New Product Development
Introduction
New product development process
Organization
Idea generation
Business Analysis
Qualitative refinement and quantification
Development and testing of new product
Development and testing of advertising and packaging
Market test
Business plan preparation
Full scale marketing
Chapter 1 Introduction
New food product development represents a
monumental investment for a company, both in money
and human resources.
The odds against success are disheartening. The
rewards, on the other hand, can mean the continued
profitability of the company.
Many in management believe new product
development to be the life blood of any food company.
The failure rate in new product development is, indeed,
horrendous.
Chapter 1 Introduction
I. Defining New Food Products
II. Classification and Characterization of New Food
Products
III. Why Go Into New Food Products Development？
I. Defining New Food Products
There is no single definition that fits perfectly.
New packaging on an old product can justify its being
classified as a new product.
An old, established product positioned into a new
market niche is a new product.
A new package size of an old product is also a new
product.
The never-before-seen product is also a new product.
Definition of New Food Products Development
Either the development and introduction of a
product not previously manufactured by a
company into the marketplace or the
presentation of an old product into a new
market not previously explored by a company.
II. Classification and Characterization
of New Food Products
A. Line Extensions
B. Repositioned Existing Products
C. New Form of Existing Products
D. Reformulation of Existing Products
E. New Packaging of Existing Products
F. Innovative Products
G. Creative Products
H. Summary
A. Line Extensions
Line extensions represents a logical extension of a family
of similarly positioned products
The new food product that require:
little time or effort for development ,
no major manufacturing changes in processing lines or major
equipment purchases,
relatively little change in marketing strategy,
no new purchasing raw material sources,
no new storage or handling techniques for either the raw
ingredients or the final product. This means that regular
distribution systems can be used.
B. Repositioned Existing Products
A company can be very startled to find, either through their
consumers’letter or through product usage surveys, that
their consumers have come up with a new use for an
existing product.
This may allow a whole new market direction to be taken
and give a new life to an existing product.
The new products require:
minimal time,
no manufacturing changes,
marketing department to design and print new labels, to design a
new package, and to prepare a new advertising strategy.
C. New Form of Existing Products
Putting an existing product into a new form is a radical
departure from the type of new product development.
An instantized, solublized, granulated, tableted, powdered,
foamed, concentrated, spreadable, frozen, or otherwise
modified version of an existing food product can involve
extensive development time.
The new products require:
major equipment purchases both for manufacturing and
packaging,
processing and its supporting system may be different,
vastly different warehousing and distribution system.
D. Reformulation of Existing Products
The ‘new, improved...’product is typical of
category.
Reformulation of a product to make some
improvement (e.g, better color, better flavor, more
fiber, less fat, greater stability) has a high probability
of technical success.
Usually reformulation to obtain an improvement can
be accomplish comparatively inexpensively and in a
relatively short development time.
Reformulation may also be necessary to satisfy the
consumers’demand for a healthier products.
E. New Packaging of Existing Products
In its simplest form, the packaging of bulk produce into unit
packages typifies this category.
New technologies such as modified atmosphere packaging
and controlled atmosphere packaging have permitted the
creation of a number of new products.
The packaging and brand-labeling of produce and meats are
other examples of existing products being given a new life
as a new product.
The new products require:
expensive packaging equipment be purchased,
redesign of the entire packaging line,
reformulation for some products .
F. Innovative Products
An innovative product is one resulting from making
changes in an existing product.
The new products require:
very little research and development in terms of costs and time
education of consumer,
both costlier and riskier than any other path of new product
development.
Example
A frozen dinner
Simulated products
Peeled ready-to-eat food
G. Creative Products
A creative product is one newly brought into existence: the rare,
never-before-seen product.
Surimi, a fish gel developed several hundred years ago, and its
development into texturized shellfish analogues.
Creative product require extensive development time and cost.
Marketing is costly and capital costs for equipment can be
expensive.
The introduction of creative products into a market can be very
risky.
If the products are successful, imitators will rapidly flood the
market and take advantage of the time and effort of the
developers
H. Summary
Typical problems faced by developers as
they attempt to bring to market new
product.
The 1st solid, at the origin, depicts the
situation of an established product in a
known market.
The 2nd solid represents the situation when
the company takes the same established
product into a more complex marketplace
situation.
The 3rd solid is a product with added
value (increased product complexity)
introduced into a marketplace that is
known to the company and aimed
consumes known to the developer.
H. Summary
The 4th solid represents the added-
value product has been introduced into
a more complex marketplace, one
previously unknown to the developer.
The 5th solid represents another
repositioning problem. An established
product is targeted for an elusive
consumer but in a familiar marketplace.
The 6th solid represents the worst of
all possible worlds. A technically
complex product (i.e., with added
value) is to be positioned for elusive
consumers in a market foreign to the
developer.
The potato tree, illustrating product complexity,
marketplace complexity, and consumer elusivity
III. Why Go Into New Food Products
Development？
A. Product Life Cycles
B. Corporate Reasons for New Product Development
C. Marketplace Reasons for New Product
Development
D. Technological Reasons for New Product
Development
E. Governmental Influences on New Product
Development
Chapter 2. New Products Development
Process
A. Guidelines and Objectives
B. Concept Generation
C. Business Analysis
D. The Concept Refinement System– Qualitative
Refinement
E. Quantification and the Blueprints
F. Business Analysis Check
G. Developing and Testing of Products
H. Developing and Testing of Advertising and Packaging
I. Business Analysis Check
J. Market Test
K&L Business Plan Preparations and Full Scale Marketing
A. Guidelines and Objectives
Both a set of guidelines and very specific objectives
(by time period) for your new product development
program.
The guidelines and objectives should not only be
cleared by top management, but also be disseminated
to and agreed upon by all departments.
New product development is a team effort. That is the
reason why you need to agree from the very beginning
on your guidelines and objectives. (Chapter 2)
B. Concept Generation
As part of your new product development program,
you will need to acquire a large number of new product
concepts– called concept portfolio
A large number is very important. You should avoid
dealing with one good idea.
Rule #1 of concept generation: always work, in the
early stage, with a large number of ideas and handle
them in convenient groups.
Aimed at satisfying known consumer needs with
appropriate technology to be selected later. (Chapter 4)
C. Business Analysis
Remember, the whole objective of new product
development is to develop a business.
In the business analysis system covered in Chapter 5,
we apply a system of analysis to each concept.
This system allows us to sort our concepts by viewing
them as potential business propositions.
It will allow us to estimate future efforts before we
spend any market research dollars.
We must always keep in mind that our ultimate goal is
to develop business, not product.
D. The Concept Refinement
System– Qualitative Refinement
The refinement process begins with focus group
interviews involving members of the target
market.
In the most simple case, three focus groups
should suffice for up to six concepts.
