www.stage-gate.com

Exhibit 1: The Four Points of Performance in the Innovation Diamond –the four main factors that drive NPD performance results

Based on a major APQC study into NPD best practices2

Product Innovation & Technology

Strategy for the Business

Idea-to-Launch System:

Stage-Gate®

Climate, culture, teams & leadership

Resources: Commitment & Portfolio

Management

Stage-Gate® is a trademark of Product Development Institute Inc.

Business’s new product performance

www.stage-gate.com

Exhibit 2: Best performing businesses develop a Product Innovation & Technology Strategy, which includes these elements

Percentage of Businesses with Each Strategy Element

37.9%

41.4%

58.6%

69.0%

58.6%

51.7%

27.6%

26.9%

38.1%

64.8%

46.3%

38.1%

19.2%

15.4%

23.1%

53.8%

30.8%

34.6%

10% 20% 30% 40% 50% 60% 70% 80%

Product roadmap in place

Use strategic buckets

Long term commitment

Strategic arenas defined –areas of strategic focus

Role of NPD in Business goals

Clearly defined NPD goals Worst Performers

Average Business

Best Performers

Reads: only 27.6% of businesses on average develop a Product Roadmap. Best performers are about twice as likely to use roadmaps as poor performers – 37.9% versus 19.2%.

www.stage-gate.com

Define:• Role of NPD in Business

Strategy & Goals• Your Goals for NPD

e. Tactical Portfolio Decisions

d : Resource Commitment & Strategic Portfolio Decisions: Deployment, Strategic Buckets &

the Strategic Product Roadmap

Pl a tform E xte ns io n

Ex ten si on s i nto Pe trol eu m B le n de rs

Pet r ol eu m Ble nd er s : L ow P ow er R ang e

Pet r ol eum B len de r s : H ig h Pow er

A e rato r Pl atfo rm

N e w P ro du ct P lat form: A era tor s

P& P Ae r ato r s: Lin e #1 ( f i xed m o unt )

P & P Aer a t ors : L in e # 2 ( f lo at i ng)

P& P Aer a t or s: H i - Pow er

C he mi ca l M ixe r s: H i - Po wer

O ri gi n al Ag i tator P l atfo rm - Ex ten si on

Ext en sio n s i nto C he m ica l M i xers

Che m i cal M i xer s: B as ic L ine

Che m i cal M i xer s: Sp eci al Im p el le rsPl an e xten si o ns

& ne w p la tform s

P la tfo rm Exte n si o n

Ex ten si on s i nto A e rato rs for C he mi ca l W aste

Ch em i cal Aer a to rs: L in e # 1

C he mi ca l A er at or s: Li ne # 2

Product Roadmap

Pl a t f o rm

P ro j e c t s( ch ang e th e basis of

co mpe tition )

N e w P ro d u c t P ro j e c t s

O th er : Exten sions, M odifica tions,

Impr ovem ent s, Fixes , C ost Red uctions

Strategic Buckets

Exhibit 3: The ABC’s of defining your business’s Product Innovation Strategy

Project selection (Go/Kill), prioritization, & resource allocation

c. Attack Strategy & Entry Strategy

Industry Analysis

Company Analysis

Arenas of Strategic

Focusb. Select Strategic Arenas –Areas of Strategic Focus

a. Define Goals for Your NPD Effort

Attack Plans• Innovator• Fast Follower• Low-Cost• Differentiator• Niche• Defender

Jo i nt V e nt u r e s ( la r g e fi r m w it h

s m a ll f irm )

In te r n a l pr o d u c t d ev e lo p m e nt o r A cq u is itio n s o r

L ice n s in g

I n te r na l b a se d e ve l op m e nt s

(o r Ac qu i sit io n s )Ba s e

Ve n t u re ca p it a l

o r V e n tu r e n u r tu r in g o r

E d u c at io n a l;a a cq u is it io n s

I n te r n a l v e n tu r e s

o r Ac q u isi tio n s o r L ice n s in g

In t er n a l m a r ke t

d e v e lo p m e n t o r Ac qu i sit io n s (o r Jo i nt V e n tu r es )

