New Products Management

Title
Contents
PART ONE OVERVIEW AND OPPORTUNITY IDENTIFICATION/SELECTION
	1 The Strategic Elements of Product Development
		Setting
		The Importance of New Products
		Globalization and New Product Development
		How Product Development Is Different
		What Is a New Product, and What Leads to Success?
		Does This Field of Activity Have a Unique Vocabulary?
		Does the Field of New Products Offer Careers?
		The Strategic Elements of Product Development
		The Basic New Products Process
		The Other Strategic Elements
		Product Development in Action
		Summary
		Applications
	2 The New Products Process
		Setting
		The Procter & Gamble Cosmetics Saga
			The Product Innovation Charter (PIC)
			The New Products Process
			The New Product Portfolio
			Supporting the Strategic Elements: Effective Team Management
			What Happened in That Saga?
		The Phases in the New Products Process
			Phase 1: Opportunity Identifi cation and Selection
			Phase 2: Concept Generation
			Phase 3: Concept/Project Evaluation
			Phase 4: Development
			Phase 5: Launch
		Evaluation Tasks Throughout the New Products Process
		Speeding the Product to Market
			Risks and Guidelines in Speeding to Market
		What about New Services?
		What about New-to-the-World Products?
		Closing Thoughts about the New Products Process
		Summary
		Applications
		Case: Tastykake Sensables
		Case: The Levacor Heart Pump
	3 Opportunity Identifi cation and Selection: Strategic Planning for New Products
		Setting
		A Product Strategy for a “Company within a Company”
		New Product Strategy Inputs and Identifying Opportunities
			Product Platform Planning
			Opportunity Identifi cation
			Noncorporate Strategic Planning
			Miscellaneous Sources
		The Product Innovation Charter
			Why Have a PIC?
		The Sections of the PIC
			Background Section of the PIC
			The Arena (Area of Focus) Section of the PIC
			Goals and Objectives Section of the PIC
			Special Guidelines Section of the PIC
		How to Prepare a Product Innovation Charter
		Product Portfolio Analysis: The New Product’s Strategic Fit
		Summary
		Applications
		Case: New Product Strategy at Kellogg
		Case: The Honda Element
PART TWO CONCEPT GENERATION
	4 Creativity and the Product Concept
		Setting
		Preparation
			The Product Innovation Charter
			Finding the Right People
			Management’s Role in Creativity
			Activities to Encourage Creativity
			Special Rewards
			The Removal of Roadblocks
		The Product Concept
			The Designer Decaf Example
			The Concept Statement
		Two Basic Approaches
		Important Sources of Ready-Made New Product Ideas
			Lead Users
		Open Innovation
		Summary
		Applications
		Case: P&G CarpetFlick
		Case: Aquafresh White Trays
	5 Finding and Solving Customers’ Problems
		Setting
		The Overall System of Internal Concept Generation
		Gathering the Problems
			Internal Records
			Direct Inputs from Technical and Marketing Departments
			Problem Analysis
			Scenario Analysis
		Solving the Problems
			Group Creativity
			Brainstorming
			Electronic Brainstorming and Computer-Assisted Creativity Techniques
			Online Communities
			Disciplines Panel
		Concept Generation Techniques in Action
		Summary
		Applications
		Case: Campbell’s IQ Meals
		Case: Earning Organizational Respect
	6 Analytical Attribute Approaches: Introduction and Perceptual Mapping
		Setting
		Understanding Why Customers Buy a Product
			Products Are Groups of Attributes
			Analyzing Product Attributes for Concept Generation and Evaluation
		Gap Analysis
			Determinant Gap Maps
			Perceptual Gap Maps Based on Attribute Ratings (AR)
			Perceptual Gap Maps Based on Overall Similarities (OS)
			Comments on Gap Analysis
		Summary
		Applications
		Case: Dell Computers (A)
	7 Analytical Attribute Approaches: Trade-Off Analysis and Qualitative Techniques
		Setting
		Trade-Off Analysis
			Using Trade-Off Analysis to Generate Concepts
			A Conjoint Analysis Application
			Alternatives to Full-Profi le Conjoint Analysis
			Recent Modifi cations in Conjoint Analysis
			Virtual Prototypes in Concept Testing
		Qualitative Techniques
			Dimensional Analysis
			Checklists
			Relationships Analysis
			About the Dimensions Used in Relationships Analysis
			Two-Dimensional Matrix
			Morphological or Multidimensional Matrix
		Analogy
		Summary
		Applications
		Case: Rubbermaid Inc.
	PART THREE CONCEPT/PROJECT EVALUATION
	8 The Concept Evaluation System
		Setting
		What’s Going On in the New Products Process?