Each group consists of about 12 participants,
and is moderated by a trained, professional
moderator.
Objectives of the Concept Refinement
System
The 1st, it allows us to identify the new concepts that
have some general consumer interest.
The 2nd, in any focus group, a large number of
concepts will neither immensely interest nor be
rejected by the consumer.
The 3th, the most important thing to be learned from
the focus groups is the consumer’s understanding of
the product concepts.
Finally, you will have isolated a few new product
concepts that appear to be interesting to the consumer,
and the list of attributes (屬性) for these concepts.
E. Quantification and the Blueprints
Once the concepts have been polished by qualitative
research, we need to ascertain the nature and
magnitude of the business proposition we are facing.
Objectives of providing us with following data:
An estimate of each concept’s sales potential
Demographic (target) refinement (including psychographics)
The Positioning Blueprint (for use in creating advertising,
packaging, and naming the product)
The Product Blueprint (for use by R&D)
E. Quantification and the Blueprints
The sales volume figure is important because it will be
a key factor in your equation of just how desirable a
business this new product concept really is.
The blueprints are the most important output of this
system.
Positioning Blueprint is the base for all consumer
communications.
Product Blueprint is the communication with the
R&D/Manufacturing Group.
In Chapter 6 we will go through the refinement system.
Positioning Blueprint
Product Blueprint
F. Business Analysis Check
To re-evaluate each concept utilizing the data from the
previous steps
To use the same business analysis system applied in
the Business Analysis step.
To provide two additional and very important pieces of
data
A rough sales potential projection for each concept
To see much more clearly how the final product should
appear, what must be built into it, and what you want to say
about it.
G. Developing and Testing of
Products
At this stage, you are able to submit the Product
Blueprint to the R&D/Manufacturing Group.
This blueprint will not only tell them what is that you
are aiming to market, but also allow them to judge the
desirability of various trade-offs in the development
process, because it will show the relative weights of
various product attributes that are part of the product.
During the development process a great deal of testing
with the actual consumer should be done.
H. Developing and Testing of
Advertising and Packaging
While the R&D is going
on (assuming that no
large changes will be
made in the product
concetp by R&D), you
should be developing
and testing its consumer
communications.
Most of this will be done
by the advertising and
the packaging.
I. Business Analysis Check
This is probably the last step you can make
before spending money in the marketplace.
To utilize the latest trial and repeat-frequency
data from product and advertising testing to
prepare a tight financial plan.
Using the business analysis system, you should
make a last check of other variables to make
sure that no large changes have occurred.
J. Market Test
There are two choices. First, a traditional test market-which
could be a geographical location (or a certain group of your
consumer). Or, you can use a mathematical model that
simulates conditions in your industry. (Chapter 10)
The method you choose should yield the following:
Very tight financial data.
If you use an actual market, it should give you a great deal of data
in the following areas:
1.Advertising weight and its relationship to consumer awareness and
trial.
2.Marketing strategy and programs and further, trade strategy and
programs
K&L Business Plan Preparations
and Full Scale Marketing
At this point, you are ready to convert what you have
learned into a full investment decision.
A final business plan and its execution in the
marketplace should reflect what you are learned in the
test marketing stage.
If you have used an actual test market, you will have
some fairly tight financial plan.
If you are not able to do this, it is still necessary to
make a financial marketing plan based on your best
judgment.
Chapter 3. Organization
Before we unfold the system for new product development,
there are a number of organizational considerations that need to
be discussed.
These set the stage for the successful development of new
products by defining the new product development program’s
charter and role in the firm.
A. The role of the chief executive officer in new product
development.
B.Organizing for the development of new products.
C.Defining corporate assets (共同的價值)of the new products
developer.
D.Setting the guidelines and objectives for the new product
development program.
The role of the Chief Executive Officer
in new product development
The Chief Executive Officer, either implicitly or
explicitly, always sets the tone for the new
product development program of a company
The tone is referred both to objectives, long-
rang goals, level of acceptable risk, and to
subjective values such as commitment.
The Chief Executive needs to do the
following:
1. Making the long-range plan for the NPD
department of the firm
2. Organizing for NPD
3. Setting the guidelines and objectives for a NPD
program
4.Monitoring the activity of the NPD progarm
1. Making the long-range plan for
the NPD department of the firm
To make any kind of investment decision
correctly, the firm should have a long-range
plan (10-year plan).
The 1st section contained the plans for the coming
year.
The 2nd section contained the plans for the years
two through five.
The 3th section contained the plans for the
remaining years.
If your firm does not have 10-year plan
-- ask yourself the following questions
What will my industry look like in five or in ten years– in
terms of number of firms, overall growth rate？
How do we want our firm to fit into the industry？Do you want
to be the industry leader？ Do you want to be more diversified
than the average firm？
What will our size be– in sales and assets？
What kind of markets do we expect to serve in terms of
consumers and geography？
What kind of people do we expect to have？
What kind of technologies or channel of distribution do we
expect to own？
2. Organizing for NPD
(1) New Product Department
(2) New Product Committee
(3) New Product Manager (Brand Manager)
(4) Venture Team
(1) New Product Department
多部門的企業可選擇此組織方式
可將新產品的開發、規劃與管理工作自組織內
現有的部門分離出來，以統籌新產品決策，同
時消除部門間重複進行這些工作的現象
新產品經理或主管的職能位於高層次的水準，
向企業的副總經理或執行副總報告
新產品部被視為幕僚職能且獲高階的充分支持
時可充分發揮其新產品開發的功能
新產品部與其他部門間的關係
新產品部的職能
建議新產品目標
規劃新產品構想的產生
篩選新產品構想
協助擬定新產品規格
建議及執行市場行銷
在評估過程中協調各部門的活動
(2) New Product Committee
對於小企業或科技性企業特別重要
新產品的決策是由一群人來自現有組織內不同部門
的人來制定
因為委員會是非正式存在於組織中，同時也因為成
員身分是暫時性的，其職責與角色不明確
雖然此組織有其缺點，但此方式是目前新產品規劃
與開發時應用最廣泛的方式，因為它是非正式且需
要時即可應用
新產品委員會與其他部門間的關係
總經理
新產品委員會
研發 人事 製造 財務 行銷
新產品委員會的優點
(1)易融合重要主管的構想與專業性的意見
(2)決策易被公司上層管理階層所接受
(3)委員會容易組成與運用
(4)委員會可依特殊目的招募成員
(5)不會發生幕僚與直線職能的衝突
新產品委員會的缺點
(1)委員會佔用主管的時間，職員必需終止投入方能
返回原來的正式職務
(2)欠缺明確的職權與職責，易造成推諉責任的現象
(3)在許多狀況下新產品開發的是一種專職工作，並
非需要時才做的工作
(4)委員們會傾向於自己部門的目標，而忽略企業目
標，導致他們對委員會目的有狹窄的想法
(5)因為兼職性質，因此成員對於新產品決策的程序
缺乏充分的認識或知識
大企業的--新產品委員會
(1)大企業可利用不同的主管，執行新產品開
發程序中的不同功能
(2)可利用一個委員會專門篩選構想與目的，
另一委員會進行商業分析，因此每一個委員
會於開發過程的不同層面都是專家
(3)這種方法的缺點是協調會發生困難，除非
有一個人被賦予職責與職權，控制委員會所
作的決策，此人為產品經理
(3) New Product Manager (Brand
Manager
產品經理的概念是由寶鹼公司所創立，而後每家企業對其
職責與職權的定義均不同
典型的產品經理是取得某一產品或產品群決策，作高層次
規劃與管理職責的職位
在某一特定的產品市場上，產品經理是專家，但是以其必
需關切其產品或產品線的行銷組合之所有各項變數而言他
們是通才
在寶鹼公司產品經理被稱為是品牌經理，每一位品牌經理
負責一個品牌，但只是一品牌群或產品線的一部份而已
每一品牌經理有執行每日行銷決策的資源，而使品牌經理
發揮最大的效能
寶鹼公司的品牌經理組織
傳統式組織與品牌經理
寶鹼公司的品牌經理的功能
開發新產品時產品經理的角色
產品經理不但制定有關現有產品的行銷決策，也參
與新產品的開發，特別是假設新產品是其現有產品
的生產線延伸時，因為他們對其產品的購買行為有
完整的認識
產品經理所扮演的角色包含新產品評估程序的所有
層面
在決策過程中產品經理需接納來自其他部門的專家
意見或建議，特別是銷售、製造、技術、會計以及
廣告部門
產品經理必須與高階管理者保持密切的接觸，將新
產品移送至發展路線，必須由高階管理者認可
大型消費品企業產品經理的典型職責
(4) Venture Team
適合於企業用於不能併入現行業務的新產品設計與
開發上
冒險小組具有下列特點
將組織過剩部分分離出來
成員來自各種職能範圍如技術、製造、行銷與財務
現行組織之直線職權對冒險小組不一定發生效力
冒險小組的經理得向高階執行主管報告並備賦予作主要
決策的職權
任務完成時才可以解散，沒有其他的時限
鼓勵創新與創造沒有時間的壓力
冒險小組的組織方式
冒險小組的弱點
當部門主管覺得其原有的幕僚人員被徵調至
冒險小組的時間過長而耽誤該部門原有的業
務時，部門衝突仍會不斷發生
部門主管合作意願不高
**選擇哪一個負責新產品開發的組織
結構最適合？
新產品部比較適合於單項產品線，或具有傳
統職能方式行銷組織的企業
新產品委員會適合於無法利用專職人員來開
發新產品的小型企業
產品經理運用於具有多項產品線的企業是作
有效率的組織結構
冒險小組比較適合於大型企業用來開發非產
品線衍生或非模仿性產品之類的新產品
**專職與兼職性的新產品開發主管其
企業的產出比較？
專職較兼職多產出 69% 以上的新產品
設有兼職的企業也較沒有設立者多出60.5%
的新產品
(1) New Product Department
多部門的企業可選擇此組織方式
可將新產品的開發、規劃與管理工作自組織內
現有的部門分離出來，以統籌新產品決策，同
時消除部門間重複進行這些工作的現象
新產品經理或主管的職能位於高層次的水準，
向企業的副總經理或執行副總報告
新產品部被視為幕僚職能且獲高階的充分支持
時可充分發揮其新產品開發的功能
新產品部與其他部門間的關係
新產品部的職能
建議新產品目標
規劃新產品構想的產生
篩選新產品構想
協助擬定新產品規格
建議及執行市場行銷
在評估過程中協調各部門的活動
(2) New Product Committee
對於小企業或科技性企業特別重要
新產品的決策是由一群人來自現有組織內不同部門
的人來制定
因為委員會是非正式存在於組織中，同時也因為成
員身分是暫時性的，其職責與角色不明確
雖然此組織有其缺點，但此方式是目前新產品規劃
與開發時應用最廣泛的方式，因為它是非正式且需
要時即可應用
新產品委員會與其他部門間的關係
總經理
新產品委員會
研發 人事 製造 財務 行銷
新產品委員會的優點
(1)易融合重要主管的構想與專業性的意見
(2)決策易被公司上層管理階層所接受
(3)委員會容易組成與運用
(4)委員會可依特殊目的招募成員
(5)不會發生幕僚與直線職能的衝突
新產品委員會的缺點
(1)委員會佔用主管的時間，職員必需終止投入方能
返回原來的正式職務
(2)欠缺明確的職權與職責，易造成推諉責任的現象
(3)在許多狀況下新產品開發的是一種專職工作，並
非需要時才做的工作
(4)委員們會傾向於自己部門的目標，而忽略企業目
標，導致他們對委員會目的有狹窄的想法
(5)因為兼職性質，因此成員對於新產品決策的程序
缺乏充分的認識或知識
大企業的--新產品委員會
(1)大企業可利用不同的主管，執行新產品開
發程序中的不同功能
(2)可利用一個委員會專門篩選構想與目的，
另一委員會進行商業分析，因此每一個委員
會於開發過程的不同層面都是專家
(3)這種方法的缺點是協調會發生困難，除非
有一個人被賦予職責與職權，控制委員會所
作的決策，此人為產品經理
(3) New Product Manager (Brand
Manager
產品經理的概念是由寶鹼公司所創立，而後每家企業對其
職責與職權的定義均不同
典型的產品經理是取得某一產品或產品群決策，作高層次
規劃與管理職責的職位
在某一特定的產品市場上，產品經理是專家，但是以其必
需關切其產品或產品線的行銷組合之所有各項變數而言他
們是通才
在寶鹼公司產品經理被稱為是品牌經理，每一位品牌經理
負責一個品牌，但只是一品牌群或產品線的一部份而已
每一品牌經理有執行每日行銷決策的資源，而使品牌經理
發揮最大的效能
寶鹼公司的品牌經理組織
傳統式組織與品牌經理
寶鹼公司的品牌經理的功能
開發新產品時產品經理的角色
產品經理不但制定有關現有產品的行銷決策，也參
與新產品的開發，特別是假設新產品是其現有產品
的生產線延伸時，因為他們對其產品的購買行為有
完整的認識
產品經理所扮演的角色包含新產品評估程序的所有
層面
在決策過程中產品經理需接納來自其他部門的專家
意見或建議，特別是銷售、製造、技術、會計以及
廣告部門
產品經理必須與高階管理者保持密切的接觸，將新
產品移送至發展路線，必須由高階管理者認可
大型消費品企業產品經理的典型職責
(4) Venture Team
適合於企業用於不能併入現行業務的新產品設計與
開發上
冒險小組具有下列特點
將組織過剩部分分離出來
成員來自各種職能範圍如技術、製造、行銷與財務
現行組織之直線職權對冒險小組不一定發生效力
冒險小組的經理得向高階執行主管報告並備賦予作主要
決策的職權
任務完成時才可以解散，沒有其他的時限
鼓勵創新與創造沒有時間的壓力
冒險小組的組織方式
冒險小組的弱點
當部門主管覺得其原有的幕僚人員被徵調至
冒險小組的時間過長而耽誤該部門原有的業
務時，部門衝突仍會不斷發生
部門主管合作意願不高
**選擇哪一個負責新產品開發的組織
結構最適合？
新產品部比較適合於單項產品線，或具有傳
統職能方式行銷組織的企業
新產品委員會適合於無法利用專職人員來開
發新產品的小型企業
產品經理運用於具有多項產品線的企業是作
有效率的組織結構
冒險小組比較適合於大型企業用來開發非產
品線衍生或非模仿性產品之類的新產品
**專職與兼職性的新產品開發主管其
企業的產出比較？
專職較兼職多產出 69% 以上的新產品
設有兼職的企業也較沒有設立者多出60.5%
的新產品
To whom in the firm should this
organization report？
The 1st choice: Top Management
The President or Executive Vice President
This has the advantage of assuring top management commitment
(委任) and lends the aura (增添重要氣息)of importance to the
function.
The 2nd choice: Vice President of Marketing
The marketing department has a number of skills that are important
to new product development: a knowledge of a consumers, a
knowledge of the techniques of marketing research, a feeling for
the role that the communications (positioning) values play in the
development of a brand.
To whom in the firm should this
organization report？
The 3rd choice: Vice President of R&D
Having the R&D department control NPD for a firm to
be the least attractive of the alternatives
Reasone 1: R&D department is often more isolated from
the Chief Executive than the marketing department.
Reason 2: This department is usually unskilled in market
research and unfamiliar with consumer data
Reason 3: This department is usually relatively unskilled
at working with the positioning of a product.
3. Setting the guidelines and
objectives for a NPD program
(1) Setting the guidelines
The function of these guidelines is to set the parameters
within which your activities will take place.
This guidelines contain provisions (預備) for the
following area:
Financial
Brands/Image of New Product
Marketing
Manufacturing Facilities
Financial
The NPD process is really a process of
preparing investment alternatives for the firm.
Therefore, the guidelines should include the
financial expectations for a new product.
Brands/Image of New Product
Often a firm will include in its gridelines the
mention that a brand currently owned by the
firm must be utilized or
The new product should fall into some quality
or image area.
Marketing
What kind of channels of distribution？
The cost of setting up new channels of distribution
can be expensive and lehgthy
It is normal that the guidelines specify the current
channels of distribution.
If the industry requires some minimum sales
volume for maintaining distribution, this should
be included as a guideline
Manufacturing Facilities
The guideline must make it explicit whether it is
acceptable to manufacture products outside or
whether it is necessary to utilize the firm’s
own facilities.
Acceptable investment levels for new
equipment should be specified
(2)Setting the Objectives
A reference that agreed-to guidelines will be observed,
and a restatement of the financial parameters for an
acceptable product.
You should make a statement showing the number of
products that you intent to ready for the marketplace
(either test marketing or full scale marketing) and the
time period within which this will take place
You need to show the other activities the new product
program will be involved in in order to provide
market-ready products in the next year.
4.Monitoring the activity of the
NPD progarm
A Case Study– the Middle South
Milling Company
Middle South Milling was started in Missouri in 1932.
Product: flour, Mother’s Secret, a standard bleached
flour, 12million/year
Distribution Area: Missouri, Kansas, Tennessee,
Arkansas, Oklahoma.
In 1947 Middle South was purchased by
J.R.‛Red‛Jackson, canning vegetable and fruits
Jerome, a management consulting firm in Chicago for
8 year, took over Red in 1973
Jerome and Middle South
--guideline for NPD program
Make a listing of the assets (有價資產) of Middle
South
sales system -- 47 brokers in 30 states
Two brands – Mother’s Secret and Southern Delight
Professor Hartman’s technology
Three corporate assets for his guidelines:
The distribution system
The brand name has high consumer recognition
Professor Hartman’s process
Jerome set the guideline and objectives
for new product development
Guideline for financial/marketing
Any new products should have the potential for
reaching a breakeven sales volume by the 24th month
after a full-scale introduction. A pay back (回收) of no
more than 36 months and a return on investment of
10%
Manufacturing start-up costs should not exceed
$100,000 if we have to use our own facilities. If we
are to use an outside processing plant, there must be
more than one available.
Guideline for marketing/product
The product should have no ingredients that might eventually
become very difficult or costly to obtain.
Any new product should have an estimated life cycle of a
minimum of five years.
New products using one of the current brands are preferable, but
this is not a mandatory guideline.
Any new product should have, as a minimum volume, a sales
potential of one case per store per month. (Jerome knew this
was the industry’s rule of thumb for maintaining distribution)
The current distribution system of brokers and retailers must be
used by the new product.
From the guideline Jerome set the
following objectives for NPD
1. We will develop a systematic approach toward the development
of new products. This approach must contain provisions for (a)
the generation of ideas, (b) the evaluation of these ideas as
potential businesses, (c) the refinement of these ideas by
consumers.
2. We will have one product ready for introduction into test
markets within 18 months.
3. We will stagger our consumer research and product R&D so that
we will be able to test market a new product on the average of
every six months following the introduction indicated our first
new product.
4. All new product development will fall within these agreed-to
guidelines.
At this point Jerome, after interviewing several
candidates for the job, decided to hire you.
You accepted the Middle South offer, and
assumed control of its new product
development program, reporting directly to
Jerome Jackson
5.Organizing the generation of new
product concepts
The purpose of this is to cover the next step-the
preparation of preceding new product concept
generation
(1)Converting the guidelines/objectives into
language appropriate for ideation
(2)Defining the competitive environment and
understanding your potential customer
(3)Sources of ideas for new products
(1)Converting the guidelines/objectives
into language appropriate for ideation
Aiming at developing a certain kind of product
Aiming at a category
The use of technology
Aiming at providing a specific end benefit
The use of an asset
Aiming at developing a certain kind of
product
By using this kind of direction, you show the kind of
product that you would like to develop– but not its
specific attributes
Example: You might aim at developing a shampoo,
specifically designed for senior citizens.
You would give more information, of course, but
stating a direction this way should allowed most of
people helping you to generate things like the
consumer end benefits, product form, and delivery
system, to enable them to provide a wide spread of
concepts.
You are assured that the end result will be in the area
in which you are interested.
Aiming at a category
Using a category rather than a product allows for a wider spread of
ideas.
For example: If you are a company that markets mechanical office
supplies– staplers, paper-cutters, punches, and the like, it would be
appropriate to set as a direction
For large and small offices and home use, with the product to retail between
$2 to 15.
The broader the direction you give, the more you will receive some
ideas that are unusable. This can not be avoided and you should not
worry about it.
There is a certain waste in concept generation, and you should
accept it as a cost of doing business.
You need to make sure that you have developed a large enough bank
of ideas.
The use of technology
Use of technology usually occurs after a laboratory
discovery.
It is usually impossible to decide whether it is
commercially feasible without first deciding what it
might look like in a saleable form, or what its market
might be.
Therefore, the next step is to convert it into new
product concepts.
For example: a pharmaceutical firm discover a
chemical that inhibits the growth of mold
Ideas:
Aiming at providing a specific end
benefit
You can aim at providing your customers with
a specific end benefit.
For example: low fat or reduced fat sausages
素香腸
The use of an asset (有價資產)
The distribution system
The brand name has high consumer recognition
Professor Hartman’s process
It is commonly the case that a concept project
aims at using one or more of these assets
For example:
We will develop a group of new product concepts
that are based on the positioning of our brand X.
(2)Defining the competitive environment
and understanding your potential customer
Before beginning the concept generation
process, it is necessary to make a complete
review of all data available about the kinds of
products you are interested in developing. This
data will be one of three types:
Secondary Data
Primary data owned by the firm
New primary data
Secondary Data
In most industries, a good deal of secondary
data is available.
The places you should look at:
Industry Publications
Advertising Agency
Government Data
Internal Sources
Professional Firms
Secondary Data—
Industry Publications
Almost every industry has a number of publications
that serve it.
Typically, they specialize in that some tend to be
concerned with manufacturers’ points of view, and
others with the point of view of supplier or people in
the channel of distribution.
These publications are often very useful in that they
report trends, or sometimes report sales figures, etc.
Talk to the editorial staff. They have a great deal of
data available that they have not reported.
Secondary Data—
Advertising Agency
Most advertising agencies keep information files that
relate to their client’s activities.
It is a good start to let your agency know immediately
of your needs so they can be most helpful.
It is very often possible to buy the kind of data you
need from larger agencies by contacting the correct
person at that agency.
The larger agencies are generally better equipped
information-gathering area.
Secondary Data—
Government Data
The U.S. Government publishes data on various
industries.
The best place to start is the public library.
You should write to the Department of
Commerce and state your need.
Secondary Data—
Internal Sources
The firm already contains a great deal of data.
It may be in a company library, or it may be
information that people are carrying around in their
heads.
Often, people carry around data in their heads in the
form that is useful to them.
Regardless of the potential problems, internal sources
cannot be overlook.
If you talk to enough people, you should be able to get
a composite picture that will be helpful to you.
Secondary Data—
Professional Firms
If you do not have access to the information gathered
by a large advertising agency, or do not have your own
company library, the professional firms represent the
best single source of data available to you.
The firms can provide with a reasonable thorough
search within a short period of time.
FIND is a well known professional firms in New York
City.
Primary data owned by the firm
Very often your firm will have done research about its
markets.
In the food industry you might find that there is retail
movement data (measurement of sales through retail
stores), usage and demographic studies (the kinds of
people who consume the products, how they consume
it, when or how often they consume it, etc.), consumer
attitude data, tests of advertising and promotion, and
the like.
It is not uncommon for the new products developer to
lack this kind of information.
New primary data
Developing your own primary data should be no problem and
need not be expensive in time and money.
It is possible to generate good data by interviewing a small
number of customers, as few as 20-30, but this will vary
depending on the size of the market.
It is important to define the kind of information that you want
ahead of time.
How do people see the products currently in the marketplace？
What brands are they aware of ？
What brands do they currently use？
How do they use these brands in terms of day？ Time for year？
New primary data -- define the kind of
information that you want ahead of time
What product attributes are important for the brand they use
most often ？
What product attributes are important for other brands they
are aware of ？
What brands that they tried？
Why did they reject them？
How do they think they go about deciding which one to
purchase？
Who in the family actually makes the decision to buy
products of this kind？
Who in the family will make most use of the product？
What improvements should be made in current products？
New primary data
All of the above will give you an idea of the information you
should gather.
You should have a fairly complete idea of how your potential
customers fell about the marketplace.
You need to synthesize it into a presentation for those who will
do your new product concept generation for you.
But actual new product concepts almost never will come from
this step.
You must not expect people will telling you how to create the
next good new product or category. It may happen, but it is
unlikely.
(3)Soueces of ideas for new products
Generally, we are going to have to develop our own
portfolio of new product concepts.
However, before we get into techniques for generating
new product concepts, we should look at a list showing
the sources of ideas for new products.
A concept is a well-formed thought for a new product,
including a reasonable description of what it would
look like and how it would act
An idea is simpler and it usually not much more than a
bare-bones thought about a possible new product
A list showing the sources of ideas for
new products
Advertising Agencies
Consumer Research
Our R&D Department
Firms Specializing in Creating New Product Concepts
The Company’s Marketing Department
R&D Consultants
Customers and Other Outside Individuals
Selecting a New Products Consulting Firm
Advertising Agencies
Generally, the advertising agency is staffed by
persons who are trained to see things in a
innovative way.
Very often they will have suggestions for
improvement or modification of your current
product.
Given proper direction, they are also a good
source of new product ideas.
Consumer Research
The consumer may suggest an improvement in a
product or new product for your company.
You should alert your Market Research
Department to your interest in these kinds of
ideas and periodically ask them if they are
engaged in projects that might generate these
idea.
Our R&D Department
The R&D Department is a rich source of ideas.
They often have potential suppliers talking to them
about new technological development, and the like.
It is necessary for you to establish a strong liaison (聯
繫) with this department.
You should be frank with them about the goals of your
program and the direction that you are taking, and ask
them to forward any ideas or pieces of data that seem
relevant.
Firms Specializing in Creating New
Product Concepts
There are a number of firms that specialize in creating
new product concepts.
It is useful to interview several before you decide to
use one.
You can obtain the names of some responsible firms
through your advertising agency or through other new
product development practitioners.
Generally these firms have some new business
development program and your fellow practitioners
will have heard of several of them.
The Company’s Marketing Department
Alert all members of the Marketing Department to
your program’s aims and the kind of new products
that you are interested in.
Many marketing people are innovative and will often
have whole host of ideas for new products that they
have tucking away.
Once they understand your needs, they will help you
keep track of potential competition by telling you of
rumored or actual products that have entered the
marketplace.
R&D Consultants
Most industries have outside firms that will do R&D work.
Often these firms independently produce a new product and then
attempt to sell it.
They may approach you own R&D Department, and you should
let it be known that you are receptive to new ideas.
But it does little good to solicit these firms. Their new products
are usually the result of experimentation. You would not want
them working with the thought of selling the product to you at
the end.
Therefore, letting your R&D people, and those in the industry,
know that you are receptive to ideas, is an excellent course of
action.
Customers and Other Outside
Individuals
It is not uncommon for customers to mail in ideas on
product improvements, and for outside individuals to
submit new product ideas to your firm.
Few worthwhile ideas ever come in this way.
Acknowledgment of an acceptable idea leaves you
open to legal action.
Discuss this with your legal department. It is usually
best to have a formal system that tells the person
submitting the idea that you cannot accept or consider
his ideas (but thank them).
Selecting a New Products Consulting
Firm
One good way to obtain new product ideas is
through a professional new products consulting
firm.
Advantage:
You can effect cost savings
The providing objectivity will surprise you
A wider range of imaginative ideas
Their range of contacts
You can effect cost savings
For many firms, the new products function is
not a full-time function, and therefore
employing someone in house with expertise in
this area can be wasteful.
The providing objectivity will surprise
you
The fact that your own people can sometimes be too
close to the problem to be perfectly objective, will
come as no surprise to you.
When you hire such a firm, you are obtaining the
benefit of many years of experience in the new product
process.
Generally, you will find their judgment to be quite
good. Perhaps saving you from wasting time and
money by pointing out hidden risks and assumptions,
unanswered questions.
A wider range of imaginative ideas
They should be quite skilled in the area of concept
generation and concept refinement.
As a rule, manufacturers do not keep experts in this
filed on their staff. Therefore an outside firm should
not only be able to provide you with a wider range of
imaginative new product concepts than you could
generate, but also be better able to assess these
concepts as business propositions than you can.
Their range of contacts
A firm that has been in business for a number of
years should have a good grasp of what the
industry is doing and what the trends are.
They can often suggest an acquisition or the
purchase of a brand from another company.
They can obtain data from the industry with
anonymity, thereby protecting your own firm
from exposing its area of interest.
Chapter 4 Idea Generation
Some rules before for putting together your own
concept portfolio
Generating a portfolio of new product ideas
A tool kit for assisting in concept generation
Using some creativity tools
Some rules before for putting
together your own concept portfolio
1.The more ideas you start with, the better will
be the final concept(s)
2.It is not advisable to count on consumer
research for the generation of ideas
3.Do not set the parameters too tightly.
Generating a portfolio of new
product ideas
The straight line method
of thinking is fine for
solving problems in your
daily life. It can also
result in new product
concepts. But you can not
depend on it for the sole
support in your idea
process.
A tool kit for assisting in concept
generation
Before we get to discuss the creativity tools, it is necessary to discuss
the rules of brainstorming.
Brainstorming is the setting in which we are best able to make use of
the creativity tools.
It is not a special technique but a special atmosphere that encourages the
application of the principles and the techniques... of conceptual ideas.
Brainstorming, with any of the creativity tools to be discussed later, can
be done either within the context of the group, or be oneself.
Basically, brainstorming is s free-wheeling situation in which the
participants feel free to say anything that comes to their mind with even
the vaguest relation to the problem being discussed.
This does not mean that brainstorming is an out-of-hand situation.
Actually, in some ways, it is tightly controlled.
The rules of brainstorming
1. The need for a leader or moderator.
2. Definition of problem.
3. Size of group
4. Openness to ideas
5.The suspension of judgment (the avoidance of criticism).
6. Challenging assumption
7. Cross-stimulation
8. The need for creativity tools in a brainstorming group.
1. The need for a leader or moderator
It is important in a brainstorming session that someone takes
charge.
This person needs to make sure that the problem is defined
and that the relative information is disseminated.
To make sure that the rules of brainstorming are followed and
that the group generally keeps moving toward the areas of
interest.
He should not impose his views on the group, nor constrain
the activity too much.
He should assume the role of a benevolent leader and the
jealous protector of the right of strange ideas to extit.
2. Definition of problem
It is important that everyone have an idea of the
problem to be discussed.
Everyone has an adequate grasp of the information
that is generally available.
Both these functions must be fulfilled or arranged for
by the moderator.
3. Size of group
Generally, brainstorming requires a group of
somewhere between 5 to 10 members.
This gives everyone an adequate chance to participate
and to feel involved.
Any more is very unwieldly. Less than five is usually
inadequate because it puts too much pressure on the
participants.
Fewer people -- If they feel comfortable enough with
one another and the idea of brainstorming, it can work.
4. Openness to ideas
The most important thing about brainstorming is that the
setting (設定的目標) must be made.
Every member feels perfectly able to say whatever he thinks
might relevant to the issue.
The moderator must maintain this right of each member and
should make it clear ahead of time that this situation exists.
The brainstorming session provides a formal opportunity for
people to make suggestions that they would not otherwise
dare make for fear of being laughed at.
No idea is too ridiculous to bring forward.
5.The suspension of judgment (the
avoidance of criticism)
It is absolutely essential in brainstorming that no criticism of
anyone’s ideas be made.
This is called suspension of judgment and is the most difficult
for first-time brainstorming group members.
The moderator must be cautious about comments that begin
with any of the follow:
The would never work because...； It is well-known that...,
This is silly, and impractical idea... ； It would be much too
expensive... ；How would you get that to...
No one would accept that... ； We have tired that...
The moderator must be cautious
about...
These are very natural comments, but if they are
allowed, then the brainstorming session is useless.
Not only is one forbidden to evaluate the ideas of
others, but also his own ideas.
It is the job of the moderator of the session to stop
any attempt of evaluation. He must make this quite
clear at the start of the session.
He need only say ’that is an evaluation’ in order to
put a stop to it.
6. Challenging assumption
The moderator should make clear that every
assumption implicit in the problem and the
information given is challengeable.
Every member should feel free to say why he feels
uncomfortable with an idea and suggest modification.
7. Cross-stimulation
The provocation is supplied by the ideas of others. Since
such ideas come from another, it stimulates one’s own ideas.
Even if one misunderstands the idea, it can still be a useful
stimulus.
Although the ideas in a brainstorming session are related to
the problem under discussion, they can still act as random
stimuli.
The moderator should promote as much cross-stimulation as
possible, asking one member to build on another’s ideas, or
asking one member to follow the same train of thought (even
if he must force himself to).
Cross-stimulation is an essential ingredient in a brainstorming
group.
8. The need for creativity tools in a
brainstorming group
Unless you are very fortunate, the brainstorming group will,
on occasion, get stuck. It will not be able to proceed further,
and on one will be satisfied with where it currently is.
The moderator can move back to an earlier phase and ask to
develop ideas in a different direction. Or, he can use some
game or creativity tools to stimulate the group to think it in
new areas.
These tools are absolutely essential for the new product
developer whether he is working by himself or when he is
running a brainstorming group.
Using some creativity tools
1. Attribute Listing
2. Morphological Analysis
3. Synectics
Fleshing Out Core (Skeletal) Concepts
1. Attribute Listing
It is a technique in which you break down the product
that you would like to improve or the new product that
you would like to develop into its attributes.
You select one or several attributes, and the group
develops new products or improves the current product
by changing attributes (all others remain constant or
disappear, if necessary)
It allows some focusing without any real rigidity, and
you will soon find groups are more able to handle one
or a couple of area than completely reformulating or
changing a whole product.
Example For Attribute Listing
Target: Invent a New Cereal, which would be
positioned as a light (清淡) evening meal, or perhaps a
late snack.
Attribute listing for cereals
Shape, Color, Size, Smell, Nutrition, Flavor, Price, Package,
Texture
Let us take three: size, nutrition and smell
Let us force ourselves to invent new products that are
basically cereals, using only these three factors.
Ideas for a New Cereal
1. A low-nutrition cereal that would not be fattening, which has
the smell of fruits, and which comes in nibble-size pieces so that
you can eat it dry while you are watching T.V..
2. A cereal for dieters that represents a light evening meal. The
pieces are big that you can hold them in your hand, and eat them
like a small sandwich alone with a glass of milk. It is low in
calories and has the smell of a bacon, lettuce and tomato
sandwich. It is very chewy to give you the satisfaction of
chewing and swallowing.
3. A cereal for people on a low meat and dairy diet (either for
medical reasons or personal preferences). The pieces will be
various sizes and chewy. It will be low fiber and high in
vitamins, particularly B, which you would normally get from
dairy products. It would have the smell of a cheeseburger.
Some strange phenomenon
The more familiar the members of the
groups are with a certain product, the more
difficult it is for them to agree on the basic
attributes of that product.
The expert knows too many reasons why
something can not be done, so he never
tries.
2. Morphological Analysis
Another way of bringing together attributes that
would not normally be related -- and this new
combination then allows you to think in
previously unexplored areas.
Morphological analysis is a very useful tool for
organized creative activity.
2. Morphological Analysis
The procedure is as follows:
The statement of the problem should be as broad and
general as possible, and then all of the independent
variables must be defined broadly and completely as
possible.
Each one of these independent variables becomes an
axis on the morphological chart.
If there are n independent variables, we will have a
chart of n dimensions.
Each of the independent variables can probably be
expressed a number of different ways
Example for Morphological Analysis
Target: Invent a New Cereal, which would be
positioned as a light (清淡) evening meal, or perhaps a
late snack.
Attribute listing for cereals
Shape, Color, Size, Smell, Nutrition, Flavor, Price, Package,
Texture
Let us take five: shape, color, size, smell, texture
And selected five end benefits: nutrition, flavor, eat
wet or dry, easy to digest or eat, nonfattening
Example for Morphological Analysis
The listing is coded to match the
number in the upper left-hand
corner of the block .
For each number, the product
attribute must be related to the
end benefit in the concept.
2. A multicolored cereal that kids
would eat as a dry snack after
school (Color/Nutrition).
6. This is the fruit salad cereal.
Different pieces look and taste
like various fruits (Shape/
Flavor).
Example for Morphological Analysis
12. This is a cereal that changes
(into fruit flavored) colors when
you make it wet (Color/Wet).
18. This cereal consists of small,
soft, easy to chew and digest
pieces (Size/Easy to digest or
eat).
25. This cereal is extremely
chewy. You get so much
satisfaction from chewing, that
you eat less than normal
(Texture/Nonfattening).
Conclusion of the above example
We have gone through the grid and have a number of
ideas.
Frankly, none of these ideas are ready to be seriously
considered as a new product concept.
However, to take this exercise a little further, let us
convert this cereal project into a three-dimensional grid.
We have worked so far with two interesting variables,
product property and end benefit. Let us add a third
variable, means.
Three-Dimensional Grid
Draw #1 is a cereal that is easy to digest
or eat, which has some peculiarity about
the size particle and which can be made
of standard cereal grain. It is probably
already invented. A great number of
cereals, both hot and cold, that are on the
market would fit this box.
Draw #2 is a cereal made out of dairy
protein. It has nutrition as an important
attribute, and it has shape as an important
product property.
Draw #3 would be product made out of
vegetable protein. It would have some
interesting texture properties and would
be easy to digest or eat.
3. Synectics
It is not a tool: it is a system for practicing
creativity.
It is far more important than any other tool in this
section.
Two areas of this system will be studied
1.How to run a meeting
2.How to use a brief excursion into excursion
techniques -- which will provide you with a new tool.
1.How to run a meeting
Four major stumbling blocks (絆腳石)
The 1st, chairman did not provides precise knowledge of what he
expects, the members can easily become confused. An agenda
alone does not solve this problem
The 2nd, chairman habitually, albeit unwittingly, discourage
creativity and free speculation.
The 3rd, The chairman is likely to use his power unwisely.
The 4th, we find in almost any meeting that there is a high level
of antagonism toward ideas.
1.How to run a meeting？
Four major stumbling blocks (絆腳石)
The 1st, chairman did not provides precise knowledge of what he
expects, the members can easily become confused. An agenda
alone does not solve this problem
The 2nd, chairman habitually, albeit unwittingly, discourage
creativity and free speculation.
The 3rd, The chairman is likely to use his power unwisely.
The 4th, we find in almost any meeting that there is a high level
of antagonism toward ideas.
The traditional image of the strong
chairman
An executive who guides the discussions, hews to
an agenda, makes instant judgments of relevance
and usefulness, and parcels out assignments – to
get things done.
The results is that the old-fashioned chairman
wastes talent, both his own and the group’s, and
therefore time and money as well.
How can a chairman multiply the
effectiveness of his people？
The chairman must adopt a nontraditional attitude.
He must come to view himself as the servant of the
group (in the same way that the group views itself
as the servant of the meeting).
He must devote his entire attention to helping the
group use its wits
How can a chairman to run the meeting？
1. The Rotating Chair
2. Stating the problem
3. Temporary Shelving
4. Spectrum Policy
5. Restating the Problem
6. Metaphoric Vacation
7. Toward the Solution
1. The Rotating Chair
There is quite a bit of evidence that the traditional chairman is self-
serving and manipulative.
It quite clear that members recognize this, resent it, and struggle
against it, but more often subtly.
Common response are: ‘He does not listen to my idea’or , ‘I think
I could run better meeting than he does’
A habit of egocentricity in the chair severely limits the productivity of
a meeting, and our recommendation is rotating chair.
It is important that every member of a meeting group regularly have
the opportunity to lead– to test and to shape his capability, and to
taste the responsibility of sitting at the end of the table.
2. Stating the problem
In small, task-oriented meeting, the conference room
should be arranged so the chairman can keep notes that all
can see.-- Entering the dog food market
The first step is to write a brief statement of the problem--
How can we enter the pet-food market with an advantage
over the competition？
The next step is for the chairman to ask the experts for a
more detailed explanation of the problem
The experts are Mr. B of marketing and Mr. C of R&D
The chairman should listen to these questions with much
more attention.
3. Temporary Shelving (擱置)
The chairman does not devalue this question. But
since he knows it can lead to endless discussion of
opinions which do litter or nothing to help with the
problem at this point.
Will you please write down the problem as you see it,
and we will take it up later as a subproblem.
4. Spectrum Policy
The chairman is to force Mr. B to think about the positive
value of Mr. A’s idea.
Thus Mr. B will see a range of values in the suggestion, a
range from good to bad -- a spectrum of values.
The chairman has enforced the so-called spectrum policy,
and by so doing he has accomplished more than may be
apparent.
Note that Mr. B has continued on to identify some
approaches for the group that he himself finds acceptable.
Not also that his approval signals Mr. A.
Example
Mr. A : I think it would be a good idea to shape our dog
food like bone and make it chewier.
Mr. B: But there is already a dog bone
The chairman: Just a second, Mr. B.. First tell us what you
like about Mr. A’s suggestion
Mr. B: Well, this change in shape is a good idea. Mr. A, if
I get his meaning, wants to use shape to make our product
more appealing to the buyers. We know the buyer’s view
of the food is a key element --- the dog does not care much.
The chairman: Now what troubles you about the idea of a
chewy bone, Mr. B？
Example
Mr. B: I am worried about the shape. Although the bone is
traditionally associated with dogs and is good from that
viewpoint, it is not new to the market One of our
competitors is using it.
Mr. D: Mr. B your concern over the bone shape not being
new suggests to me that we might go in a completely new
texture direction: let us have an ‘Instant Breakfast’ dog
food or a ‘Metrecal’ (計量的) dog food.
If the experts consider this a possible solution, they say so
and the leader records and saves.
5. Restating the Problem
Next, the chairman asks that each member of the group
write one or more statements of the problem as he
understands it.
The chairman then records these for all to see, adding any
that occur to him.
This stage gives each member the opportunity of make an
official declaration of the problem a he understands it or of
the goal he wished to attain.
The more of these, the better -- and the more differences
between them, the better. Imagination and temporary
irresponsibility should be welcome.
Example
1. How can we capitalize on (利用) the acceptance of the
leading brand？
2.Why do not we devise a pet food that makes addicts (上
癮) out of pets？
3.How can we make pet food that perfectly fits the
buyer’s image of what the pet needs and loves？
4.Why can not we devise a pet food that the pet will
choose every time in a taste test？
5.How can we make a pet food that the pet will eat and like
so much he sends a message of thanks to his owner？
6. Metaphoric Vacation (隱喻的假期)
Next, the chairman selects one of the subproblems or restatements
listed (never his own) and notes it.
He temporarily puts the problem out of mind with confidence that
later, when his mind has rested, some new clue to solution will come
to him.
Thus: the chairman instructs, ‘please put the problem out of your
mind. Now, can anyone think of an example of a striking image in
the world of weather？’‛thunderhead‛(亂積雲), ‚A
thunderhead is beautiful, but there are dangerous forces inside it‛
Vacation time (空閒時間) should last from 5 to 15 minutes,
depending on the members’skill in focusing off the original
problem and the chairman’s ability.
7. Toward the Solution
As his next step the chairman should bring the vacation to
a close.
The chairman asks the members to return to the problem in
question #3 and to use the irrelevant comments about
thunderheads to suggest unthought-of-lines of speculation.
Mr. D: This idea of hidden danger in the thunderhead– it
makes me think of hidden meanings. Could we perhaps
put some sort of hidden meanings in dog food？
Chairman: Do you mean that we should
Example
Mr. D: This idea of hidden danger in the thunderhead– it makes me
think of hidden meanings. Could we perhaps put some sort of hidden
meanings in dog food？
Chairman: Do you mean that we should somehow put extra meaning in
dog food？ Mr. D: Yes, but I do not know how？
Mr. B: We should treat dog food as though it is more important than
dog food.
Mr. C: We can treat it like people food.
This discussion leads to the notion that a dog food exactly like
hamburger could be marketed directly through the butcher (肉販).
Mr. B: Low product costs, good storing quality, and data suggesting
that some people eat pet food.
2.How to use a brief excursion into
excursion techniques
The use of creativity tools within the context of a
meeting – in this case, the use of a metaphoric
vacation.
This vacation is similar to what the Synectics
people call excursions.
Fleshing Out Core (Skeletal) Concepts
After you have used these tools and generated a
number of skeletal concepts (or core ideas) you need to
flesh them out before you go on to prepare concept
statements, and ultimately research them with
consumers.
What you need to do is examine each of the core ideas
in a rigorous manner to make sure that you are stating
it as strongly as possible, and you are stating it in as
many ways as possible.
Concept Preparation Checklist
1. Combine
2. Eliminate
3. Adapt
4. Modify
5. Other uses
6. Substitute
7. Rearrange
8. Magnify
9. Minify
10. Reverse
Example 1: home hair dryer
1. Combine
Combine a hair misting device with hair dryer to
apply a conditioner, or a handing fluid to your hair
and then quickly dry it into shape
2. Eliminate
Elimination of the heat function and have a natural
hair dryer
Example 1: home hair dryer
3. Adapt
Adapt to plug into automatic cigarette lighter for
emergency use and which can be carried in your
automobile.
4. Modify
Modify it so that it can be readjusted for oily hair or
dry hair or for use on baby as well as adults (the
first all-family hair dryer)
Example 1: home hair dryer
5. Other uses
A window defroster for your automobile
Promote its use as a dust remover for electrical
appliances
6. Substitute
Substitute a whirling nozzle instead of a straight
nozzle
Substitute batteries for the electrical input
Example 1: home hair dryer
7. Rearrange
Rearrange the action so that instead of blowing hot
air onto the hair, it sucks air into it.
Hair dryer with moisture-sensing device
8. Magnify
Can increase the heat output and make a quick dry
model
Can increase the size and sturdiness of the item and
market a professional model.
Example 1: home hair dryer
9. Minify
To reduce the size of the model to make it into a
travel unit (perhaps with a folding handle)
Make a small unit for children to use
10. Reverse
To draw the water out of the hair, instead of causing
it to evaporate through hot air
Example 2: hamburger for dog food
1. Combine
2. Eliminate
3. Adapt
4. Modify
5. Other uses
6. Substitute
7. Rearrange
8. Magnify
9. Minify
10. Reverse