale in large markets, and increasing relative share in smaller markets through globalization and a focus on innovation.
The Product Manager Pathfinder v2 - Steve Wells at ProductCamp Boston, April ...ProductCamp Boston
ProductCamp Boston April 2011 *********
Tips to help you accelerate your career
- Key principles to succeed in Product Management and Product Marketing
- Key practices and tools to help you progress in your career
- Audience testimonials sharing career path stories
This document discusses a 3-level approach to developing a competitive strategy for businesses. Level 1 involves developing broad competence in key business areas. Level 2 is about establishing a competitive advantage through differentiating and being better than competitors. Level 3 is achieving a sustainable competitive advantage by keeping competitors from copying through means such as intellectual property protection. Examples are provided of companies that achieved different levels of advantage through various strategic elements like patents, expertise, quality, and first-mover advantages. The conclusion emphasizes the importance of continuously improving one's competitive strategy by building on strengths and seeking intellectual property protection when possible.
SWOT analysis originated in the 1960s-1970s when Albert Humphrey at Stanford University developed his research on organizational planning. Humphrey devised the SWOT analysis technique to create a soft analysis for planning. A SWOT analysis involves identifying a business's strengths, weaknesses, opportunities, and threats. It is useful for summarizing and clarifying the key issues facing a business or project. However, for a SWOT to be truly effective, it must go beyond a simple list and consider the relative strengths and weaknesses compared to competitors, as well as the size of opportunities and threats.
The document discusses a new nanotechnology product called NanogridsTM that can fully clean up oil spills using visible light activation. It is a non-toxic material that uses green photochemistry. The summary provides an overview of the company's R&D, testing, and clean-up services. It also discusses strategies for demand creation, including a marketing budget and forecast, educating customers, addressing entry barriers, and forming potential partnerships. An advisory board is proposed to help guide the commercialization of the new oil remediation technology.
BioProsperity is a life sciences consulting firm founded in 2009 that specializes in market research, business analysis, and technology transfer. The firm offers services including deal advisory, strategic consulting, and technology commercialization to clients in industries like healthcare, pharma, food tech, and more. BioProsperity aims to combine scientific expertise with business acumen to provide the best advice. The firm carries experience across all stages of product and company development. Current projects include assisting partners in commercialization strategies, due diligence assessments, and developing exploitation plans for new technologies.
Choosing the right Agile innovation practices: Scrum vs Kanban vs Lean Startu...JAX London
Innovation can be a tricky thing: Not only does it means different things to different people, but creating a brand-new product requires different practices compared to updating an existing one. Some people claim that Scrum is best for innovation, some say Kanban, and others believe it's Lean Startup. If you want to understand better when to choose which agile method, then this talk is for you. The session introduces three innovation stages and explains how the process model and key practices are influenced by the amount of uncertainty present.
Agile09: The Product Manager/Owner DilemmaRich Mironov
The document discusses the relationship between product managers and product owners in Agile development. It notes that while product owners focus on backlog management and user stories for iterations, product managers handle broader strategic responsibilities like market analysis, product strategy, and coordination with other teams. The document recommends that for small, co-located teams one person can fill both roles, but for more complex products the roles are best split, with the product manager focusing on outward-facing duties and a product owner representing customers to the development team. It warns that having one person try to fully cover both roles risks the product or market needs not being adequately represented.
What winning product teams are doing right in today's economyalisoncs
A webinar presentation by Tom Grant, Sr. Analyst from Forrester and hosted by Accept Software & AIPMM.
Social media have demolished the myth that technology vendors were the sole source of innovation in this industry. While technology vendors have great ideas, so too do customers. Just as importantly, innovation is more than just “ideation” or invention. The classic friction between IT and business shows how the success of new ideas depends on acceptance and adoption.
Social media now offer a way for technology vendors to harness the good ideas of their customers, often through the Web 2.0 tools (forums, blogs, Wikis, etc.) that the vendors themselves sponsor. At the same time, social media can help vendors get under the skin of their target users and stakeholders, gaining critical insights that can help make better product decisions more quickly. The broader landscape of social media, beyond what the vendors themselves sponsor, are often the sources of these insights.
However, using social media in this fashion is not for amateurs. Meeting the information management challenges these new resources pose requires skill that not every product team may have, and tools with greater capabilities than spreadsheets and word processing documents.
Ws from innovation to commercialisation marcel van der sluisIventus
Presentation of dr. Marcel van der Sluis, Manager BD Drug Development Cluster at the Workshop 'From Innovation to Commercialisation' during the Dutch Life Sciences & Health Conference 2010
Profiting from technological innovationAmirSalimi11
This document discusses factors that determine whether innovating firms or followers benefit more from innovations. It provides the example of EMI, which developed the first CAT scanner but lost market leadership within 6 years as followers modified and improved the design. The key factors discussed are the appropriability regime, the emergence of a dominant design, and ownership of complementary assets needed for commercialization. In a weak appropriability regime, innovators must closely monitor the market and be prepared to modify their design before a dominant one emerges to maintain competitive advantage over followers.