Ne w , f a m i lia r

Ve n t u re ca p it a l o r V e n tu r e

N ur t ur in g or Ed u ca tio n a l a cq u is it io n s

V e n tu r e c a p ita l o r Ve n t u re

N u rt u r in g o r E d uc a ti o na l a c qu isit io n s

Jo int ve n tu r e sNe w , un fa m il i ar

N e w , u n f a m ili a rNe w , f a m il ia rB a s e

T e c h n o lo g i e s e m b o d i e d i n t h e p ro d u c t s

Optim um Entry Strategies

Resource Comm itm en t to NPD

• The Strategic Role of Your Busines s

• S trate gy, G oa ls a nd Task Approach

• Com petitiv e Par ity• S pending Level Bas ed on

De mand from Active P rojects

Exhibit 4: The Product-Market Matrix delineates possible Strategic Arenas on which to focus your NPD or R&D efforts

The axes of the diagram are “Products” and “Markets.” Each cell represents a potential strategic arena.

Arenas are assessed for their potential and the company's business position. Stars designate top-priority arenas – where new product efforts will be focused.

Products

Voice Data Internet Wireless Long Distance

Small - Home Office

Medium Business

Large BusinessMultinationals

Residential

Exhibit 4: The Product-Market Matrix delineates possible Strategic Arenas on which to focus your NPD or R&D efforts

The axes of the diagram are “Products” and “Markets.” Each cell represents a potential strategic arena.

Arenas are assessed for their potential and the company's business position. Stars designate top-priority arenas – where new product efforts will be focused.

Products

Voice Data Internet Wireless Long Distance

Small - Home Office

Medium Business

Large BusinessMultinationals

Residential

Resource Commitment to NPD

•

•

••

www.stage-gate.com

Exhibit 5: The Strategic Map – arenas are plotted on two dimensions

Petroleum Aerators

Aerators for P&P

Chemical Mixers

AeratorsChemical

Waste

Home Base

Petroleum Blenders

Hydro-MetAgitators

AeratorsFlotation

Cells

High Density Stock

PumpsSlurryPumps

ChemicalSpecialty

Pumps

10 8 6 4 2 0Business Strength

0123456789

10Good Bets

Conservative Bets

High Risk Bets

No Bets

Each circle represents a possible strategic arena – a possible area of focus for NPD

Are

na A

ttra

ctiv

enes

s

www.stage-gate.com

Exhibit 6: Strategic Portfolio Management practices in best performing businesses

Percent of Businesses Where Each Portfolio Management Practice is in Place

37.9%

37.9%

41.4%

31.0%

65.5%

65.5%

21.5%

22.8%

26.6%

19.4%

30.7%

57.2%

4.0%

0.0%

12.0%

0.0%

8.0%

46.2%

3.8%

31.0%21.2%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Balance – sufficient resources for number of projects

Portfolio contains high value projects

Sold job of ranking & prioritizing projects

Portfolio has excellent balance in project types

Resource breakdown reflects Business’s strategy

Projects are aligned with Business’s strategy

Formal & systematic portfolio management system in place

Worst Performers

Average Business

Best Performers

www.stage-gate.com

Exhibit 7: The two levels of decision-making in portfolio managementBusiness Strategy & Product Innovation

Strategy

2. Tactical Portfolio

Decisions: Project Selection (Go/Kill),

Prioritization, & Resource

Allocation

1. Strategic Portfolio Decisions:

Strategic Buckets & Strategic Product

Roadmap

Resource Commitment to NPD

P la tform E xt ens io n

E xten si on s i nto P etrol e um B l en de rs

Pet r o leu m Bl end er s : L ow P ow e r R an ge

Pet r ol eu m B le nde r s : H ig h Pow e r

Ae rat or Pl a tfo rm

Ne w Pro du ct P la tform : A er ator s

P& P Ae r at or s: Li ne #1 (f i xed mo un t )

P& P Ae ra t or s: L in e # 2 ( f l oat i ng )

P& P Ae r at or s: Hi - Po wer

Che m ica l M i xer s: Hi - Po w er

O ri g i nal A gi tato r P l at form - Ex ten si on

Ex ten si on s i nto C h em ic al M i xers

Ch em i cal M i xe r s: B asi c L in e

Ch em i cal Mi xe rs : Sp eci al Im pel le r sPl an e xte nsi o ns

& ne w p la tform s

P la tform Exte n si on

Ex ten si o ns i nto A e ra to rs for C h emi c al W as te

Ch em i cal Aer a to r s: L in e #1

Che m i ca l A er at or s: Li ne # 2

Product Roadmap

Pla tform Projects

( chan ge the ba sis o f com p etition )

