Npdp general

NPDP

NPDP簡介

講師介紹� 講師:裴有恆 Richard Pei

� Email: [email protected]

� NPD經驗: 5.5年RD經驗,11年產品經理,專案經理,流程管理經理經

驗

� 現職:元創意資深產品經理暨執行董事

� 資歷: Alcatel台灣分公司,甲尚科技,台灣大哥大.仁寶電腦,神達電腦

� 學歷:

� 南加大電腦工程碩士

� 外貿協會ITI第六期行銷班,第一期品牌班結業

� 生產力中心PMP國際專案管理實務班結業(2008/10)

� NPDP認證 2009年10月1日

� ISO9001, TS16949, ISO/IEC 17025, ISO13485合格內部稽核員

六大範疇

Strategy

� Understand corporate strategy as it applies to

� Product strategy

� Platform strategies

� Market strategy

Technology strategy� Technology strategy

� Understand performance characteristics of different strategies

New Product Process

� Understand the characteristics of product processes including:

� Phases from concept to launch

� Lifecycles

Decision points and gates� Decision points and gates

� Required activities for each phase

� A good new product process increases chances of success and cuts losses from losing products early

Portfolio Management

� Understand how to manage your product portfolio to:

� Maximize value

� Balance (the right mix)

� Align with strategy and vision

Manage resources� Manage resources

� Helps focus investment in new products to those with the greatest chance of success!

Market Research

� Understand when and how to involve potential customers in development:

� Primary vs. secondary research

� Concept testing

Market testing� Market testing

� Use testing

� Alpha/Beta testing

� Techniques (focus groups, interviews, surveys)

Tools and Metrics

� Understand a variety of tools used in NPD

including:

� Pricing and forecasting

� Innovation tools

� Engineering and Manufacturing

� VOC/QFD

� Project management

� Tools for measuring results

Teams, People, and Organization

� Understand different team structures and how they achieve different results:

� Cross-functional team management

� Lightweight, heavyweight and Autonomous teams

Culture� Culture

� Roles and responsibilities

� Helps understand how you should set up

and manage a product team to get the desired result

New Product 與流程簡介

What is New Product

� Commonly accepted categories:

� New-to-the-world products: Products that are inventions 發明

� New–to-firm products: Products that take a firm into a category new to it. Products are not new to the world對公司新的產品

� Additions to product lines: Products that are line extensions, flankers, � Additions to product lines: Products that are line extensions, flankers, etc., in the firm‘s current markets 現有產品線的延伸產品

� Product improvements: Current products made better; virtually every product on the market today has been improved, often many times. 現有產品的改善

� Repositionings: Products that are retargeted for a new use or application . 現有產品但對新的使用者或應用定位

New Product/Service

� New Product

� New to the world(10%)

� New to firm, new product line(20%)

� Additions to existing product lines(26%)

Improvements and revisions to existing products(26%)� Improvements and revisions to existing products(26%)

� Repositioning(7%)

� Cost Reductions(11%)

� Service is less Expensive than Real Product

New Product Benefit?

� Product attributes that provides an emotional and/or economic reward(return) desired by the customer顧客想要的感情/經濟上的報酬

� 3 types of Attribute

� Features: Components, Materials, Price, Service

� Functions: How product work

� Benefits: Uses, Economic gains, Savings

The conflicting List of New Product Management

Product Development

� The overall process of strategy, organization, concept generation, product and marketing plan creation and evaluation, and commercialization of a new product.策略、組織、概念產生、產品和行銷計劃制定和評價，和一種新產品的商業化的整體流程劃制定和評價，和一種新產品的商業化的整體流程

Innovation創新

� A new idea, method, or device. The act of creating a new product or process. The act includes invention as well as the work required to bring an idea or concept into final form. 一種新的理念，方法或設備。建立一個新的產品或流程的行為。該行為包括發明，建立一個新的產品或流程的行為。該行為包括發明，以及所要求的工作，使一個想法或概念最後具體成型