MOCOM 2020 - the leading open think tank for the future of mobile media worldwide.
Project Preview at Mobile Monday National Summit in Germany presented by Monty C. M. Metzger.
More Information at http://www.mocom2020.com
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1. Product Design
to Market Leadership
John Addison
OPTIMARK
Copyright OPTIMARK 1
Product Development Challenges
Product Development Challenges
! Faster time-to-market
! Incremental innovation
! Project drift
! Requirements changes
! Leading without functional authority
! Engineering / Marketing conflicts
! Access to customers
! Products are increasingly services
Copyright OPTIMARK 2
Copyright OPTIMARK 2002-2004. All rights reserved. SVPMA-1
2. Workshop Objectives
! Differentiate product development of disruptive vs.
sustaining technology.
! Identify whether product introduction is disruptive,
leapfrog, market leader, or brand extension.
! Identify project planning issues for each of these four
stages.
! List appropriate customer and marketing involvement by
lifecycle stage.
! Identify ways to compress product development
timeframe.
! Portfolio lifecycle strategies.
Copyright OPTIMARK 3
Innovation
Innovation
Disruptive Sustaining
! Wrist-watch video ! Phone with clearer
phone signal
! Portable MP3 player ! Portable CD-player
for $20 less
! Fuel cell ! Battery last 10%
longer
! Voice recognition ! Appliance with award-
appliance winning design
Copyright OPTIMARK 4
Copyright OPTIMARK 2002-2004. All rights reserved. SVPMA-2
3. Slides courtesy of Dr. Geoff Moore and the Chasm Group
Copyright OPTIMARK 5
Disruptive technology’s
Disruptive technology’s
difficult customer transition
difficult customer transition
Visionaries Pragmatists
! “Let’s change the ! “Don’t rock the boat”
world” ! Want proven
! Want to be first solutions
! Spend big ! Manage budget
! Like major change ! Like status quo
! Stir things up ! Make it work
! Think pragmatists are ! Think visionaries are
roadblocks dangerous
Copyright OPTIMARK 6
Copyright OPTIMARK 2002-2004. All rights reserved. SVPMA-3
4. Slides courtesy of Dr. Geoff Moore and the Chasm Group
Copyright OPTIMARK 7
Product Development
Product Development
3. Market
Dominance
4. Brand Extension
1. Disruptive
2. Leapfrog
Copyright OPTIMARK 8
Copyright OPTIMARK 2002-2004. All rights reserved. SVPMA-4
7. Role of Customer in Product
Role of Customer in Product
Development
Development
! Market research
! OEM design specifications
! Requirements review
! Preliminary design review
! Prototype feedback
! Beta testing
! Final design review
! Product launch
Copyright OPTIMARK 13
Project Goals and Scope
Project Goals and Scope
depend on Lifecycle
depend on Lifecycle
“Too often we see small companies
that believe they can do business with
no procedures and large companies
that develop a ‘one size fits all’
development process that overburdens
small projects with bureaucracy.”
Preston Smith & Donald Reinertsen
Developing Products in Half the Time
Copyright OPTIMARK 14
Copyright OPTIMARK 2002-2004. All rights reserved. SVPMA-7
8. Product Design
Product Design
to Market Dominance
to Market Dominance
Fuzzy Front End Development Market
Dominance
Customer needs Project Lifecycle strategy
Appropriate Management Product
requirements Cross-functional management
Best markets team Integrated
Goal strategic fit Customer marketing
Early team involvement Sales and channel
partners
Copyright OPTIMARK 16
Pull approach for First-to-Market
Pull approach for First-to-Market
Jan Feb Mar Apr May Jun Jul Aug
Requirements
Customer involvement accelerates
development
Prototype
Design review
Document and test
Final code 1.0 Project duration
reduction
ESD
Copyright OPTIMARK 17
Copyright OPTIMARK 2002-2004. All rights reserved. SVPMA-8
9. Product Phases
Product Phases
Multiple concepts
Funded business plan
Prototype
Manufacturing
Launch of product
Integrated marketing
Sales
Competitive battle
Customer & management feedback
Revised and new products
Copyright OPTIMARK 18
Market research and customer
Market research and customer
involvement during the Lifecycle
involvement during the Lifecycle
Customer Research
Prototype
Disruptive Visionary
Feedback
Segment 100% needs of
Leapfrog
Leader leader
Market Infrastructure
Quantitative
Leader Buyer
Brand Segment CRM/PRM
Extension Users BI
Copyright OPTIMARK 19
Copyright OPTIMARK 2002-2004. All rights reserved. SVPMA-9
10. Disruptive Innovation
Disruptive Innovation
! Key customer = visionary with unserved need
! Key team members
– R&D
– Engineering
– CEO protected skunk works
! Incremental design strategy
! Flexible architecture and changing requirements
! Schedule met by moving some requirements to
professional services
! Large corporation Innovators Dilemma
! Sales channel = direct sales and tech specialists
Copyright OPTIMARK 20
Market
Leadership
Lead
Market Segment
Similar
Customers
1
2
3
Copyright OPTIMARK 2002-2004. All rights reserved. SVPMA-10
11. Leapfrog v2.0 (sustaining)
Leapfrog v2.0 (sustaining)
! Key customer = segment leader’s economic buyer
! Key team members
– Engineering
– Customer support
– Documentation
– Industry marketing
! Attack design drift by focusing on one segment
! Key external group = total solution creators for market
segment
! Sales channel = direct sales and solution integrators
! Making product announcement channel ready for
value partners Copyright OPTIMARK 22
Customer Communities
Customer Communities
to Market Dominance
to Market Dominance
Phonics Reading Math Music
Early
Elementary
1 2 4 7
Pre-school
& Toddler
3 5 8
Higher
Elementary
6 9
Middle
School
10
Copyright OPTIMARK 23
Copyright OPTIMARK 2002-2004. All rights reserved. SVPMA-11
12. Sales Coverage Progression
Sales Coverage Progression
1. Direct Sales
2. Strategic Alliances
3. Government Integrator
4. Specialty SI & VAR for 100% solution
5. OEM
6. $10 million partner revenue
7. Global 2-tier distribution
Copyright OPTIMARK 24
Market Leader v3.0
Market Leader v3.0
(sustaining)
(sustaining)
! Key customer = early majority infrastructure buyers
! Key team members
– Quality
– Manufacturing / Operations
– Support
! Change Control Board includes Finance & Marketing
! Attack design drift by simplifying, prioritizing
requirements and moving senior engineers
! Customer migration and upgrade plans
! Customer support “product” development
! Product line compatibility and backward compatibility
Copyright OPTIMARK 25
Copyright OPTIMARK 2002-2004. All rights reserved. SVPMA-12
13. Suppliers
Disrupters Platform & Allies
Leaders
Distributors
& eMarkets
Direct Channel Partners
Sales
Customer Creative Cost
Early Government
Adopters Majority
Customers
Copyright OPTIMARK 27
Brand Extension v4.0
Brand Extension v4.0
(sustaining)
(sustaining)
! Key customer = broad market of niche users
! Key team members
– Marketing
– Support
! Key external = market segment leaders
! Sales channel = segment co-marketing with value
and volume
! Making product announcement channel ready
! Project management challenge is virtual teams that
include alliance partners
Copyright OPTIMARK 28
Copyright OPTIMARK 2002-2004. All rights reserved. SVPMA-13
14. 6. Money 1. Portfolio
5. Marketing 2. Planning
4. Mindshare 3. Program
Copyright OPTIMARK 29
Continuously Improved Services
Continuously Improved Services
and Branding Events
and Branding Events
3. Market
Leader 4. Brand Extension
1. Disruptive
2. Leapfrog
Copyright OPTIMARK 30
Copyright OPTIMARK 2002-2004. All rights reserved. SVPMA-14
15. Funding and Requirements
Funding and Requirements
decisions change with Lifecycle
decisions change with Lifecycle
Customer Research Specs Funding
Prototype Strategic
Disruptive Visionary Engineering
Feedback Fit
Segment 100% needs 100% needs Segment
Leapfrog
Leader of leader of leader Share
Market Infrastructure Market Share &
Quantitative
Leader Buyer Priorities schedule
Brand Segment CRM/PRM Segment
ROI
Extension Users BI Priorities
Copyright OPTIMARK 31
SVPMA Workshop
Saturday 8:30 to Noon
Copyright OPTIMARK 32
Copyright OPTIMARK 2002-2004. All rights reserved. SVPMA-15
16. Future Workshops with John Addison
Future Workshops with John Addison
! Revenue Rocket: Increase product success with
partners
– January 17
– Sunnyvale SVPMA
! Channel Marketing and Distribution Strategy
– February 2 and 3
– Sunnyvale UCSC-Extension
! Product Design to Market Leadership
– May 6 and 7
– Sunnyvale UCSC-Extension
www.optimarkworks.com/workshops
Copyright OPTIMARK 33
Product Design
to Market Leadership
John Addison
OPTIMARK
Copyright OPTIMARK 34
Copyright OPTIMARK 2002-2004. All rights reserved. SVPMA-16