New Product Projects

Other : Exte nsio ns, Mod ifica tion s,

Imp r ovem en ts, Fixe s, Co st Re duc tion s

Strategic Buckets

Resource Com mitmen t to NPD

• The Strategic Role of Y our Busine ss

• Stra tegy, G oals and Task Approac h

• Competitive Pa rity• Spending Level B ased on

Dem and from Ac tive Projec ts

Portfolio Review:Ø HolisticØ All projects in auction

ü Right priorities?ü Right mix?ü Alignment?ü Sufficiency?ü Resource adequacy?

Ø By senior management

Stage-Gate® Process:Ø Individual projectsØ In-depth evaluationØ Quality data availableØ By senior managementØ Go/Kill decisionsØ Resources allocated

Resource Commitment to NPD

•

•

••

www.stage-gate.com

Exhibit 8: The Strategic Buckets method split resources into different envelopes or buckets to ensure resource splits mirror strategic priorities

697Widget-4

706Slow-Brew

755Regatta

774Pop-Up

803Kool-Flow

852Monty

881Jeanie

Gate Score

Rank

Project

6.77Lite-Pkg

18.06Xmas Pkg

24.15Flavor-1

25.541498-K

31.23Quick-Fit

37.32Pop-Redo

42.311542

Sales/MD

RankProject

New Products=$2 M

Sales Requests

= $3 M

Cost Reductions

= $2 M

Improvements & Modifications

= $3 M

507M&S-41

526Tesco-Lite

555Small-Pack

614Regen-3

653Asda Refill

682Mini-Pkg

791Walco-43

Mktg Score

RankProject

6971230-D

7061267

75598-DD

7741402

803149-F

85297-D

881150-C

Savings/MD

RankProject

4 portfolios, fire-walledRank projects until out of resources in each bucket

$2 M$2 M

$3 M

$3 M

Exhibit 8: The Strategic Buckets method split resources into different envelopes or buckets to ensure resource splits mirror strategic priorities

697Widget-4

706Slow-Brew

755Regatta

774Pop-Up

803Kool-Flow

852Monty

881Jeanie

Gate Score

Rank

Project

6.77Lite-Pkg

18.06Xmas Pkg

24.15Flavor-1

25.541498-K

31.23Quick-Fit

37.32Pop-Redo

42.311542

Sales/MD

RankProject

New Products=$2 M

Sales Requests

= $3 M

Cost Reductions

= $2 M

Improvements & Modifications

= $3 M

507M&S-41

526Tesco-Lite

555Small-Pack

614Regen-3

653Asda Refill

682Mini-Pkg

791Walco-43

Mktg Score

RankProject

6971230-D

7061267

75598-DD

7741402

803149-F

85297-D

881150-C

Savings/MD

RankProject

4 portfolios, fire-walledRank projects until out of resources in each bucket

$2 M$2 M

$3 M

$3 M

www.stage-gate.com

Exhibit 9: The Strategic Product Roadmap lays out the major development initiatives

P latform Extension

Extensions into Petroleu m Blenders

Petro leum Blenders : Low Power Range

Petro leum Blenders : High Power

Aerator P latform

New Platform : Aerators (for P&P Industry)

P&P Aerators: Line #1 (fixed m ount)

P&P Aerators: Line #2 (floati ng)

P&P Aerators: Hi-Power

Chemical Mixers: Hi-Power

Origina l Agitator Platform - Extension

Extensions in to Chemical Mixers

Chemical Mixers: Basic Line

Chem ical Mixers: Special ImpellersPlan extensions

& new platform s

Platform Extension

Platform Extension: Aerators for Chemica l Waste

Chemical Aerators: Line #1

Chemical Aerators: Line #2

0 12 24 36 48 60Months

Major development projects are mapped out for the foreseeable future. Placemarks for these projects are established & resources tentatively set aside or ear-marked.