Innovation Process

� 創新是發散到收斂的過程,必須符合公司策略與市場需求

� 派別

� 美國PDMA Stage-Gate

� 德國AIM創新管理W-Model

� 英國策略技術藍圖快速導入法T-Model

� 上課以美國PDMA Stage-Gate為上課主軸

New Product Process

PDMA Process

Commercialization

Phase Process

DevelopmentDiscovery

LaunchDevelo

pment

Concept/

Project

Concept

Genera

Opportunity

Identification/pment

EvaluationtionSelection

Stage-Gate Process

Develop

ment

Go to

Develop

ment

Build

Business

Case

2nd

Screen

Scop

ing

Idea

ScreenDiscovery

LaunchGoto LaunchTesting and

ValidationGoto Testing

Stage-Gate Process的來由

� Robert G Cooper花了30多年,研究了3000多個專案,根據他的研究,定義產品創新的15項關鍵成功因素,並制定出Stage-Gate Process

15 Critical Success Factors in Product Innovation

1. The number one success factor is a unique superior product: a differentiated product that delivers unique benefits and superior value to the customer.

2. A strong market orientation -a market-driven and 2. A strong market orientation -a market-driven and customer-focused new product process -is critical to success.

3. Look to the world product: An International orientation in product design, development, and target marketing provides the edge In product innovation.


4. More predevelopment work -the homework -must

be done before product development gets under

way.

5. Sharp and early product and project definition is 5. Sharp and early product and project definition is

one of the key differences between winning and

losing at new products.

6. A well-conceived, property executed launch is

central to new product success. And a solid

marketing plan is at the heart of the launch.


7. The right organizational structure, design, and climate are key factors in success.

8. Top management support doesn't guarantee success, but it sure helps. But many senior managers get it wrong. managers get it wrong.

9. Leveraging core competencies is vital to success -"step-out" projects tend to fail.

10. Products aimed at attractive markets do better: market attractiveness is a key project-selection criterion.


11. Successful businesses build tough Go/Kill

decision points into their new product process,

where projects really do get killed: better focus is

the result.

12. New product success is controllable: More

emphasis is needed on completeness,

consistency, and quality of execution of key tasks

from beginning to end of project.

13. The resources must be in place -there is no free

lunch in product innovation.


14. Speed is everything! But not at the expense of

quality of execution.

15. Companies that follow a multistage, disciplined

new product process -a Stage-Gate® process -new product process -a Stage-Gate® process -

fare much better.

Innovation Type

� Sustaining 持續創新持續創新持續創新持續創新

� Revolutionary 革命革命革命革命:Create a new market by allowing

customers to solve a problem in a radically new way.

(Automobile, iPhone)

� Evolutionary 進化進化進化進化: Improve a product in an existing market in � Evolutionary 進化進化進化進化: Improve a product in an existing market in

ways that customers are expecting. (Fuel injection,PS3)

� Disruptive 破破破破壞壞壞壞性創新性創新性創新性創新: Create a new and

unexpected market by applying a different set of values. (Ford T-model, Wii)

Drivers of Innovation

� Technology Driven: Technology advance

� Market Driven: Changing customer needs

� Shorten product life cycles

� Increased world competition� Increased world competition

� Porter’s 5 Force Analysis

Benefit from Innovation

� Market Position市場定位

� Resource Utilization資源利用率

� Organizational Renewal and Enhancement組織強化更新

� Financial Rewards (ROI, Margin)獲利

� Great Life豐富的人生� Great Life豐富的人生

Fix the Problem

� Do the right things

� Strategy

� Portfolio management

� Capacity, Resource planning

Based on Strategy� Based on Strategy

� Maximize the value

� Do the thing right

� New Product Process, Project Management, Marketing, Tools

Reference:

� Cooper, Robert G., Winning at New Products

� Crawford, C. Merle and Anthony DiBenedetto, New Products ManagementProducts Management

Npdp general

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