new product development
DESCRIPTION
Introduction to new product development, theory and application. Delivered by Harryadin Mahardika at Universitas IndonesiaTRANSCRIPT
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New Product Development
Harryadin Mahardika, PhD
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Harryadin Mahardika• Pop Economist
• FEUI & laporsuap.com
• Research objective:– “to liberate and empower consumer...”
• Current research:– Consumer empowerment
– Consumer intervention/engineering
– Mobile advertising
• Contact:– [email protected] / [email protected]
– @HarrySastro
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Why study new products?
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Gartner Hype Cycle 2012
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Why Study New Products?• Innovation as an Investment: A successful new
product does more good for an organization than anything else that can happen– Investment in innovation is critical to firm growth
and even survival. – Radical innovations (those that displace or
obsolete existing products) are particularly crucial to the firm.
– Technology leaders view “business growth through innovation” as a major challenge facing them today.
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Apple’s product timeline
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Global Product Development
• Increased globalization make NPD even more challenging today!– Procter & Gamble products are developed globally in the
firm’s 22 research centers located in 13 countries. Market research and testing of the Swiffer mop occurred in the U.S. and France.http://www.youtube.com/watch?v=PFbeP6YqHzg&NR=1
– Ikea identifies unmet customer needs and commissions in-house and outsourced designers to compete for the design. Worldwide manufacturing partners compete for the manufacturing rights. The firm also has excellent global logistics for product delivery to stores and customers.
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Joint innovation
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What Is a New Product?• New-to-the-world (really-new) products (10% of
new products): Inventions that create a whole new market. Ex.: Polaroid camera, Sony Walkman, Palm Pilot, Rollerblade skates, P&G Febreze and Dryel.
• New-to-the-firm products (20%): Products that take a firm into a category new to it. Ex.: P&G brand shampoo or coffee, Hallmark gift items, AT&T Universal credit card, Canon laser printer.
• Additions to existing product lines (26%): Line extensions and flankers that flesh out the product line in current markets. Ex.: Tide Liquid, Bud Light, Apple’s iMac, HP LaserJet 7P.
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What Is a New Product?
• Improvements and revisions to existing products (26%): Current products made better. Ex.: P&G’s continuing improvements to Tide detergent, Ivory soap.
• Repositionings (7%): Products that are retargeted for a new use or application. Also includes retargeting to new users or new target markets. Ex.: Arm & Hammer baking soda sold as a refrigerator deodorant; aspirin repositioned as a safeguard against heart attacks; Marlboro retargeted as a man’s cigarette.
• Cost reductions (11%): New products that provide the customer similar performance but at a lower cost. May be more of a “new product” in terms of design or production.
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The Conflicting Masters of New Products Management
• Three inputs to the new products process: the right quality product, at the right time, and at the right cost.
• These conflict with each other but may have synergies too.
• Issue: how to optimize these relationships in a new product situation.
Quality
Time Cost
Value
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The New Products Process
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The Basic New Product ProcessPhase 1: Opportunity Identification/Selection
Phase 2: Concept Generation
Phase 3: Concept/Project Evaluation
Phase 4: Development
Phase 5: Launch
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The Evaluation Tasks in the New Products Process
Opportunity Identification/Selection
Concept Generation
Concept/Project Evaluation
Development
Launch
Direction;Where should we look?
Initial Review:Is the idea worth screening?
Full Screen:Should we try to develop it?
Progress Reports:Have we developed it?
Market Testing:Should we market it?
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The Life Cycle of a Concept
Corresponding New Products Process Phases:Opp. Identification Concept Generation Project Evaluation Development Launch
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Opportunity Identification and Selection
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Segment Identification
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Segmentation vs Fragmentation
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SEGMENTATION FRAGMENTATION
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Long tail: tapping niche
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Competitor
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Co-opetition: Compete and collaborate• Formed by a set of companies with shared interests for
market dominance• Clear objectives in terms of performance targets and life cycle• Required capabilities should be available in the mix of
partners• Value-added by a partners are seamlessly integrated • Information and knowledge sharing• Visible rules of Governance
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Finding co-opetitors
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Co-opetition: compete and collaborate
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Co-opetitor
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CASE STUDY: AIRBUS
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Case Questions 1. Should Airbus produce A-3XX?2. How should Boeing response?3. How would the production of A-3XX change product
development/innovation in Airplane Manufacturing Industry?
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