Timeline

www.stage-gate.com

✓

✓

✓

✓

✓

✓

Exhibit 10: The Productivity Index – an index used to rank development projects

• Take what you are trying to maximize– Example: NPV

• Divide by what the constraining resource is– Example: People (expressed as person-days)– Or Development funds ($000)

• And rank your projects by this index until out of resources• Example:

ProductivityIndex

OutputInput

= NPVPerson-Days=

NPV= forecasted NPV of the project

Person-Days = resources required to complete the project

www.stage-gate.com

P = Probability of Commercial Success (given technical success)$D = Development Costs remaining in the project$C = Commercialization (Launch) Costs$PV = Net Present Value of project's future earnings (discounted to today)

cs

P = Probability of Technical Successts

$ECV = Expected Commercial Value of the project

ECV = [(PV * P - C) * P ]- Dcs ts

P

P

cs

ts

Development$D

$C

$PVTechnicalSuccess

Commercial Success

Yes

NoTechnical

Failure

CommercialFailure

Yes

No$ECV

Launch

Exhibit 11: Determination of Expected Commercial Value of a Project

A model of a two-stage investment decision process: First, invest $D in development, which may yield a technical success with probability Pt. Then invest $C in commercialization, which may result in a commercial success with probability Pcs. If successful, the project yields an income stream whose present value is $PV. More sophisticated versions of this model would entail more stages than the two shown here, and an array of possible outcomes from each stage.

www.stage-gate.com

www.stage-gate.com

Exhibit 13: Key elements of an effective idea-to-launch system

Percentage of Businesses that Embrace Each Best Practice

51.7%

44.8%

51.7%

52.5%

58.6%

62.1%

69.0%

42.5%

30.0%

33.3%

34.4%

38.8%

44.8%

33.4%

23.1%

15.4%

23.1%

18.7%

15.4%

38.5%

15.4%

0% 10% 20% 30% 40% 50% 60% 70% 80%

A Process Manager in place

NPD project performance metrics(e.g. NPV, sales, on-time launch)

Tough, rigorous Go/Kill decisionpoints thru-out the process

Excellent quality-of-execution:all activities, idea-to-launch

Develop products superior tocompetitors’ in meeting customer needs

Front end loaded – an emphasis onhomework prior to Development

Customer focused – voice-of-customerwork; identify customers needs/problems

Worst Performers

Average Business

Best Performers

Exhibit 12: An Overview of a typical Stage-Gate® idea-to-launch system

Driving New Products to Market

Stage-Gate®: A 5-stage, 5-gate frameworkfor significant new product projects

Stage-Gate® is a trademark of Product Development Institute Inc.

Discovery

Idea Stage

Business Case

2nd

Screen

Stage 2Gate2Gate

1

Scoping

Idea Screen

Stage 1

Post-LaunchReview

Development

Go to Dev’mt

Gate3 Stage 3

Testing

Go toTest

Stage 4Gate4

Launch

Go toLaunch

Gate5 Stage 5

Exhibit 12: An Overview of a typical Stage-Gate® idea-to-launch system

Driving New Products to Market

Stage-Gate®: A 5-stage, 5-gate frameworkfor significant new product projects

Stage-Gate® is a trademark of Product Development Institute Inc.

Discovery

Idea Stage

Business Case

2nd

Screen

Stage 2Gate2Gate

1

Scoping

Idea Screen

Stage 1

Post-LaunchReview

Development

Go to Dev’mt

Gate3 Stage 3

Testing

Go toTest

Stage 4Gate4

Launch

Go toLaunch

Gate5 Stage 5

www.stage-gate.com

Exhibit 14: An Overview of NexGen Stage-Gate®

Stage-Gate® Regular for major new product

developmentsScoping Business Case Development Testing Launch

2nd Screen Go to Develop Go to Test Go to Launch PLR

Stage 2Gate2Stage 1 Stage 4 Gate

5Gate

3 Stage 3 Gate4 Stage 5

Stage-Gate®

XPress for improvements &

modifications

Scope & Business Case

Development& Testing

Launch

Go to Develop Go to Launch PLR

Stage 1& 2

Gate5

Gate3

Stage3 & 4 Stage 5

Scope & Business Case

Execute: Development,Test & Launch

Decision to Execute PLR

Stage 1& 2

Gate3

Stage3, 4 & 5

Stage-Gate® Lite for Salesforce &

Marketing Requests

Gate1

Idea Screen

Discovery

Idea Stage

www.stage-gate.com

Exhibit 15: Spiral Development: A series of “build-test-feedback-revise”Iterations move the project team quickly to a fact-based product definition

Gate2

Stage 2

BuildBusiness

Case

VoC User Needs &

Wants StudyFull Prop Concept

Test

Gate3 Stage 3: Development

Rapid -Proto &

Test

1st-Proto & Test

Next Proto &

Test

Gate4 Stage 4

Testing &Validation

Field Trial, Beta Test

Exhibit 15: Spiral Development: A series of “build-test-feedback-revise”Iterations move the project team quickly to a fact-based product definition

Gate2

Stage 2

BuildBusiness

Case

VoC User Needs &

Wants StudyFull Prop Concept

Test

Gate3 Stage 3: Development

Rapid -Proto &

Test

1st-Proto & Test

Next Proto &

Test

Gate4 Stage 4

Testing &Validation

Field Trial, Beta Test

www.stage-gate.com

Exhibit 16: The climate & culture for innovation, and the role of senior management, are keys to success in NPD

Worst Performers

Average Business

Best PerformersPercent of Businesses With Each Element of Climate

55.2%

65.5%

27.6%

21.4%

62.1%

50.0%

79.3%

30.1%

40.0%

13.7%

15.6%

37.1%

34.3%

50.5%

7.7%

7.7%

0.0%

3.8%

7.7%

14.3%

26.9%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

NPD team rewards or recognitionfor projects

Senior management provides strongsupport & empowerment to teams

Time-off for creative work;Friday projects

Skunk works & unofficialprojects encouraged

Business's climate supportsentrepreneurship & innovation

NP metrics are part of seniormanagement’s annual objectives

Senior management strongly committed to NPD

www.stage-gate.com

Exhibit 17: How best performing businesses organize their teams for NPD

Worst Performers

Average Business

Best Performers

Percent of Businesses With Each Organizational Element

55.2%

65.5%

69.0%

79.6%

72.4%

79.3%

79.3%

32.4%

43.8%

58.1%

63.8%

48.6%

61.6%

72.1%

7.7%

19.2%

34.6%

50.0%

23.1%

38.6%

53.8%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Team members accountable forproject’s end results

Team has central & sharedinformation system, IT based

Leader from beginning to end

Identifiable project team leader

Team does project frombeginning to end – no hand-offs

Projects undertaken by clearedidentified team of players

Team is cross-functional: Technical,Marketing, Sales, Operations

www.stage-gate.com

www.stage-gate.com

www.stage-gate.com

16

The “World’s Top Innovation Management Scholars”

Dr. Scott Edgett is internationally recognized as one of the world’s top experts in product innovation and is the pioneer of portfolio management for product innovation. He is a high profile speaker and sought-after consultant. Dr. Edgett has extensive experience working with large multinational clients in a variety of industries, principally focusing on issues affecting innovation leadership and capability. He is credited with helping business executives and innovation professionals successfully implement world-class innovation processes that have generated outstanding results. His speaking engagements and consulting work have taken him around the globe to work with some of the world’s best innovators and companies among the Fortune 1000. Dr. Edgett is Chief Executive Officer and co-founder, with Dr. Cooper, of both Product Development Institute Inc. and Stage-Gate International. He has spent more than 20 years researching and developing innovation best practices and working with organizations in product innovation. He is a prolific author having co-authored six books including the popular ‘Portfolio Management for New Products, 2nd Edition’ and has published more than 60 academic articles. Dr. Edgett is a former Professor of the Michael G. DeGroote School of Business, McMaster University in Ontario and is a Faculty Scholar at ISBM at Penn State University.

Dr. Robert G. Cooper

Dr. Scott J. Edgett

Dr. Robert Cooper is one of the most influential innovation thought leaders in the business world today. He pioneered the original research that led to many ground-breaking discoveries including the Stage-Gate® Idea-to-Launch process. Now implemented by almost 80% of North American companies, it is considered to be one of the most important discoveries in the field of innovation management. He has spent more than 30 years studying the practices and pitfalls of 3,000+ new product projects in hundreds of companies and has assembled the world’s most comprehensive research on the topic. His presentations and practical consulting advice have been widely applauded by corporate and business audiences throughout the world. A prolific author, he has published more than 90 academic articles and seven books, including the best selling ‘Winning at New Products, Third edition’. He is the recipient of numerous prestigious awards including the Crawford Fellow from the Product Development and Management Association (PDMA) and the Maurice Holland Award from the Industrial Research Institute (IRI). Dr. Cooper is a Professor of Marketing and Technology Management at the Michael G. DeGroote School of Business at McMaster University in Ontario, Canada and Distinguished Fellow at the Institute for the Study of Business Markets (ISBM) at Penn State University.

© Product Development Institute Inc. 2000-2010

Stage-Gate International +1-905-304-8797 info@stage-gate.com www.stage-gate.com

New ProductPerformance

Product Innovation &Technology Strategy

Idea-to-LaunchSystem: Stage-Gate®

PortfolioManagement

Climate, Culture& Leadership

Diamond™The Innovation

Stage-Gate International helps companies achieve successful product innovation.

“Top performing companies focus on the four drivers of The Innovation Diamond.”

Dr. Robert G. Cooper and Dr. Scott J. EdgettFounders of Stage-Gate International

Achieve the four drivers of performance:Innovation efforts that support business goals

Projects that achieve maximum value

Climate and culture that embrace innovation

Process that drives lean, rapid and profitable innovation

Are you ready to win?

®

SG Navigator™ The complete guide to customizing, implementing and using the authentic Stage-Gate® system. Packaged into a professional, user friendly interface accessible through your web browser, this expert guide contains a collection of the best of the best - practices, proprietary methods, criteria, templates, worksheets and deliverables. Everything you need to drive lean, rapid, and pro�table product innovation in your organization.

SG Benchmarker™ Compare your organization’s innovation performanceand practices against the best. This cost-e�ective, convenient and reliable assessment isolates your strengths and weaknesses against proven performance drivers. Fact-based informationto help you make critical decisions.

Inspiring Speakers Invite internationally acclaimed product innovation experts, Dr. Robert G. Cooper and Dr. Scott J. Edgett, into your organization to motivate and inspire your team to embrace the proven drivers of innovation success.

Seminars and In-house Training High impact, interactive and intense knowledge transfer events where our expert speakers and trainers cut through the issues and focus on best practice solutions to the most critical challenges faced by product innovators.

Stage-Gate International +1-905-304-8797 info@stage-gate.com www.stage-gate.com

Implementation Services Highly focused engagements designed to accelerate the successful implementation of proven innovation practices. Based upon a collection of world class techniques and methods and delivered by highly skilled, experienced implementation specialists.

Consulting Services Highly specialized engagements tailored speci�cally to meet your company’s unique innovation challenges and needs. Our product innovation experts draw on an impressive collection of tools, methods and expertise to help you measure, analyze, design and execute.

Books and Reports Best selling books and research reports on the topics critical to product innovation success. Cooper and Edgett’s collective works are considered to have achieved the most powerful impact on performance in product innovation today.

Stage-Gate Ready Certi�cation Save time sourcing vendors to support yourStage-Gate process such as Idea Management,Idea-to-Launch Processes and PortfolioManagement. The Stage-Gate Ready Certi�cationprogram validates software applications againstsome 200 innovation-related criteria to reduce risks and costs incurred by would-be buyers during the selection process.

Consistent, repeatable product innovation success is within your reach.

®

The Stage-Gate International AdvantageHow we can help you win at product innovation

Resultsproven track record helping companies

improve their product innovation

capabilities

Reachsuccessful client

engagements across numerous industries,

countries and cultures

Experience breadth and depth

via front line experience with

5000+ clients

Researchcomprehensive,

peer reviewed and longest running

benchmark studies

LeadershipThe world’s most

respected experts in NPD – Dr. Robert G. Cooper and

Dr. Scott J. Edgett

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Stage‐Gate International  is the world’s  leading full‐service provider of products and  services which  enable  organizations  to  improve  their  product  innovation capabilities and performance.  A globally‐recognized and trusted brand with 25+ years  of  experience,  we  accelerate  client  success  through  our  unique  and powerful  combination  of  premier  benchmarking  research,  rich  content  and collaborative  consulting  and  training  services.  Our  clients  include  5000+ organizations of all sizes across all industries. 

 

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