			The Evaluation System for the Basic New Products Process
			Product Line Considerations in Concept Evaluation
		The Cumulative Expenditures Curve
			The Risk/Payoff Matrix
			The Decay Curve
		Planning the Evaluation System
			Everything Is Tentative
			Potholes
			The People Dimension
			Surrogates
		The A-T-A-R Model
			Where Do We Get the Figures for the A-T-A-R Model?
			Further Uses of the A-T-A-R Model
		Summary
		Applications
		Case: Chipotle Mexican Grill
		Case: Concept Development Corporation
	9 Concept Testing
		Setting
		The Importance of Up-Front Evaluations
		The Product Innovation Charter
		Market Analysis
		Initial Reaction
		Concept Testing and Development
			What Is a New Product Concept?
			The Purposes of Concept Testing
		Considerations in Concept Testing Research
			Prepare the Concept Statement
			Defi ne the Respondent Group
			Select the Response Situation
			Prepare the Interviewing Sequence
			Variations
		Analyzing Research Results
			Identifying Benefi t Segments
			Joint Space Maps
		Conjoint Analysis in Concept Testing
		Market Research to Support Concept Testing
		Conclusions
		Summary
		Applications
		Case: Nokia
		Case: Dell Computers (B)
	10 The Full Screen
		Setting
		Purposes of the Full Screen
		The Scoring Model
			Introduction to Scoring Models
			The Screening Procedure
			Profi le Sheet
		A Screening Model Based on Project NewProd
		The Analytic Hierarchy Process
		Special Aspects
		Summary
		Applications
		Case: WiLife, Inc. (A)
	11 Sales Forecasting and Financial Analysis
		Setting
		Sales Forecasting for New Products
		Forecasting Sales Using Purchase Intentions
		Forecasting Sales Using the A-T-A-R Model
		Techniques for Forecasting Product Diffusion
		Observations on Forecasting Models
		Problems with Sales Forecasting
			Summary of the Problems
		Actions by Managers to Handle These Problems
			Improve the New Product Process Currently in Use
			Use the Life Cycle Concept of Financial Analysis
			Reduce Dependence on Poor Forecasts
		Return to the PIC
		Summary
		Applications
		Case: Bay City Electronics
			Compiling the Key Data
	12 Product Protocol
		Setting
		The Product Protocol
		Purposes of the Protocol
		Protocol’s Specifi c Contents
			Target Market
			Positioning
			Product Attributes
			Competitive Comparisons and Augmentation Dimensions
			Other Components of the Product Protocol
		Protocol and the Voice of the Customer
			What Is the Voice of the Customer?
			Hearing the Voice of the Customer
		Protocol and Quality Function Deployment (QFD)
			QFD and the House of Quality
			Outcomes of QFD
		Some Warnings about the Diffi culty of the Protocol Process
		Summary
		Applications
		Case: WiLife, Inc. (B)
PART FOUR DEVELOPMENT
	13 Design
		Setting
		What Is Design?
		The Role of Design in the New Products Process
			Contributions of Design to New Product Goals
		Product Architecture
			A Process for Product Architecture
			Product Architecture and Product Platforms
		Industrial Design and the Industrial Designer
		Prototype Development
		Managing the Interfaces in the Design Process
		Improving the Interfaces in the Design Process
		Computer-Aided Design and Design for Manufacturability
		Continuous Improvement in Design
		Summary
		Applications
		Case: The Mini
		Case: Palm Pilot
		Case: Gillette Mach3
	14 Development Team Management
		Setting
		What Is a Team?
		Structuring the Team
			Another Look at Projectization
		Building a Team
			Establishing a Culture of Collaboration
			The Team Assignment and Ownership
			Selecting the Leader
			Selecting the Team Members
			Roles and Participants
			Network Building
			Training the Teams
		Managing the Team
			Cross-Functional Interface Management
			Overcoming Barriers to Market Orientation
			Ongoing Management of the Team
			Team Compensation and Motivation
			Closing the Team Down
		Virtual Teams
		Managing Globally Dispersed Teams
		Summary
		Applications
		Case: Marko Products
		Case: Ford Mondeo
	15 Product Use Testing
		Setting
		The Role of Marketing During Development
			Marketing Is Involved from the Beginning of the Process
			Marketing Ramp-Up, or the “I Think We’ve Got It” Phase
		Why Do Product Use Testing?
		Is Product Use Testing Really Necessary?
			Are These Arguments Correct?
		Knowledge Gained from Product Use Testing
			Pre-Use Sense Reactions
			Early Use Experiences
			Alpha and Beta Tests
			Gamma Testing
			Diagnostic Information
		Decisions in Product Use Testing
			Who Should Be in the User Group?
			How Should We Reach the User Group?
			Should We Disclose Our Identity?
			How Much Explanation Should We Provide?
			How Much Control over Product Use Should There Be?
			How Should the Test Be Conducted?
			Over What Time Period Should the Test Be Conducted?
			What Should Be the Source of the Product Being Tested?
			What Should Be the Form of the Product Being Tested?
			How Should We Record Respondents’ Reactions?
			How Should We Interpret the Figures We Get?
			Who Should Do the Product Use Test?
		Special Problems
			Don’t Change the Data Just Because They Came Out Wrong
			Be Alert to Strange Conditions
			What If We Have to Go Ahead without Good Use Testing?
		Summary
		Applications
		Case: Product Use Testing for New Consumer Nondurables
PART FIVE LAUNCH
	16 Strategic Launch Planning
		Setting
		The Strategic Givens
		Revisiting the Strategic Goals
		Strategic Platform Decisions
			Type of Demand Sought
			Permanence
			Aggressiveness
			Competitive Advantage
			Product Line Replacement
			Competitive Relationship
			Scope of Market Entry
			Image
		The Target Market Decision
			Alternative Ways to Segment a Market
			Micromarketing and Mass Customization
			Targeting May Also Use Diffusion of Innovation
		Product Positioning
		Creating Unique Value for the Chosen Target
		Branding and Brand Management
			Trademarks and Registration
			What Is a Good Brand Name?
			Managing Brand Equity
			Brand Equity and Branding Strategies
			Global Branding and Positioning: Standardize or Adapt?
			Global Brand Leadership
		Packaging
			The Role of Packaging
			The Packaging Decision
		Summary
		Applications
		Case: Wii
		Case: Iridium
		Case: Dell Computers (C)
	17 Implementation of the Strategic Plan
		Setting
		The Launch Cycle
			Prelaunch and Preannouncement
			Announcement, Beachhead, and Early Growth
		Launch Tactics
			The Communications Plan
			The Copy Strategy Statement
			Personal Selling
		Alliances
		A-T-A-R Requirements
			Awareness
			Stocking and Availability
			Trial
			Repeat Purchase
		Summary
		Applications
		CASE: Hulu
		Case: Dodge Nitro
		Case: Celsius and Enviga
			Answers to the Issues in Figure V.2
	18 Market Testing
		Setting
		The Market Testing Decision
			When Is the Decision Made?
			Is This an Easy Decision to Make?
			Market Tests Must Have Teeth
			The Factors for Deciding Whether to Market Test
		Methods of Market Testing
			Pseudo Sale
			Controlled Sale
			Full Sale
		Pseudo Sale Methods
			Speculative Sale
			Simulated Test Market
		Controlled Sale Methods
			Informal Selling
			Direct Marketing
			Minimarkets
			Scanner Market Testing
		Full Sale Methods
			Test Marketing
			The Rollout
		Wrap-Up on Market Testing Methodologies
		Summary
		Applications
		Case: PepsiCo—Pepsi-Kona and Pepsi One
		Case: Square D Remote Lamp Dimmer
	19 Launch Management
		Setting
		What We Mean by Launch Management
		The Launch Management System
			Step One: Spot Potential Problems
			Step Two: Select the Control Events
			Step Three: Develop Contingency Plans
			Step Four: Design the Tracking System
		Effective Metrics: Learning from Experience
		A Sample Launch Management Plan
		Launch Management and Knowledge Creation
		Product Failure
		Summary
		Applications
		Case: Levitra
		Case: SpinVox
	20 Public Policy Issues
		Setting
		Bigger Picture: A Cycle of Concerns
			Phase I: Stirring
			Phase II: Trial Support
			Phase III: The Political Arena
			Phase IV: Regulatory Adjustment
		Business Attitudes toward Product Issues
		Current Problem Areas
		Product Liability
			Typology of Injury Sources
			The Four Legal Bases for Product Liability
			Other Legislation
		Planning for the Product Recall
			Prior to the Recall
			During the Recall
			After the Recall
		Attempts at Standardization and Clarifi cation
		Environmental Needs
		Product Piracy
		Worthy Products
		Morality
		Monopoly
		Personal Ethics
		The Underlying Residual Issues
		What Are New Products Managers Doing about All This?
			Strategy and Policy
			Control Systems
			Product Testing
			Marketing and Market Testing
			Customer Education and External Affairs
		Summary
		Applications
		Case: Clorox Green Works
		Case: Hybrid or Hydrogen Vehicles at General Motors?
		Case: Product (RED)
			Solutions to Figure 20.3
Appendix A Sources of Ideas Already Generated
Appendix B Other Techniques of Concept Generation
Appendix C The Marketing Plan
Appendix D Guidelines for Evaluating a New Products Program
Index