Cagan & Vogel, 2002 Creating Breakthrough Products. Lecture topics:

Chapter 1 What drives new product developmentChapter 2 Moving to the upper rightChapter 3 The upper right: the value quadrant Chapter 4 The core of a successful brand strategy

Cagan & Vogel, 2002 Creating Breakthrough Products.

Chapter 5 User-centred, integrated new product developmentChapter 6 Integrating disciplines and managing diverse teams Chapter 7 Understanding the users needs, wants and desires

Identifying product/service opportunities: the SET factorsIdentify the Product Opportunity Gap

Social & cultural trends

Economic POGfactors Technology trends

Fig 2.5: Positioning Map: lifestyle impact, ergonomics, features

Fig 2.10 Starbucks Positioning Map

Cost vs Value: qualities and a customers value system (chapter 3)

Value OpportunitiesEmotionAestheticsProduct identityImpactErgonomicsCore technologyQuality Chapter 3

Brand strategy and product strategyThe best product opportunities arise from emerging trends that are the result of changes in SET factorsThese changes generate Product Opportunity GapsValue Opportunities must be converted into product characteristics beginning with corporate and product brand strategy

Chapter 4

Corporate commitment to product and brand

Corporate mission

Customer satisfaction Program planning

Chapter 4 Product development

Key Concepts in Chapters 5, 6, 7Chapter 5 integrated new product development process iNPD (Fig 5.1)Chapter 6 desirable, usable, and useful factors (Fig 6.2); parts differentiation matrixChapter 7 quantitative and qualitative techniques for understanding the user Fig 7.1 identifies the interdisciplinary attributes of user-centred design

Integrated new product development process Fig 5.

Product planning Identifying opportunities SET factors Product opportunity gap Product opportunity statementUnderstanding opportunities Value opportunity Actionable insights Product attributesConceptualizing opportunities Product concepts------------------------------------------Realizing opportunities Concept detailsFuzzy Front End

----------------TransitionConcept GenerationProgram approvalProtecting InnovationProduct refinementProduction prototypeLaunch preparationProduct launch

Fig 6.2: Overlap of disciplines leads to value: User-centred iNPDCustomer-drivenproductconceptDesirableUsableUsefulDESIGNMARKETINGENGINEERINGErgonomicsProduct interfaceFeatures integrationMaterial selectionManufacturingCost of integrationBrand imageLifestyle imageEase of useCost of aestheticsFunctional featuresPlatformSafety and reliabilityProduction cost

Fig. 6.14 Part Differentiation Matrix for StarbucksPRIMARYLIFESTYLEIMPACTSECONDARYLIFESTYLEIMPACTLOWCOMPLEXITYHIGHCOMPLEXITYIce creamBooksTravel mugsBeansRoast processInterior design ofThe retail storesBrewing machineRoasting machinesMilkSugarNapkins

Fig. 6.16 iNPD team integration effectiveness

IndependentDisciplinesFour elements ofteam integrationHigh PerformanceiNPD team

An integrated approach to a user-driven processFundamental to the success of a product is positive user experienceFig: 7.1 User-centered design