The New Product Development Process Class 5 Opportunity Identification Concept Generation.
-
date post
21-Dec-2015 -
Category
Documents
-
view
217 -
download
1
Transcript of The New Product Development Process Class 5 Opportunity Identification Concept Generation.
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”?
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)
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
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.