1) The document discusses determining, controlling, and securing the "moment of truth" when launching innovations. 2) It recommends determining the moment of truth by monitoring profit life cycle, controlling it by strategically cannibalizing products to maximize total profit, and securing it through customer engagement, meeting needs, and phased introductions to different market segments. 3) The overall goal is to maximize total market profit by carefully managing the product launch process.

1. Reggy Mortier Market Director The moment of truth in launching innovations Het moment van de waarheid bij het lanceren van innovaties

3. Context

4. Product platform strategy Platform Strategy - Technology - Product Family Strategy - Market - Vision - People - New Product Introduction - Product / Service -

5. Three platforms / families of rugged displays

6. For extreme installations

7. In extreme environments 100% humidity, interference, sand and dust -46°C +71°C

8. Price range Low End Market Segment High End Market Segment

9. thinLITE display family

10. Determine: fix or find out precisely, calculate Product Life Cycle Monitoring (Management)

11. Determining the MoT = Profit monitoring x x MoT: Defining & Developing MoT: Selling

12. Result of our PLC analysis Main Segment Lower Cost & New Size & Performance Low End Market Segment - Disruptive, “Good Enough” Competition - Emerging Segments - New Requirements -

13. Control: be in command of, manage, restrain Product Portfolio (Platform) Management

14. To control the MoT = To USE your ... Cannibalization

15. Bad cannibalization Lost Profit by Bad Cannibalization GOOD

16. Cannibalize for MAXIMUM RETURN only BIO-MIMICRY Eliminate Competition - Procreation - Secure Food For Offspring - Procreation -

17. Cannibalize for MAXIMUM PROFIT only

18. Three possible profit scenarios: III is right one III II I 3000 6000 Cannibalized Profit Lost Profit To Competition Regained Profit New Profit

19. Resulting profit contribution & ROI 9000 III

20. MoT was about 2 years later: Hypothetical Ex. Investment

21. Secure: make certain or safe, succeed in getting Part I: Securing sales (and value based pricing) Part II: Securing maximum profit

22. Secure: make certain or safe, succeed in getting Part I: Customer Engagement & Involvement

24. Avoiding the Voice of the Customer “trap”

27. KANO Customer Needs Model KANO Leads to loyal customers & better pricing Didn’t do it at all Did it very well BASIC NEEDS EXCITEMENT NEEDS PERFORMANCE NEEDS Spoken Wants Unspoken Basics – Unless Violated Unspoken Excitement Satisfied Dissatisfied

28. Example: delight & lower cost !

29. Example: Product provisions lead to new uses

30. Secure: make certain or safe, succeed in getting Part II: Phased Product Introduction

32. Example: Phased introduction per segment Low End Market Segment Main Market Segment Emerging Segments I II III

33. Summary & conclusion