True Winner

Document Sample
True Winner Powered By Docstoc
					Reengineering of New Products/Services Development Process

                                            “True Winner”
                            CONTENT



•   Vision, mission, goal, and strategy of New Products/Services
    Development Group
•   The study in “Winning at new products – Robert G. Cooper”
•   Clarify problems of the used New Products/Services
    Development Process (NPDP)
•   Reengineered NPDP - “True Winner”
•   Description of the new NPDP - “True Winner”
•   Next action - redesign and implementation




                                                                   1
•   Vision, mission, goal, and strategy of New Products/Services
    Development Group

            Definition
            Vision: Mode of seeing or conceiving, unusual discernment or foresight.
            Mission : The act or instance of sending a body or persons to perform a service or
            carry out an activity.



        Vision
        To create new products and services relevant to information
        and communication in order to contribute to a fulfilling
        lifestyle as a mainstay of information and culture.


        Mission
        To create new business with new products and services
        relevant to information and communication in mid and long
        term, and to expand our information and communication
        business arena.

                                                                                                 2
•   Vision, mission, goal, and strategy of New Products/Services
    Development Group - continued

            Definition
            Goal: Long range aim
            Strategy: How to get to the end aim


        Goal
        ■ Create new business model with new products and
          services in information and communication business.
        ■ More than sales $1,000,000 in Year 3.
          Payback period within 3 years.


        Strategy
        ■ Leverage and combine our unique resources in marketing
          and technology, in information and communication.
        ■ Capturing customer needs in depth, discover new market.
        ■ Affiliate partners if needed.
        ■ Keep reengineering the New Products/Services
          Development Process.
                                                                    3
2. The study in “Winning at new products – Robert G. Cooper”

                                              New products & services
                                              development has high risk.
                                              There are many failures.
                                              Considerable resources are
                                              allocated to unsuccessful
                                              products & services.


                                              We have to make efforts to
                                              increase the success rate.
                                              We have to allocate resources
                                              more to successful products &
                                              services, but less to
                                              unsuccessful ones.




                            “Do projects right”
                            “Do right projects”
                                                                              4
2. The study in “Winning at new products – Robert G. Cooper” - continued


  Success Factors for NPDP; the difference between winning and losing

  •   A unique superior product to the     11. Projects aimed at attractive
      customer                                 markets
  •   A strong market orientation and      12. Tough go/kill decision and
      customer focus                           prioritization
  •   An international orientation         13. Resources in place
  •   More predevelopment work             14. Completeness, consistency, and
                                               quality of execution
  •   Sharp and early product definition
                                           15. Speed, flexibility and quality
  •   A well-conceived, properly
      executed launch                      16. A clearly defined new product
                                               strategy for the business
  •   Cross function and leadership
                                           17. Stage-Gate Process
  •   Parallel processing
                                               - deliverables, criteria and outputs
  •   Senior management commitment
                                           18. Process Manager
  •   Leveraging core competencies
                                                                                      5
3. Clarify problems of the used New Products/Services Development Process

          Strategy
              Discovery                                        Build Business                                     Testing &
                                          Scoping                                         Development                                    Launch
              (Ideation)                                       Case                                               Validation
Action




          ・Research and analyze     ・Strategic alignment     ・Business Definition        ・In house tests       ・Trial sell/test Market
           Markets                  ・Market attractiveness    (Customer, benefit, and                          ・Modification             Review
           Customers                ・Market growth            product/service                                  ・Business and financial
           Competitors              ・Innovativeness           features and attributes)                          assessment
           Competences              ・leveraging competence   ・ROI                                              ・Operation plan
          ・Brain Storming           ・Positioning             ・Patent/Regulation                                ・Market launch plan
          ・Search                   ・Feasibility             ・Feasibility                ・Testing plan
           (Customer, University,                            ・Business and financial     ・Operation plan
           Web, Tradeshow,          ・Internet search          assessment                 ・Market launch plan                             Rebuild
           Publishing・・)            ・Library search                                                                                       again

          ・No customer
           voice in depth
          ・Little sales
           voice                                             ・Optimistic and not
          ・Fragmentary                                        detailed definition
Problem




           search                                             of business case
                                                                                                                 Rebuild
                                                              Not killed idea                                    but not killed
            Few ideas

            High Risk

            No written
            NPDP
                                                                                                                                                   6
3. Clarify problems of the used New Products/Services Development Process
(NPDP) - continued
  Causality
  Causality
                                             Not Killed Idea
                                                                             High risk
    ・NPDP tends to involve              ・Rarely be killed
                                                                       ・High risk          Result
     other departments late             ・Dislike to kill
                                                                       ・Likely waste
                                        ・Not rigorous
                                                                        development cost
                                        ・Be killed lately
    ・New Product is evaluated                                          ・Afterthought
                                         (Must go, but few ideas)
     by limited person
     superficially, especially at
     front of the NPDP
                                               Few Ideas                                   No Future
                                                               Essential Problem
    ・Customers is observed
     superficially                  Few ideas cause low success rate

                                     ・Staff assumes that few
                                      successes are delivered
                                      from a common written NPDP
      No written NPDP                 (assumes that NPDP only
      cause the low quality           consumes time)
      execution
                                           No Written NPDP

                                         ・No common process
                                                                       ・Less progress of
                                         ・Remain abstract
                                                                        NPDP                Result
                                          criteria and process
                                                                                                       7
4. Reengineered NPDP – “True Winner”
                       [Basic Rule from “Stage-Gate”]           ・More predevelopment work             ・Leveraging core competencies       ・Completeness, consistency,
    Vision                                                      ・Sharp and early product definition   ・Projects aimed at attractive        and quality of execution
                           ・A unique superior product to the    ・A well-conceived, properly            markets                            ・Speed, flexibility and quality
                            customer                             executed launch                      ・Tough go/kill decision and         ・A clearly defined new product
   Mission
                           ・A strong market orientation and     ・Cross function and leadership         prioritization                      strategy for the business
                            customer focus                      ・Parallel processing                  ・Resources in place                 ・Stage-Gate Process
                           ・An international orientation        ・Senior management commitment         ・Process manager                     deliverables, criteria and outputs
     Goal
     Goal
      Goal                       Other Projects
                                                                    Increase Idea
   Strategy
   Strategy
    Strategy                                                        Accumulate Idea Resource
                                                                                                                   Gate
                       Idea Net             Idea Bank                                                              ・Gate is a Go/Kill decision point to reduce the risk
                            Administrated by a Focal Person                                                          and allocates right resources on right projects.
 Discovery                                                                                 Reduce Risk             ・A project is compared with others and is
                                                                                                                   prioritized.
           Idea Screen                                                                     Go/Kill Ideas           ・Must meet and should meet criteria in advance.
                                                                                                                    (criteria are conditional in some cases for speed.)
                                                                                                                   ・The action plan and resource for the next stage,
   Gate 1                                                                                                            and the deliverable, criteria and schedule for the
                  Second Screen                             Go To                                                    next gate are decided at the gate.
                                                         Development                           Go To Testing                     Go To Launch


  Stage 1            Gate 2              Stage 2               Gate 3        Stage 3              Gate 4         Stage 4             Gate 5             Stage 5

    Scoping                         Build Business Case                     Development                      Testing & Validation                         Launch
・Strategic alignment                ・Sharp business Definition             ・In house tests                     ・Trial sell/test Market
・Market attractiveness               (Customer, benefit, and               ・Rapid prototypes                   ・Modification
・Market growth                       product/service features and          ・Continue –                         ・Business and financial
・Innovativeness                      attributes)                            Customer feedback                   assessment
                                                                                                               ・Operation plan
                                                                                                                                                         Post
・leveraging competence              ・Analyze competitor’s future            Market analysis
・Positioning                         strategy                              ・Business and financial             ・Market launch plan                      Launch
                                                                                                               ・Marketing, engineer,
 (Competitiveness in
 customer’s eyes)
                                    ・Patent/Regulation
                                    ・Feasibility
                                                                            assessment
                                                                           ・Testing plan                        sales, legal and senior
                                                                                                                                                        Review
・Feasibility                        ・Concept test                          ・Operation plan                      management involved                   ・Review costs
・Internet search                     In- depth customer research           ・Market launch plan                                                        ・Review profits
・Library search                      Quantitative customer research        ・Marketing, engineer,                                                      ・Review strength
・Interview                          ・Business and financial                 sales, legal and senior                                                   ・Review weakness
・Marketing, engineer,                assessment                             management involved                                                       ・Review what learned
 sales, legal and senior            ・Marketing, engineer, sales, legal
 management involved                 and senior management involved                                                                                                             8
5. Description of the new NPDP – “True Winner”

     Vision
                                                      Object
     Mission
                                                      ■ Generate ideas based on the vision,
      Goal                                              mission, goal and strategy, as many as
                                                        possible, and the ideas should be a
    Strategy
                   Idea Net Idea Bank                   market orientation and customer focused.
                    Administrated by a Focal Person     Heighten the success rate of the project.

   Discovery                                          Activity
                                                      ■ Research and analyze markets,
                                                        customers, competitors and competences.
                                                        Probe customer especially: observe
                                                        customer and hear the voice.
    Gate 1                                            ■ Brain storming, morphological analytics,
                                                        etc.
              Idea Screen                             ■ Leveraging “Idea Bank” and “Idea Net”,
                                                        search internal and external information.
                                                      Member
    Stage 1
                                                      ■ NPDG start member – in New business
                                                        development div.
    Scoping                                                                                         9
5. Description of the new NPDP – “True Winner”


                                    Object
                                    ■ Maximize the opportunity of idea
  Idea Net          Idea Bank       generation.
  Administrated by a Focal Person   ・Don’t dispose ideas not launched.
                                    ・Use it as stimulation for others.
                                    ・Exchange Ideas and Idea resources.
                                    Activity
                                    ■ Gather all information and ideas.
                                      Process them for next idea generation.
                                    ・Use IT toward user-friendly system.
                                    ・Allocate a person for “Idea bank & net.”
                                    ・Develop the system.
                                      An example of the information processing.
                                      Find out market opportunities from the relations between
                                      customer’s new needs and company’s competences or
                                      new technologies.

                                                 Technology A Technology B
                                       Needs A         ○
                                       Needs B                        △

                                                                                                 10
5. Description of the new NPDP – “True Winner”

     Vision
     Mission

      Goal
    Strategy
                   Idea Net Idea Bank
                    Administrated by a Focal Person
                                                      Criteria (Broad criteria)
   Discovery
                                                      ■ Strategic alignment – Must meet
                                                      ✓ is it new business model ?
                                                      ✓ is it leveraging our unique resources
                                                        in marketing and technology in
                                                        information and communication ?
    Gate 1                                            ✓ will it contribute to expansion of
                                                        company’s business arena ?
              Idea Screen                               Not cannibalize?
                                                      Gatekeeper
    Stage 1
                                                      ■ Managements of New business
                                                        development div.
    Scoping                                                                                     11
5. Description of the new NPDP – “True Winner”
                                  Second Screen


      Stage 1                          Gate 2                        Stage 2

      Scoping                                                Build Business Case

    Object
    ■ Preliminary and inexpensive research toward Gate 2 – “second screen.”
      Especially, focus on customer needs.
    Activity
    ■ Gather information and assess the ideas,
    ・by Internet search, library search, and interview to the customer.
    ・about strategic alignment, market attractiveness, market growth,
      innovativeness, leveraging competence,
      positioning - competitiveness in customer’s eyes and feasibility.
    Member
    ■ NPDG start member + other sections members relevant to
      discovered ideas (sales, legal, etc.)
                                                                                   12
5. Description of the new NPDP – “True Winner”
                                Second Screen


      Stage 1                       Gate 2                    Stage 2

      Scoping                                          Build Business Case

     Criteria (Specific criteria)
     Must meet – Yes/No for Go/Kill (see table 1)
     Should meet - Scoring for Priority (see table 2)
     ■ Strategic alignment
       New business model ? Leverage unique resources? Expand business arena?
     ■ Market attractiveness
       Grow?
     ■ Customer needs
       Unique? Attractive? Advantage?
     ■ Reasonable likelihood of technical feasibility
     ■ Financial
       More than $1,000,000 in Year 3? Payback period within 3 years?
     Gatekeeper
     ■ Senior Management and managements relevant to the ideas.
                                                                                13
5. Description of the new NPDP – “True Winner”

 Table 1: Specific criteria - Must meet

  Must Meet: Yes/No for Go/Kill
  ■ Strategic alignment
    ✓ is it new business model ?
    ✓ is it leveraging our unique resources in marketing and technology
      in information and communication ?
    ✓ will it contribute to expansion of company’s business arena ? Not cannibalize?
  ■ Market attractiveness
    ✓ will it glow?
  ■ Customer needs
    ✓ will it have attractiveness and uniqueness in customer’s perspective?
    ✓ will it have advantage to competitors in customer’s perspective?
  ■ Reasonable likelihood of technical feasibility
    ✓ is it have reasonable likelihood of technical feasibility?
  ■ Financial
    ✓ is it have reasonable likelihood of the more than $1,000,000 sales in Year 3?
    ✓ is it have reasonable likelihood of the payback period within 3 years?

                                                                                       14
5. Description of the new NPDP – “True Winner”

 Table 2: Specific criteria - Should meet
  Should Meet: Scoring for Priority
  ■ Strategic alignment
    ✓ impact of the new business model
    ✓ degree of leveraging unique resources in marketing and technology
     in information and communication
    ✓ degree of contribution to expansion of company’s business arena
  ■ Market attractiveness
    ✓ market size
    ✓ market growth

  ■ Customer needs
    ✓ degree of attractiveness and uniqueness in customer’s perspective
    ✓ degree of advantage to competitors in customer’s perspective

  ■ Reasonable likelihood of technical feasibility
    ✓ size of the technical gap
    ✓ degree of the partner’s technology if needed

  ■ Financial
    ✓ expected sales
    ✓ expected profitability
                                                                          15
5. Description of the new NPDP – “True Winner”
                             Go to Development


       Stage 2                        Gate 3                         Stage 3

Build Business Case                                              Development

     Object
     ■ Detailed and thorough research and sharp business case
       toward Gate 3, before development - heavy spending stage.
     Activity
     ■ Sharp business definition: customer, benefit, and product/service features
       and attributes
     ■ Analyze competitor’s future strategy
     ■ Patent/Regulation
     ■ Feasibility
     ■ Concept test: in- depth customer research / quantitative customer research
     ■ Business and financial assessment
     Member
     ■ NPDG start member + other sections members relevant to the ideas.
                                                                                    16
5. Description of the new NPDP – “True Winner”
                                  Go to Development


       Stage 2                               Gate 3                Stage 3

Build Business Case                                              Development

              Criteria (Specific criteria)
              ■ Evaluate the business more thoroughly.
              Must meet – Yes/No for Go/Kill (see table 1)
              Should meet - Scoring for Priority (see table 2)

              Gatekeeper
              ■ Senior Management and managements relevant to the ideas.




                                                                               17
5. Description of the new NPDP – “True Winner”
                                   Go to testing


       Stage 3                        Gate 4                    Stage 4

    Development                                           Testing & Validation

     Object
     ■ Physical development of the product.
       Continue customer research, marketing analysis and business and
       financial assessment.
       Do other task in parallel.
     Activity
     ■ In house tests
     ■ Customer test with rapid prototypes
     ■ Revise the market analysis and the business and financial assessment
       with up-dated data
     ■ Develop the testing plan, operation plan and market launch plan
     Member
     ■ NPDG start member + other sections members relevant to the idea.
                                                                                 18
5. Description of the new NPDP – “True Winner”
                                      Go to testing


       Stage 3                               Gate 4               Stage 4

    Development                                            Testing & Validation

              Criteria (Specific criteria)
              ■ Are the developed product and service consistent with original
                definition at Gate 3 ? (Must-meet)
              ■ Evaluate the business again thoroughly by criteria at Gate 2 & 3.
              ■ Evaluate the quality and feasibility of the plan about testing,
                operation and market launch. (Should-meet)
              Gatekeeper
              ■ Senior Management and managements relevant to the idea.




                                                                                    19
5. Description of the new NPDP – “True Winner”
                                       Go to Launch


       Stage 4                             Gate 5                  Stage 5

 Testing & Validation                                              Launch

     Object
     ■ Test and validate the entire viability of the project.
     ■ Prepare for launch.
     Activity
     ■ Trial for customer reaction and production issue
     ■ Find out modifications required
     ■ Revise the market analysis and the business and financial
       assessment with up-dated data
     ■ Develop the operation plan and the market launch plan
     Member
     ■ NPDG start member + other sections members relevant to the idea.

                                                                             20
5. Description of the new NPDP – “True Winner”
                                    Go to Launch


       Stage 4                           Gate 5                   Stage 5

 Testing & Validation                                             Launch

              Criteria (Specific criteria)
              ■ Evaluate the business again thoroughly by criteria at Gate 2 & 3.
                Focus is profitability.
              ■ Evaluate the quality and feasibility of the plan about the
                market launch and operation. (Should-meet)
              Gatekeeper
              ■ Senior Management and managements relevant to the idea.




                                                                                    21
5. Description of the new NPDP – “True Winner”

                        Object
         Stage 5        ■ Implement the marketing plan and the operation plan.
                        Activity
         Launch         ■ Production, promotion, etc.
                        ■ Improve the business in response to market change.
                        Member
                        ■ NPDG start member + other sections members
                          relevant to the idea.

          Post         Object
         launch         ■ Review the business and the project for next
         review         projects.
                       Activity
                       ■ Costs, profits and other business targets are
                          compared to projections.
                       ■ Assess the project’s strength and weakness.
                       ■ Discuss what is learned from the project.
                       Member
                       ■ NPDG start member + other sections members
                         relevant to the idea.
                                                                                 22
6. Next Step – redesign and implementation
 To built a efficient NPDP into my organization

 ■ Lecture about the Stage-Gate Process and the modified
   version, “True Winner” to our division including senior management.
   Discuss. Diffuse the concept. Received senior’s commitment.
 ■ Start discussion with “True Winner”, and redesign the Process in my project
   team.
    ・Work with cross function involved.
    ・Focus on up-front work, especially on an idea bank and an idea net.
    ・Exchange information with other project teams.
    ・Be advised from consultants.
 ■ Implement the NPDP redesigned.
    ・Implement the NPDP with a process manager.
    ・Create a success in new products/services hopefully, or verify the efficiency
     of the NPDP
 ■ Review and rebuild again the NPDP.
   Teach again the NPDP to other project teams in our division for
   more pervasion, with my project case.
 ■ Aim the synergy among project teams using the NPDP,
   especially at the “Idea bank” and the “Idea net.”                                 23

				
DOCUMENT INFO
Shared By:
Categories:
Tags:
Stats:
views:0
posted:7/22/2013
language:Latin
pages:24
jny jhtw jny jhtw
About