The New Product Development Process Class 5 Opportunity Identification Concept Generation.

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The New Product Development Process Class 5 Opportunity Identification Concept Generation
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Transcript of The New Product Development Process Class 5 Opportunity Identification Concept Generation.

The New Product Development Process

Class 5Opportunity Identification

Concept Generation

Phase I: Opportunity Identification

The trouble with the future is that there are so many of them.

-John R. Pierce (Bell Labs)

Scenario Planning

Challenging Inertia Do an assumption analysis

List key uncertainties Opportunities appear

Embrace the uncertainties with Scenario Planning 1980’s example

Example: Global Uncertainties (mid-80’s)

Key Uncertainties Trade conflict between USA and Japan Arms negotiations between USA and USSR Spread of AIDS Impact of Europe 1992 Deterioration of ozone layer and hole Continuation of Apartheid

Combining 2 Key Uncertainties

USA / Japan

USA/USSR

ArmsRace

Detente

Accomodation Trade Conflict

ImperialTwilight

IndustrialRenaissance

ProtractedTransition

X

A Scenario Planning Exercise

Objective To sketch out strategically different futures that

your team may have to operate in

Inside these different futures, focus on the concrete detail in order to identify new product opportunities

A Scenario Planning Exercise Scenario Planning Stages

I) If you could consult the oracle at Delphi, what 3 questions would you ask?

II) Identify other key uncertainties III) Pick the 2 most important and dichotomize them

(vote) IV) List the main stakeholders & their interests/positions V) List the main long-term trends and assess the impact

of each trend on this organization (+, 0, -, ?) VI) Fill in the matrix, pick one cell to examine in depth

Opportunity Identification Scenario Development

Have the group members take on the roles of the different possible players in the scenario & discuss details of the situation (how specifically would your party be impacted)

What new opportunities or needs emerge in this new “world”?

Identifying and/or Interpreting Needs

Translating the “Voice”-of-the-Customer

CustomerVerbatims

InterpretedNeeds

Observations

ProductConcepts

ProductSpecifications

Scenario PlanningOr Market Driving Forecasting

Empathic Design...

CustomerVerbatims

InterpretedNeeds

Observations

ProductConcepts

ProductSpecifications

Scenario PlanningOr Market Driving Forecasting

Translating Observations into Interpreted Needs (Empathic Design)

Observation Capture “data” - use video or still

pictures, don’t write Show “data” to people who didn’t

observe first-hand and discuss observations

Brainstorm for solutions

Depth Interviews...

CustomerVerbatims

InterpretedNeeds

Observations

ProductConcepts

ProductSpecifications

Scenario PlanningOr Market Driving Forecasting

Translating Verbatim Statements into Interpreted Needs

Identify the benefit and not the function (what the product does, not how it should/must do it). “I want a 1/4” hole, not a 1/4” drill bit.”

If possible, avoid words like “must” and “should.”

Designing a Kitchen Tool

Customer Comment Interpreted Needs

“It hurts my hand.” “The tool is comfortable.”

“It only does one thing.”

“The tool can peel, gouge, cut, etc.”

“It is not very attractive.”

“The tool looks stylish.”

Designing a Coffee-Making Machine

“I would like it to remind me of an English butler.”

”I hate it when it drips if I pull out the pot or the filter.”

“I don’t like having the cord stretched all over the counter.”

“I just want a good tasting cup of Joe.”

The product is elegant and unassuming, with clean lines.

The product keeps itself and the area around it clean.

The product has good cord management.

The product makes good coffee.

The product heats and keeps water at the appropriate temperature.

Verbatim Needs Interpreted Needs

Structuring the Interpreted Needs

Categorize the interpreted needs into a smaller number of categories.

What “primary interpreted needs” labels should we attach to these categories?

Prioritizing Interpreted Needs

Kano Classification (one approach) L = Linear Satisfiers (“The more the merrier.”) N = Neutral/Indifferent (“No big deal.”) M = Must Haves (“I won’t buy without!”) D = Delighters (“What an unexpected treat!”)

Kano’s Model of (Non-Linear) Customer Satisfaction

Customer Satisfied

CustomerDissatisfied See (1) Matzler, et al.., 1996,

Journal of Product & Brand Mgmt (2) Matzler and Hinterhuber, 1998, Technovation (3) Center for Quality Mgmt

Must Have (M)Must Have (M)

Delighter (D)Delighter (D)

Linear Satisfier (L)Linear Satisfier (L)

RequirementFulfilled

RequirementNot Fulfilled

Indifferent (I)Indifferent (I)

Phase II: Concept Generation

What is a Product Concept? A concept includes: a specific product form (the

attributes) a specific technology (the source of

the form) a specific benefit for a particular

usage situation

see Page and Rosenbaum (1992), “Developing an Effective Concept Testing Program for Durables,” J Product Innovation Mgmt

Creativity: is it an individual trait or is it situation-driven?

Both Individual Trait:

Scientific Creativity (Engineer, Chemist) Artistic Creativity (Painter, Composer) Combo (Inventor) -- rare

Situation-Driven: No creative ability Low creative ability Some creative ability

No Situation Effects

Some Situation Effects

Strong Situation Effects

Strategy Implications Individual Trait

Use Cross-Functional Teams Use Personality Testing in Hiring

Situational Effects Culture/Processes (3M, TI, IDEO, Kellogg’s)

“No more mistakes and you’re through!” - John Cleese

Reward Structures (IBM, Campbell’s) Ideation Strategies (Analogies) Analytical Strategies (Perceptual Mapping,

Relationship Analysis, Morphological Matrix)

Analytical Strategies Perceptual Mapping (Gap

Analysis) Crunchiness

High

Low

NutritionalValue

HighLow

•Raw Vegetables

•Banana•Cheese

•Yogurt

•Fruit Juice

•Granola Bar

•Candy Bar

•Popcorn•Pretzels

•Donuts

•Ice Cream•Soda

•Cake• Pie

•Cookies

•Potato Chips

•Fritos

•Raisins

•Apple

Analytical Strategies Perceptual Mapping Relationship Analysis

Event InsuredAgainst

Person/Animal InsuredNew-borns Geniuses

Dogs/Cats

Tropical Birds

NewJobholders

Newlyweds

Injury from Fire

Getting Lost

NormalDeath

Kidnapping

Being Insulted

Analytical Strategies Perceptual Mapping Relationship Analysis Morphological MatrixDimension 1:Cleaning Instrument

Dimension 2:Ingredients

Dimension 3:Object to beCleaned

Dimension 4:Package

Dimension 5:SubstanceRemoved

BroomBrushSpongeSteel WoolVacuum

AlcoholAmmoniaDisinfectantPine Oil

AirBoatCarpetFloorFence

AerosolBagBottleCan Tube

BloodDirtMildewPaintRust

But, do you know creativity

when you see it?

Exercise A recent article in the Wall Street Journal

identified the difficulties and problems inherent in eating in a moving vehicle.

“Automotive dining” has created a new opportunity for an innovative product introduction.

You are asked to develop a new product concept that will meet the needs/solve the problems of the commuting diner.

Some Interpreted Needs

Results Teams of 2 Designers

Texas Instruments TXS Industrial Design Ignition

Results from comprehensive study Number of benchmarks or no

benchmark Design Strategy - use many vs. few

analogies Results: