New Product Development01-07

Human Resources University y
New P d t Development N Product D l t

Year4, Semester 2
Lectured by: Mr. Eng Leaphea,MBA Tel: 012 722076 Email: engleaphea@gmail.com Skype ID: rikreaymagazine
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Self-Introduction S lf I t d ti
Course: New Product Development Lecturer: Mr.Eng Leaphea, MBA Tel: 012 722076 Email: engleaphea@gmail.com rikreaymagazine (skype) Facebook.com/eng.leaphea
Instructors Profile I t t P fil

Name: Date of Birth: Sex: Nationality: Contact: C t t Email: Educational Background Eng Leaphea (Mr.) February 05, 1979 Male Cambodian H/P: H/P 012 722076 engleaphea@gmail.com
Working Experiences
02-04-2010 to 02-12-2010 10-12-2010 to Present
Working Experiences g p
2005 Present Lecturer Human Resources University
Course: Basic Marketing; B M k Marketing Management; Public Relation; Strategic Marketing; New Product Development. Human Resource Management
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Course Learning Objectives:

Students will learn as follows:
Chapter01: New Product in Global Marketing Chapter02: New Product Development Process Chatper03: Overview in New Product Development Chapter04: Design Chapter05: Special Issues in Development Chapter06: Product Use Testing Ch t 07 St t i Launch Planning Chapter07: Strategic L h Pl i
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Grading
Your course grade will be determined as follows:
20% on your attendance; 15% on
the quality of your individual assignment solutions 15% on the midterm test; and 50% on the final exam.
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Course Outline
Week 1 Description Course Introduction Chapter01: New Product in Global Marketing New Products Why New Product Succeed? Risks of New Product Development k f d l NEW PRODUCT LAUNCHES Chapter01: New Product in Global Marketing CHALLENGES IN NEW PODUCT DEVELOPMENT y products f fail? Why do new p Several factors tend to hinder new-product development IDENTIFYING NEW PRODUCT IDEAS The following questions are relevant to this task: Hours 3 hours
3 hours
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Course Outline
Week 3 Description Chapter02: New Product Development Process ORGANIZATIONAL ARRANGEMENT Organizing new-product development MANAGING THE DEVELOPMENT PROCESS: IDEAS Ten Ways to Create New-Product Ideas Idea Screening screening ideas, the company must avoid two types of errors MANAGING THE DEVELOPMENT PROCESS Concept Development and Testing Chapter02: New Product Development Process Concept Testing Marketing Strategy Business Analysis Hours 3 hours
3 hours
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Course Outline
Week 5 Description Chapter03: Overview in New Product Development Creating New Products CORPORATE RESPONSE MARKETING RESPONSE VARIABLES AFFECTING NEW PRODUCT DEVELOP Change and Complexity Invisibility Expense Control Hours 3 hours
Need for Speed

Can Do PATHS TO SUCCESS
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Course Outline
Week 6 Description Hours 3 hours
Chapter04:Design
What is Design? The Role of Design in the New Products Process Contributions of Design to the New Products Process Product Architecture 3 hours
Chapter04:Design ( continue) g g g Managing the Interfaces in the Design Process Participants in the Design Process Improving the Interfaces in the Design Process Computer-Aided Design and Design for Manufacturability
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Course Outline
Speed to Market 1- Techniques for Speeding Time to Market 2- Overall Principles and Guidelines The Role of Top Management during Development 9 Chapter05: Special Issues in Development Functional Interface Management 1- Managing the Interfaces g g 2- Overall Principles and Guidelines Strategies for Global Product Innovation 3 hours
Chapter05: Special Issues in Development
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Course Outline
Chapter06: Product Use Testing What Is Product Use Testing Is Product Use Testing Really Necessary? g g p 1- Regarding Competitors Reactions 2- Customer Needs Are Complex Sets 3- Can We Deliver A Total Quality Product? P d t?
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Course Outline
Chapter06: Product Use Testing Knowledge Gained from Product Use Testing Beta tests Gamma Testing g Diagnostic Information Decisions in Product Use Testing How Sh ld W R h the User H Should We Reach th U Group?
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Course Outline
Chapter06: Product Use Testing How Much Explanation Should We Provide? How Much Control over Product Use Should There Be? Special Problem Be Alert to Strange Conditions Strategies f Gl b l P d t St t i for Global Product Innovation
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Course Outline
Week 13 Description Hours 3h hours I. Setting The Strategic Givens Revisiting th Strategic Goals R i iti the St t i G l
Chapter07: Strategic Launch Planning Ch 07
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Chapter07: Ch t 07 Strategic Launch Planning

Strategic Platform Decisions The Target Market Decision
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Course Outline
Week 15 Description VI. Product Positioning VII. Creating Unique Value for the Chosen Target g VIII. Branding and Brand Management IX. Packaging Number of weeks Total hours Credits 15 weeks 45 hours 3 Hours 3 hours
Chapter07: Strategic Launch Planning
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Chapter
New Product in Global Marketing
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-----------------------------What Is a New Product ? New products can be new to the marketplace or new to a company. A new product for a company may or may not be a part of an existing product line. A p product line is a g group of p p products that are closely related because they function in a similar manner, are sold to the same customer groups, are distributed through groups the same dealers, or all within certain price ranges. g
By: Eng Leaphea, MBA
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NEW PRODUCTS
New products can be classified as: New-to-the-world products: New product lines: Additional to existing product lines: Improvements in or revision to existing products: d t Repositioning: p g Lower cost products:
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These are:
Why New Product Succeed? y
Introducing a unique but superior product product. Having market knowledge and marketing proficiency. proficiency Having technical and production synergy and proficiency proficiency. Being in a large, high-need growth market. Avoiding introducing a high priced high-priced product with no economic advantage.
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Why New Product Succeed?

A idi a competitive market with Avoiding titi k t ith satisfied customers. Avoiding p g products new to the firm. Having a strong marketing communications and launch effort. Having a market-derived idea with considerable investment involved.
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Risks of New Product Development p
This is due to a variety of factors:
Costs will continue to rise. Competition will intensify, particularly from foreign producers. The life of products is likely to become shorter as competitors duplicate existing products more quickly. The need for a more rapid pace in new product development may not be met by the development of new technologies. Markets will continue to be fragmented, requiring companies to aim new products as smaller target segments. Investment risks are likely to increase because of high interest rare.
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NEW PRODUCT LAUNCHES --------------------- Evidence of Market Interest A Accurate M k t E l ti t Market Evaluation Good Judgment in Development Reasons for Success Position, Promotion, and Pricing
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CHALLENGES IN NEW PODUCT DEVELOPMENT

Companies that fail to develop new products are putting themselves at great risk. Their existing products are vulnerable to changing customer needs and tastes, new technologies, g p y g New technologies are especially threatening. Most established companies focus on incremental innovation, disruptive technologies . N New products continued t f il at a di t bi rate. d t ti d to fail t disturbing t Recent studies put the failure rate of new consumer p products at 95 percent in the United States and 90 p percent in Europe.
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----------------------
Why do new products fail?

A high-level executive pushes a favorite idea through in spite of negative market research findings. f d The idea is good, but the market size is overestimated The product is not well designed. The product is incorrectly positioned in the market, not advertised effectively, or overpriced. The product fails to gain sufficient distribution coverage or support. Development costs are higher than expected. C Competitors fight back h d th expected. tit fi ht b k harder than t d
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Several factors tend to hinder new-product development
Shortage of important ideas in certain areas Fragmented markets Social and governmental constraints Cost of d f development l C it l shortages Capital h t Faster required development time
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IDENTIFYING NEW PRODUCT IDEAS -------------Major sources of new-product ideas include internal sources customers competitors sources, customers, competitors, distributors and suppliers, and others It can pick the brains of its executives executives, scientists, engineers, manufacturing, and salespeople. salespeople Some companies have developed successful entrepreneurial programs that entrepreneurial encourage employees to think up and p p develop new-product ideas.
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Good new-product ideas also come from watching and li t i t customers. Th company can d listening to t The analyze customer questions and complaints to find new products that better solve consumer problem problem. Competitors are another good source of newp product ideas. Finally, distributors and suppliers contribute many g good new-product ideas Other idea sources include trade magazines, shows, and seminars; government agencies; new-product consultants; advertising agencies; marketing l d k research firms; university and commercial laboratories; and inventors inventors.
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An organizational design for addressing these requirements is a new-product development. the function of such a department is four fold To ensure that all relevant information sources are continuously tapped for new-product ideas; new product To screen these ideas to identify candidates for investigation; To investigate and analyze selected new-product ideas; To ensure that the organization commits resources to the most likely new-product candidates and its continuously involved in an orderly program of newproduct introduction and development development.
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THE NEW-PRODUCT DEPARTMENT ----------------
The following questions are relevant to this task:

How big is the market for this product at various prices? i ? What are the likely competitive moves in response to our activity with this product? Can we market the product through our existing structure? If not what changes and what costs will be not, required to make the changes? p product Given estimates of potential demand for this p at specified prices with estimated levels of competition, can we source the product at a cost that will yield an adequate profit? ll ld d f
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Assignment
Find out a company in Cambodia, then do Cambodia as follows:
List their products they are operating; Analyze their product Lines
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Chapter 2 h p
New Product Development Process p (NPDP)
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ORGANIZATIONAL ARRANGEMENT
New-product development requires senior management to define business domains, g , product categories, and specific criteria. Budgeting for new-product development Senior management must decide how much to budget for new-product development. R&D outcome are so uncertain that it is difficult to use normal investment criteria.
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Organizing new-product development g g p p

Many companies assign responsibility f new-product ibilit for d t ideas to product managers, but Large companies often establish a g p new-product department headed by a manager Th d The departments major t t j responsibilities include generating and screening new ideas, working g g with the R&D department, and carrying out field testing and commercialization. commercialization
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MANAGING THE DEVELOPMENT PROCESS: IDEAS
Idea Generation
The new-product development process starts with the search of ideas ideas. New-product ideas can come from interacting g p g y with various groups and from using creativity generating techniques. Interacting with Others Ideas for new products can come from customers, scientists, competitors, employees, channels members and top management members, management.
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Ten Ways to Create New-Product Ideas

Run formal session where groups of customers meet with company engineers and designers to discuss problems and need and brainstorm potential solution. Allow time off scouting time for technical people to time-off timeputter on their own pet project Make a customer brainstorming session a standard customer-brainstorming feature of plant tours. Survey your customer: Find out what they like and dislike in your and competitors products. Undertake fly on wall or camping out research fly-on-wall camping out with 28/03/2012 customers. 37
Use iterative rounds: a group of customer in one room focusing on identifying problems, and a group of your technical people i the next room, li h i l l in h listening and i d brainstorming solutions. The proposed solutions are then tested immediately on the group of customers. y g p Set up keyword search that routinely scans trade publications in multiple countries for new-product announcements and so on. d Treat trade shows as intelligence missions, where you view all that is new in your industry under one roof roof. Have your technical and marketing people visit your suppliers labs and spend time with their technical pp p people-find out what is new. Set up an idea vault, and make it open and easily accessed. All d Allow employees t review th id l to i the ideas and d 28/03/2012 constructively to them. 38 add
Idea Screening
A company should motivate its employees through rewards to submit their new ideas to an idea manager. g Idea should be written down and reviewed each week by an idea committee. The company then sorts the proposed id h d ideas i into three group: h promising ideas, marginal ideas, and rejects. Each promising idea is researched by a committer member, who report back to the committee.
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screening ideas, the company must g p y avoid two types of errors

A DROP error occurs when the company DROP-error dismisses an otherwise good idea. It is extremely easy to find fault with other peoples ideas. y p p A GO-error occurs when the company permits a poor idea to move into development and commercialization. A absolute product f il i li ti An b l t d t failure loses money; its sales do not cover variable costs. A partial product failure loses money, but its sale p p f y, cover all its variable costs and some of its fixed costs
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MANAGING THE DEVELOPMENT PROCESS CONCEPT TO STRATEGY
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Concept Development and Testing

Attractive ideas must be refined into testable product concept concept. A product idea is a possible product the company might offer to the market i h ff h k A product concept is an elaborated version p g of the idea expressed in meaningful consumer terms.
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Concept Development
A product idea can be turned into several concepts. Th fi The first question i Wh will use this product? i is: Who ill hi d ? The powder can be aimed at infants, children, teenagers, teenagers young or middle aged adults or older middle-aged adults, adults. Second, Second what primary benefit should this product provide? Taste, nutrition, refreshment, energy? Third, when will people consume this drink? Breakfast, midmorning, lunch, mid afternoon, dinner, late evening?
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By answering these questions, a company can form several concept

Concept 1: An instant breakfast drink for adults who want a quick nutritious breakfast without preparation preparation. Concept 2: A tasty snack drink for children to drink t d i k as a midday refreshment. idd f h t Concept 3: A health supplement for older adults in the late evening before they go to bed.
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Concept Testing p g
Concept testing involves presenting the product concept to appropriate target consumers and getting their reactions. The concept can be presented symbolically and physically. However, a more concrete and physical presentation of the concept will increase the reliability of the concept test test. Today, some marketers are finding innovative ways to make product concepts more real to consumer subject. Many companies routinely test new-product concepts with consumers before attempting to turn them into actual new products. products
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After receiving information, researchers p y g measure product dimensions by having consumers respond to the following q questions: Communicability and believability Need level Gap level
P Perceived value i d l Purchase intention User targets, purchase occasions, purchasing frequency
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Marketing Strategy
Marketing strategy development is the designing an initial marketing strategy for a new product based on the product concept p p p
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Following a successful concept test, the newproduct manager will develop a preliminary marketing-strategy plan for introducing the new product into the market. The plan consist of three steps: The first part describe the target markets size, p g , structure, and behavior; the planned product positioning; and the sales, market share, and profit goals sought in the f l h h first f few years. The second part outlines the planned price, distribution strategy, and marketing budget for the strategy first year. The third part of the marketing strategy plan describes the long-run sales and profits goals and 28/03/2012 48 marketing-mix strategy over time
Business Analysis
Business analysis involves a review of the sales, costs, and profits projections for a new product to find out whether they satisfy the companys objectives. company s If they do, the product can move to the p product development stage. p g To estimate sales, the company might look at p y g the sales h h l history of similar products and f l d d conduct surveys of market opinion
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It can then estimate minimum and maximum sales to assess the range of risk. After preparing the sale forecast forecast, management can estimate the expected costs and profits for the product including product, marketing, R&D, operations, accounting and finance costs costs. The company the sues the sales and costs figures to analyze the new products product s financial attractiveness.
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Chapter 3 Overview in New Product Development
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Creating New Products

Customers Innovation
Peter Drucker: Creative imitation is a strategy gy aimed at market or industry dominance. But it is much less risk. By the time the creative imitator moves, the market h b h k has been established and the bli h d d h new venture has been accepted..
An alternative approach still based on imitation is approach, imitation, to find the major problems associated with existing products in a market and to develop a product that resolves them.
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CORPORATE RESPONSE
P d ti Production C Capabilities biliti
Financial Financial Performance Human Factors Materials Supply Time Ti

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MARKETING RESPONSE
Match with Existing Product Lines Price and Quality Di t ib ti Distribution Patterns Seasonality
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VARIABLES AFFECTING NEW PRODUCT DEVELOP

I have observed that the new product development process as follows: Is in place to create change. Is complex and getting more complex complex. Is attempting to conform to outside pressures. ways, invisible. in many ways invisible very expensive. constantly under pressure to make it move faster. reserved for people with a can do attitude.
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Change and Complexity

The creation of new products is not easy, and yet the management of change is a crucial part of the new product development methodology. New product development is a world p p awareness adventure. We must look at markets, customers, distribution channels, marketing techniques, f h finances, government regulations, l forming standards, Ill work with two examples, recorded music I ll examples and the personal computer, to help explain my thoughts on change and complexity complexity.
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Change and Conformity

The new product development process is o ced co o co st a ts t at forced to conform to constraints that were developed by different people over p a period of time. Because the rules and regulations are man-made, Generally, position conformity is more y p y readily accepted in the development environment than the negative type. Lets first explore a few facets associated with negative conformity.
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Negative conformity typically starts with a directive from someone. Second i th t S d is the customer i always is l right point of view. Third, there is a tendency in business to aim for what seems to be the safe bet.
The last major conformity issue of this yp p ( ) type is to adapt to (MIS).
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Invisibility
Where do we begin to make visible such organization quality as communication communication, teamwork, leadership, force multipliers, roles within the work society, and y structural interaction? l What about the invisible structure h b h bl associated with technology, markets, economics, economics and systems that is virtually impossible to model in the development of new products?
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Expense Control p
The creation of new high technology g gy products is very expensive process! Most likely there will be a need to network computer and provide for p p electronic information transfer.
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Need for Speed

New products are the foundation for continued business success in the high hightechnology field. Ti Time to market (TTM) i the measure of an k is h f organizations ability to convert idea into commercial product reality. It is a i l d li I i competitive requirement; it is a strategy; and , it is an organization capability. d i i i i bili
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Can Do Ca o
Experience shows that this attitude will grow and develop over time if people dd l ti l

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Think highly of themselves. Perform their work because they are internally motivated. Strive to realize a driving vision. Establish short-, intermediate-, and longrange goals. Develop a realistic appraisal of progress toward achievement of their goals Take ti T k time to h t have f fun.
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PATHS TO SUCCESS
Winning Ways of Doing New Product Development
Make new product development a control p process. Keep an eye on the world Involve all relevant people from th start. f the t t Assemble and act out information in concert. Have a representative object of the end product in view. Learn how to make decision quickly. Work with competitive tools and methods. Entrust execution to competent people. t t l In the event of problems, adjust only the effected areas. Maintain the can do vitality in the y organization
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Chapter 4 p
Design D ig
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Course Outline
Chapter04:Design
What is Design? The Role of Design in the New Products Process Contributions of Design to the New Products Process Product Architecture 3 hours
Chapter04:Design ( continue) g g g Managing the Interfaces in the Design Process Participants in the Design Process Improving the Interfaces in the Design Process Computer-Aided Design and Design for Manufacturability
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What Is Design? g
the synthesis of technology and human needs into manufacturable products.
What is design? One writer define it as
In practice, however, design as a term has many uses. uses To the car companies it can mean the styling companies, department. To a container company it means their customers packaging people To a customer s people. manufacturing department it most likely means the engineers who set final product specifications. g p p
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The Role of Design in the New Products Process d

As a proof of the important of design design, consider several ways in which design excellence can help firms archive a broad spectrum of new product goals, as show in Figure 2 1 2.1.
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Contributions of Design to the New Products Process

Design to Speed to Market
Design for Ease of Manufacture
Design for Differentiation i f iff i i
Design to Meet Customer Needs
Design to Build or Support Corporate Identity
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Design for the Environment
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Product Architecture
Product architecture has been described as the process by which a customer need is developed into a product design. This is a critical step in moving toward a product design as solid architecture hi improves i ultimate li product d performance, reduces the cost of changing the product once it is in production, and can speed the product to market. A process for product architecture development can be applied to make sure the products design will be in keeping with customer needs and, ultimately, and ultimately the product innovation charter
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1- Create the Product Schematic. The schematic shows the components and functional elements of the product and how they are interconnected. Several y alternative schematics may be developed and explored at this stage. 2 Cl t th S h 2-Cluster the Schematic El ti Elements. H t Here the chunks (or modules) are defined. In the figure, input, disk, output, and power chunks are identified. Interaction among the chunks should be simple to changes can b easily effected, and one should t k be il ff t d d h ld take advantage of manufacturing capabilities whether possible.
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Indoor Wiring Diagram (Wall Mounted)

Wall Mounted (S **KA1E5 Series) Wiring Diagram (S- KA1E5
SW2
SW2 (TO ERASE GROUP CONTROL ADDRESS)
Refrigeration Cycle for 4, 5 & 6HP

Gas bypass valve
High pressure switch 4-way valve
Low pressure switch
Outdoor air intake temperature sensor Outdoor heat exchanger temperature sensor Outdoor defrost temperature sensor
Indoor gas pipe sensor Oil separator Indoor intake air temperature sensor
Suction pipe temperature sensor Schrader valve
Muffle r Indoor heat exchanger temperature sensor
Accumulator Outdoor expansion valve Receiver Strainer DC 2-piston rotary compressor Strainer Check valve Liquid bypass valve
Discharge pipe temperature sensor
Indoor expansion valve
3-Create Geometric Layout. Here, using simulations, computer-aided design, or computer aided other techniques, the product arranged in several configurations to determine the best solutions. For example, should the disk load in the front or the side of the CD player? 4-Check Interactions between Chunks Chunks. Understand what happens at the interfaces between chunks In the CD chunks. player, sound flows as a digital signal to the disk during recording and also as a 28/03/2012 73 digital signal from the disk during By: Eng Leaphea, MBA playback
RC Transmission Channel Address Setting

Wireless remote controller can be set to 3 difference individual channel or 1 master transmission channel. The 3 individual transmission channel will be display at screen as Address 1 , 2 , 3. The 1 master transmission channel will be display at screen as Group. (this is not group Control) All indoor units which are set to d ff ll d h h difference transmission channel also will only respond to the h l l ll l d h remote control which using master transmission channel.
ADDRESS
1 2 3
1 2
Press Address button to scroll the transmission channel address. 1 2 3 Group
ADDRESS
Press and hold Auto Switch button at the indoor unit until 3 beeps sound is heard (~11secs).
ADDRESS
GROUP
Press any button of remote controller. Ensure the indoor is acknowledged by a beep sound sound.
Managing the Interfaces in the Design Process th D i P

New product managers have to keep in mind that product design should not be t e espo s b ty o o y t e des g e ! the responsibility of only the designer! Today, they have to share this traditional role with several other functions. There are several participants in the g product design task, some in a more direct role than other. One model of how these people participate is shown in
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Participants in the Design Process p g

Direct Participants Research & Development Industrial Designers and y Stylists Engineering Designers/Product Designers Manufacturing Engineers and System Designers y g Manufacturing Operations
Supportive Participants Design consultants Marketing Personnel Resellers Vendors/ Suppliers Governments Customers Company Attorneys Technical Service
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Several techniques are currently being used to make sure that design is integrated correctly with other functions during the development phase, and that the products being designed can be manufactured in a cost-efficient g g way. Important among these is collocation ( putting the various i di id l or f i individuals functional areas i ti l in close l proximity). When the different groups are not in regular contacts and cooperating there is a tendency for p g y information to be lost (or hidden). This causes wasted work and slows the whole operation down. Many firms have tried collocation to shorten communication lines and increase team cohesion. 28/03/2012 77
Improving the Interfaces in the Design Process
Colocation helps integrate departments and improve information flow and also allows the team members to identify and resolve product development problems more quickly. It must, be carefully planned and handled. y , In many firms, the effects of collocation are achieved without actual physical proximity of team members, using the resources of communications technology. This is sometimes known as digital colocation. As a final note, there is a recent increase in the use of global teams (that is, teams comprising individuals from at least two different countries).
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Improved information technologies such as e-mail, and company h il d databases combine with phone calls and regular mail to make global teams an increasingly feasible option. gy p
In addition, partnering upstream with vendors is a possibility. Most companies possibility tell us they are doing it, by using reverse marketing, marketing technology searches demands searches, that suppliers value engineer their product, product and by putting supplier people on 28/03/2012 the new product teams. 79
Computer-Aided Design and Design f M D i for Manufacturability f t bilit

That is the technology of the acronyms: CAD (computer-aided design), (computer aided design) CAM (computer (computeraided manufacturing), CAE (computer-aided engineering), DFM (design for manufacturing), g g) ( g g) and variations. These technologies offer lots of advantagespeople h l have t work t to k together t understand th to d t d and use them, they force the integration of all needs into one analytical set, they are fast, and y , y , they do more than the human can do alone even if there were ample time.
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Chapter 5
Special Issues in Development D l t
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Course Outline
Speed to Market 1- Techniques for Speeding Time to Market 2- Overall Principles and Guidelines The Role of Top Management during Development 7 Chapter05: Special Issues in Development Functional Interface Management 1- Managing the Interfaces g g 2- Overall Principles and Guidelines Strategies for Global Product Innovation 3 hours
Chapter05: Special Issues in Development
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Many different industry settings that cross functional cross-functional teams contribute greatly to increasing speed to market. Far better is to use such devices as benchmarking, where a firm studies other firms The way management measures speed to market (or, frequently, ti dt k t( f tl time to market), is often getting the idea to the h th shopping d k f t i dock faster..
Speed to Market p
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Hearing about the value of being first to mindshare rather than being first to market market. The firm with mindshare in a given product category is the one that the target market associates with the product category, and that is seen as the standard for competitors h h d df to match. Firms that strive for mindshare think not about the speed of an individual p p products development and launch, but rather about creating a dominant position in the mind of the th customer. t
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1- Techniques f Speeding Time q for p g to Market

Accelerating time to market has been p j g an important objective of innovating firms in recent years. Some observers have noted that the use of parallel processing by the Japanese automakers was a big factor in their emergence on the world market. k t
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Key Characteristics of ShortCycle-Time Fi C l Ti Firms

Extensive user involvement early in the y new products process, capturing the voice of the customer. Cross-functional teams are dedicated to the new product. Suppliers are extensively involved. The firms adopt effective design p g philosophies and practices. The most adapt firms are effective at p organizational learning. 28/03/2012
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2- Overall Principles and Guidelines

Some other considerations in cycle time acceleration may be summarized succinctly
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-Do the job right the firs time. - T i i of everyone involved. Training f i l d - Communication. Co u cat o . - Flexibility. - Fast decision.
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The Role of Marketing during Development D l t

1- Marketing is Involved from the g Beginning of the Process Marketing people are now involved from the very beginning of the new product process, process and have a very important role. role Throughout the process, they advise the new products team about how the product development underway fits in with the firm s marketing capabilities firms
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It is too easy to say that marketings role is to gather information from the marketplace marketplace. Too often, that means that marketing plays a gatekeeper role, funneling information from the marketplace to the new products team Marketing eventually found out that there was a bigger market out there that was very interested in, but not for the attributes originally thought to be most important. Clearly, the original technology-push innovation h d d i i had done and market needs were d k d now driving further technical development.
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2- Marketing Ramp-Up, or the I Think Weve Got It Phase It

Contributions to the process throughout, the roles of both marketing and manufacturing changes as g g g the process move along. Often, an important turning point occurs when the early prototypes are made and are passing performance tests tests. We might call this point the I think we have got I it phase and it is here that the teams whole attitude toward the projects changes. They have to begin l b i planning fi ld sales and service availability i field l d i il bili for the product, investigate packaging and branding options, bring in the advertising agency representatives. 28/03/2012 90
In new product development, we often hear of ft h f manufacturing rampf t i up- the stage at which manufacturing personnel plan the full-scale production of the p p product. Just like manufacturing ramps up from prototypes to full production production, marketing can be said to ramp up for product launch- and marketing rampd l h d k i up begins here.
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New product people claim that only top managements have the power to make decisions essential to their projects. But, in all fairness, top management support is needed for the overall new product program they don not have time to be champions for individual projects except rare, crucial ones rare ones.
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The Role of Top Management p g during Development
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Specifically, how can top management help? They should be smart, experienced general managers, for starters. They should know how to make timely decisions, and realize the unique and extraordinary need of the new product staff f t di d f th d t t ff for strategy direction. The top manager should support (in fact fact, demand) a product innovation charter. Add, too, a longer-term financial view and a managerial style that supports risk-taking and good communication. Top management s interest and support should be managements clearly signaled by open statements of confidence, by appointments of p p who clearly are y pp people y comers in a firm.
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Functional Interface Management

As we have seen, p , product innovation involves people from many different functional areas and backgrounds: sales and marketing, R&D, design, engineering, manufacturing, d i i i f t i operations, and so on. Part of challenge of new products is managing the interfaces across the functional areas, as the key functions must co-operated often and y p effectively to improve product development performance.
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1- Managing the Interfaces

The essence lies in three statements: - Top managers g the interfaces they p g get y deserve, because they can eliminate most of the problems anytime they choose to do so. - Interface management primarily takes time, not skills. One new product manager said h solved his teams problems b id he l d hi bl by giving at least 40 % of his time to seeing that all key players spent a lot of time with each other, on and off job.
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- Participants who continue to be a problem should be taken out of new products team p situations; they get some perverse satisfaction out of reactions to their behaviors.
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2- Overcoming Barriers to Market Orientation

Market information is not used if it does not conform to specifications. It is critical for management to create an environment of mutual trust among employees of all functional areas; higher levels of trust mean that managers will be more open to suggestions that might cause in the way gg g y things are done. Clearly, while we have seen great improvements i recent years on th i t in t these i issues, the problems remain, and more improvement still needs to be made made.
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Structurally, g y global p product innovation can be handled in several ways: 1 Make 1-Make no special arrangements. Export what is developed for the home market. On the one hand this is called the export approach, yet when market conditions around the world are substantially the same, then this approach of one product for all countries is called global strategy.
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Strategies for Global Product Innovation
2- Keep structure the same, b 2 K h but develop versions of the new p item to meet the needs of viable foreign markets. This markets approach is usually thought of as a variation of the export i i f h approach or called pp international strategy.
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3 3- Use the facilities of the home firm, but have separate projects directed by managers in each viable foreign area area. These foreign managers learn of available technologies in the home firm, il bl t h l i i th h fi study their local markets to see how each might apply, and then set up h h l d h projects to develop what is needed there. This is often called a multinational strategy. gy
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4- Assign the basic responsibility for product innovation to each foreign d hf business larger enough to have the resources for it. This usually means , g, some local R&D, local manufacturing, and almost totally local marketing. Operational cultures and policies will vary greatly from country to country. This strategy ha no common name, but local drive would fit fit.
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5- The last alternative is a mix of the above, variously called matrix, b i l ll d ti country of excellence. Essentially, the firm wants to be a major player in all viable markets of the world, but wants to develop strategies appropriate to each of those markets. It is often done by world region, continent, or other larger geographical division.
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Chapter 6 p
Product Use Testing T ti g

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What Is Product Use Testing

Use testing means use under normal ope at g co d t o s. ba k sta s operating conditions. A bank installs a new ew check cashing services at three branch p points. The product will probably not be p p y perfect at this time, for more reasons than poor design. Testing should continue until the team us satisfied that the new product does indeed solve th problem or fill th need th t was l the bl the d that expressed in the original protocol.
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Is Product Use Testing Really g y Necessary?

I one case, excellent product use t ti In ll t d t testing resulted in the development of a successful launch strategy, in the other product use testing strategy was probably never done, with predictably poor results results. But even in consumer packaged-goods packaged goods industries, there should be more serious g consideration of the counter arguments for use testing. Here they are. 28/03/2012 105
1- Regarding Competitors Reactions

A firm developing new items is well advised to build its innovation on a technology base where it has some insulation from competiti e here competitive copying. Second, competitors today are finding that copying someone else has small gains-others will copies the innovators mistakes too and innovator s too, the competitors were must worry about most are themselves involved in technology-based gy developments that cannot be thrown over on short notice.
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2- Customer Needs Are Complex Sets

End-user is indeed complex and there is no way it can be simulated in laboratories, where use is isolated from user mistakes, competitive trashing of the concept, and objections by those g p, j y in the user firm or family whose work or life is disrupted by the change. p y g In addition, for new-to-world products, several p product use tests may be needed for a company y p y to get it right what is important is that the company learns from its errors.
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3- Can We Deliver A Total Quality Product? Recall the idea of the augmented productwhere there is a core benefit, then a formal product, and then the many augmentations of service, warranty, image, financing, and so on. The new product process tends to focus on the core b h benefit and the f fi d h formal product, l d and even that may have implementation problems. problems But firms often just assume they will be able to deliver outer ring of augmented product quality
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the sales force will be able to explain the new item well, early product breakdowns will not chase other potential buyers away, the finance division will approve generous financing arrangements, the advertising effectively answers competitors claims, competitors and warehouse personnel wont make a simple mistake and destroy half the p y product.
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Figure 6-1 Set of New Knowledge from Product Use Tests
Pre-use sense reactions P ti
Early use experiences

Major benefit results and problem solving
Diagnostic information
Diagnostic information
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Knowledge Gained from Product Use Testing T ti

Pre-Use Sense Reactions Almost every product gives the user a change to react to immediate sensations of color, seed, durability, mechanical suitability, and so on. I iti l reactions are h i l it bilit d Initial ti important especially on service product. E l U E Early Use Experiences i This is does it work knowledge. Key specifics are such thi h things as ease of use, surface variables, can th f f i bl they manage it, are there still bugs, and is there any evidence of what the item will eventually do do.
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Beta tests
The ultimate use test of the protocol is to try it out at customers sites, to evaluate whether the product solves whatever problems led to development of the product p p p in the first place. These are short-term use tests at selected customers sites (external customers or, sometimes, employees serving as internal customers). In fact, some have their people competing to see who can find the most bugs in a new item-better now than later. The tests are not designed to tell them about meeting customer needs and solving problems-such testing takes longer than the few weeks usually allowed on 28/03/2012 112 computer products.
Gamma Testing
Beta testing may not meet all of the developers developer s needs. In a beta test, users may not have had time to judge whether the new product met their needs or was cost effective for them cost-effective them. As a result, a third is becoming popular, gamma testing (gamma being the third Greek letter after alpha and bets). It designates the ideal product use test, where the item is put through its paces and g thoroughly evaluated by the end-user. To pass this test the new item must solve whatever test, problem the customer had, no matter how long it takes. Gamma testing is so critical on new medicines and medical equipment that the United States demands it; such testing can take up to 10 years. 28/03/2012 113
Diagnostic Information
New products managers are looking for how items are used, what mistakes are made. Use tests often suggest ways to improve performance or to reduce cost. New product developers also seek specific pieces if information needed to back up their claims. Marketers want confirmation of target markets and product positioning. positioning g y g Product integrity is also on trial during a use test, since only the users perceptions tell us whether the parts tie together into a meaningful whole, and whether product pp p g y fist application. Last, developers are watching for many other red flag, a signal that users had some problems understanding the new item or where show to accept yg the results they got, and so on.
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Decisions in Product Use Testing

Who Should Be in the User Group?
Some use testing is down with lab personnel at g p the plans where the products are first produced. Experts are the second testing group (for example, the cooking staff in a test kitchen). Experts will give mare careful consideration E ill i f l id i than will typical users and probably will express more accurate reactions They will not reactions. be interested in the same things that interest customers, however. ,
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Th third t t group option, employees, i widely The thi d test ti l is id l utilized thought often criticized. Company loyalties and pressures and employees lifestyles and customer may distort opinions and attitudes. Obvious problems of possible bias can be overcome to some extent by concealing product identities and by carefully training and motivating the employee panel. Stakeholder are the next choice, and the set includes customers and non-customers, users and nonusers, d d resellers. End-user advisers (such as architects), users p p , p g , of competitive products, repair organization, and technical support specialists whose reactions to new products have been sought.
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How Should We Reach the User Group?

There are several options here here. First we must decide on mode of contract: Mail and personal are most common. The mail method common is more limited than personal contact in type of p product and depth of q p questioning, but it is more g, flexible, faster, and cheaper. g p Burlington Industries used the telephone to ask people to serve on special one-time mail panels that evaluated mew fabrics. Business-to- business firm often insist on personal contact, since they f f l h need closeness far beyond that on most consumer product. product
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Second, there is a choice between individual contact and group contact. Most firms prefer individual contact, especially at this critical point in the development cycle, but it may be cheaper to deal with groups. (traditional focus group is not a g p ( g p place for use testing.) Third the individual mode of contact brings up Third, the question of location. Should the test be conducted at the point of use (home, office, or factory), factory) or should it be conducted at a central location (test kitchen, shopping center, theater, or van)? The point-of use location is more realistic and permits more variables to operate But it operate. offers poor experimental control and permits easy misuse.
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Should We Disclose Our Identity?

A key issue, identity disclosure, concerns y , y , how much the user should be told about the brand or maker identity of the product. Some testers prefer often disclosure, while other disclosure (the majority) prefer to keep it secret. It may be that the band cannot be hidden-as with many cars, some shoes, and many y y business products. Persons have perceptions about various firms and brands.
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How Much Explanation Should We Provide?
Some people conduct use tests with virtually no comment other than the obvious Try this. But such tests run the risk of missing some of the specific testing needs. A second degree of explanation, called commercial, dd f l ll d i l includes just the information the customer will get when actually buying the product later later. The third level is full explanation It may be necessary explanation. to include a great deal of information just to ensure the product g used p p y p gets properly
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How Much Control over Product Use Should There Be?

Most new medicines can be tested legally only under the control of physicians. This total control is essential when accurate data are required and when patient safety is concern. Many industrial products also require total control to avoid dangerous misuse. But most testers want users to experiment, to be free to make some mistakes, and to engage in behavior representative of what will h f h t ill happen l t when th product i later h the d t is 28/03/2012 121 marketed.
Over What Time Period Should the Test Be Conducted?
Some use tests require a single product experience; some require use over short periods of up to a week; and some require use over extended periods of up to six months. The initial, quick test predicts the early reactions of those people we call innovators Failure here even if innovators. here, perceptions are unjustified, will often doom a good product. Tests over a month long are rare on consumer product and difficult to defend to management. But if a new piece of business equipment will be positioned on its cost-cutting advantage, the use test had better run long enough for the user to see a significant cost reduction.
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What Should Be the From of the Product Being Tested?

The opposing view favors building variants into the test pp g g situation-colors speeds, sizes, and so on. The latter approach is more education but also much more costly. Services are almost always t t d i multiple variations, S i l t l tested in lti l i ti give that it is usually easy to make the changes. The decision rests on several factors, the first being how likely the lead variant is to fail. No one wants to y elaborately test one form of the product and then have that form fail.
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How should We Record Respondents p
Rejections?
Essentially, three options are available. First, a five-or seven-point verbal rating scale is generally used to record basic like/dislike data.
Second, the respondent is usually asked to compare the new product with an other product, say, th l d or d t ith th d t the leader the one currently being used, or both; this is a preference score; which can be obtained several ways. Third, for diagnostic reasons, testers usually want d di i ll descriptive i ti information about the product that covers any and all important attributes.
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A research firm was involved in studying h fi i l di t d i opportunities for a new sausage and had previously asked consumers t rate th i l k d to t the sausage products then available on a variety of attributes, i l di greasiness. i t f tt ib t including i The results showed strong aversions to both of those attributes, which were associated with low overall scores for p product q quality. y
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Who Should Do the Product Use Test?

The first choice here is between personal within the company and personnel outside the company. Th fi The firm may or may not h have the h necessary personnel skilled in information in technology with analytical capability capability. Second the functions (marketing technical) Second, (marketing, historically have jockeyed for control. But today we have the development team be responsible responsible the sane team that handle the prototype concept testing. If vendor personal are members of such teams, then they too participate.
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Special Problem p
Dont Change the Data Just Because They Came Out Wrong
One firm discovered a user in a use, but the president said Theyre just going to have to have said, They re to live with it. Unfortunately, the use test did not ask whether users were willing to live with it. g They werent, and the product failed. g In some tests technical and marketing people warn of user problems only to be told that they are being negative-a real-life case of kill the messenger.
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Be Alert to Strange Conditions g

One industrial firm noticed that several electrical measuring instruments showed sings of tampering after a field test. On examination, they found users were g p g making a particular change to aid the products function; after a few telephone y p p g calls, they had an improved product design ready to go out for more testing.
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What If We Have to Go Ahead without Good Use Testing?

Try to work some use testing into the early marketing stages, and try to have some alternatives g g , y ready to switch to as a hedge against negative outcomes. There are also surrogate tests available if time or money limitations prevent a full product use tests. Quick results are p Q possible, for example, through , p , g constructive evaluation (the respondent uses the item, describing activities and explaining problems encountered) or retrospective testing (the user reviews videos of conventional product use testing previously done).
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Chapter 7
Strategic Launch St t i L h Planning g
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I. Setting
At this point in the new products process, the t th team is ready to build the actual i d t b ild th t l marketing plan. The task should be easy if the th new it item i an i is improvement t it t to items already in the line. Weak strategic planning then shows up when the product reaches the market and market, tactical error (such as insufficient resource allocation) can compound the problem problem.
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Strategic launch decision include both strategic platform decisions that set , g overall tones and directions, and strategic action decisions that define to whom we are going to sell and how. Tactical launch decisions are marketing mix decisions such as communication and promotion, distribution, and pricing that are typically made after the strategic launch decisions, and define how the g p strategic decisions will be implemented.
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The Strategic Givens g

In fact, they are such a problem that top managements often set up venture groups or skunk works, organizational form supposedly immune from whatever restrictions are endemic to the firm. Sometimes the givens is an individual a strong member of upper management whose p pp g personal druthers become corporate law. A firm in the ethical drug products field had a sales manager totally committed to an indirect channel of outlet distribution.
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The point is, they need to be identified and studied. If the launch team wants to d d d f h l h challenge such restrictions, fine, but it should d so early and should be h uld do arl h uld b prepared to lose. Ultimately, as company organizations are g g now changing, most of these restrictions will yield. They are silo or chimney holdings, and the horizontal management philosophy of today is designed to bypass hil h f d i d i d b just such restrictions.
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Revisiting the Strategic Goals g g

Usually much has been learned in the new products process, competitive conditions may have changed, and customer or management needs may have changed. g y g Therefore, at this early stage in the launch planning process, th goals should b l i the l h ld be revisited and updated. Unfortunately, business firm use a complex set of measures as goals and of measures for g individual products is as follows: 28/03/2012 135
Customer Acceptance Measures C t Customer acceptance ( r t n (use) ) Customer satisfaction Revenue (dollar sales) Market share Unit volume Financial Performance Margins Profitability
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Product Level Performance Product cost Time to launch Product performance Q lit guidelines Quality id li Other Nonfinancial measures peculiar to the p g new product being launched Example: competitive effect, image change, and morale change.
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S Strategic Platform Decisions eg c o ec s o s

1. Type of Demand Sought Different l ff levels of product newness l f d require different kinds of impact the launch activities must h l h have on demand: For a new-to-the-world product:
For a product improvement or upgrade p p pg to existing product For a new entry or line addition in an y established market (such as Pepsi One):
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2. Permanence 3. Aggressiveness 4. C 4 Competitive Ad titi Advantage t p 5. Product Line Replacement 6. Competitive Relationship 7. S 7 Scope of Market Entry fM k E 8. Image g
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The Target M k t D i i Th T t Market Decision

1/ Alternative Ways to Segment a Market End-Use d Geographic and Demographic Behavioral and Psychographic Benefit Segmentation
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2/ Micromarketing and Mass Customization
A current twist in target market selection is the trend toward smallness. These clusters have been labeled micro-markets micro-markets. Direct marketers have always used tiger segments than have mass media marketers, stemming from their databases.
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The ultimate smallness and the smallness, ultimate in building in customer value, is mass customization Great advances in information technology and changes in i work processes make mass k k customization feasible for many products; the challenge is for managers p to decide how best to proceed.
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3/ Targeting May Also Use Diffusion of Innovation
New products are innovations, and we call the spreading of their usage the diffusion of innovation. Lets look closer now at the factors that affect this speed of the product adoption p process: the characteristic of the innovation product, and the extent to y g which early users encourage other to follow
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Product characteristic
There are at least five factors that measure how soon a new product will receive trial. 1. The relative advantage of the new product. 2. Compatibility. 2 C ibili 3. Complexity. 4. Divisibility (also called trial ability). 5.Communicability (also called observability).
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VI. Product Positioning

A product positioning statement is created by completing this sentence: Buyers in the target p g y g market should buy our product rather than others being offered and used because: g New products managers have a big advantage on positioningthe end-users memory slate is p g y clean; potential buyers have no previous positioning in mind for a new item. Now is the best chance ever to effect a particular positioning for their item.
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Positioning alternatives fall into two broad categories The first is to position to an attribute ( feature, a f tt ib t (a f t function, or ti a benefit). Attributes are the traditional positioning devices and are most popular. d t l
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The second alternative in positioning is p g to use surrogates (or metaphors). This says the product is better are not given; the listener or viewer has to provide those. those If the surrogate is good the good, listener will bring favorable attributes to the product product.
The market research techniques we encountered early on can be profitably put d l b f bl to use in developing a positioning strategy.
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VII. Creating Unique Value for the Chosen Target Once a market segment has been targeted and a positioning statement created for it we have it, a chance to cycle back to the product itself and see if we can enhance its value to the chosen market.
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As the first product is coming down the pike, the first couple of line extensions should be in development. Then, after launch, when competitors are casting y around for ways to come out with catchup versions, we market them first. In the remainder of this section, we will focus our attention on two of the ways in which we can increase unique value to the targeted t t d customerbranding t b di and d packaging.
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VIII. Branding and Brand Management

Technically speaking, services have service marks, not trademarks, and businesses have trade names, not trademarks. Another definition is very important: g y, y registration. Historically, and still today in most countries, the first use of a trademark g had exclusive rights. But in the United States you can ask that your trademark be registered. g
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IX. Packaging g g
1. What Is Packaging? g g
Three containers are usually included i the t i l d d in th term packaging, k i

Primary packaging rimary Secondary packaging Tertiary packaging
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2. The Various Roles of Packaging

These are easy to see see. The major ones are containment (hold for transporting), protection (from the elements and the careless), f y( g j y), safety (from causing injury), display (to attack attention), and to inform and persuade. All are important to a new product manager, sometimes enough so that there are legal problems; packaging design is a part of logo and trademark trademark, where rights can be valuable.
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3. The Packaging Decision

Packaging is part of the new products manager s network. managers network But it is so multifunctional it tends to have its own sub network (see Figure 17.13). It centers on a person most often called the director of packaging. The packaging decision may take months; it is a key target in most accelerated d l d development programs. l
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MANY THANKS FOR YOUR PARTICIPATION
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Human Resources University y

New P d t Development N Product D l t

Instructors Profile I t t P fil

Course Learning Objectives:

Need for Speed

Chapter05: Special Issues in Development

Chapter07: Strategic Launch Planning Ch 07

Chapter07: Ch t 07 Strategic Launch Planning

Chapter07: Strategic Launch Planning

Why New Product Succeed? y

Why New Product Succeed?

By: Eng Leaphea, MBA

Risks of New Product Development p

This is due to a variety of factors:

By: Eng Leaphea, MBA

CHALLENGES IN NEW PODUCT DEVELOPMENT

Why do new products fail?

Several factors tend to hinder new-product development

THE NEW-PRODUCT DEPARTMENT ----------------

The following questions are relevant to this task:

Organizing new-product development g g p p

MANAGING THE DEVELOPMENT PROCESS: IDEAS

Ten Ways to Create New-Product Ideas

By: Eng Leaphea, MBA

By: Eng Leaphea, MBA

By: Eng Leaphea, MBA

screening ideas, the company must g p y avoid two types of errors

MANAGING THE DEVELOPMENT PROCESS CONCEPT TO STRATEGY

By: Eng Leaphea, MBA

Concept Development and Testing

By: Eng Leaphea, MBA

By answering these questions, a company can form several concept

By: Eng Leaphea, MBA

Chapter 3 Overview in New Product Development

Creating New Products

Financial Financial Performance Human Factors Materials Supply Time Ti

VARIABLES AFFECTING NEW PRODUCT DEVELOP

Change and Complexity

Change and Conformity

By: Eng Leaphea, MBA

By: Eng Leaphea, MBA

Need for Speed

By: Eng Leaphea, MBA

By: Eng Leaphea, MBA

By: Eng Leaphea, MBA

The Role of Design in the New Products Process d

By: Eng Leaphea, MBA

Contributions of Design to the New Products Process

Design for Ease of Manufacture

Design for Differentiation i f iff i i

Design to Meet Customer Needs

Design to Build or Support Corporate Identity

By: Eng Leaphea, MBA

Design for the Environment

Indoor Wiring Diagram (Wall Mounted)

Refrigeration Cycle for 4, 5 & 6HP

High pressure switch 4-way valve

Low pressure switch

Suction pipe temperature sensor Schrader valve

Muffle r Indoor heat exchanger temperature sensor

Discharge pipe temperature sensor

Indoor expansion valve

RC Transmission Channel Address Setting

Press Address button to scroll the transmission channel address. 1 2 3 Group