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Henkels Stage-Gate Process (Portugal Division) NYU, New Products & Services Development March 25 th, 2006 MCM.

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Presentation on theme: "Henkels Stage-Gate Process (Portugal Division) NYU, New Products & Services Development March 25 th, 2006 MCM."— Presentation transcript:

1 Henkels Stage-Gate Process (Portugal Division) NYU, New Products & Services Development March 25 th, 2006 MCM

2 Henkel is a leader with brands and technologies that make people's lives easier, better and more beautiful. Henkels Vision

3 Quality with Brands & Technologies Home Care Adhesives, Sealants & Surface Treatment Consumer Personal Care Industry Three Areas of Competence

4 We do not develop new products But... We are able to launch in Portugal NEW brands or products that the company owns. Henkel in Portugal

5 The Stage-Gate Process Post Launch Review Discovery Stage 1 Scoping Stage 2 Building the Business Case Stage 3 Testing Stage 4 Launch Gate 1 Idea Screen Go / Kill Gate 2 Second Screen Go / Kill Gate 3 Third Screen Go / Kill Gate 4 Forth Screen Go / Kill

6 Discovery / Ideation Pre-work designed to discover and uncover opportunities and generate ideas Promote internal campaign for ideas Create a bank Idea Assign a team member to manage Ideas generated Gate 1 – Idea Screen Go/Kill decision point This gate is a gentle screen and amounts to subjecting the project to a handful of key must-meet and should-meet criteria. Is the idea aligned with the companys mission, goals and strategy? Is the market attractive? Does the idea offer competitive advantage over competitors? Is the idea part of the product portfolio of the company? Does the company have expertise to manufacture the product (technical feasibility)? Does the product fit with companys policies? Are there any killer variable (environment issue / legislative action)? Discovery Bank idea (Ideas Generation) - The Product Manager manages the group Gate 1 Idea Screen - PM & Marketing Manager Go / Kill The Stage-Gate Process

7 Stage 1 - Scooping A quick, preliminary investigation of the projects – largely desk research Preliminary market assessment to determine market size, market potential and market acceptance. –Internet search, library search, internal reports, customers, focus groups Preliminary technical assessment to establish product objectives & feasibility –Quick and preliminary in/house appraisal of the proposed product Preliminary business & financial assessment to map out strategic & competitive rationale Gate 2 – Second Screen Go/Kill decision point The Idea is reevaluated in the light of the new information obtained in Stage 1. Does the product respond to a customer need? Is the competition moving to the same direction? Is the company capable of manufacturing the product? When would be the payback period? Discovery Bank idea (Ideas Generation) - The Product Manager manages the group Gate 1 Idea Screen - PM & Marketing Manager Go / Kill Scoping Preliminary Assessment: Market Technical Financial For the 3 winners Stage 1 Second Screen - MKT Manager & Country Manager Go / Kill Gate 2 The Stage-Gate Process

8 Stage 2 – Building the Business Case A much more detailed investigation involving primary research – both market an technical – leading to a business case, including product and project definition, project justification and a project plan. It is the critical homework stage! Define the winning new product (concept and positioning): - Target market - Benefits - Desired features, attributes, requirements and especifications Competitive Analysis - Determine strength and weakeness Detailed Technical Appraisal - Manufacturability / cost to manufacture - Detailed legal, patent, and regulatory assessment. - Investment review Business and financial analysis Gate 3 – Third Screen Go/Kill decision point This is the last point at which the project can be killed before entering heavy spending. Here the full project team is design and it must be headed by a leader with authority! Is the marketing still attractive to justify the investment? Can the customers inputs be translated into technically and economically feasible solution? Is the company responding to a competitors weakness? Discovery Bank idea (Ideas Generation) - The Product Manager manages the group Scoping Preliminary Assessment: Market Technical Financial For the 3 winners Gate 1 Idea Screen - PM & Marketing Manager Go / Kill Second Screen - MKT Manager & Country Manager Go / Kill Stage 1 Gate 2 Building the Business Case Detailed Investigation for the winner idea Stage 2 Third Screen - Country Manager & Intl. SBU Manager Go / Kill Gate 3 The Stage-Gate Process

9 Stage 3 – Testing and Validation Tests or trials in the market-place, lab, and plant to verify and validate the proposed new produxt and its marketing and production/operations Carry out an extensive validation of the entire project Implement in-house product tests User or field trials of the product Trial, limited, or pilot production Pretest market, test market or trial sell Reviewed business and financial analysis Gate 4 – Forth Screen Go/Kill decision point This final gates open the door to full commercialization – market launch and full production or operations start-up. It is the final point at which the project can still be killed. Was the testing & validation activities properly executed? Were the results from the Testing and validation satisfactory? Were required improvements implemented in the product? Is the expected financial return according to the plan? Are the operations and marketing plans reviewed and approved for implementation? Testing Test the product in 1 supermarket chain for 1 month Discovery Bank idea (Ideas Generation) - The Product Manager manages the group Scoping Preliminary Assessment: Market Technical Financial For the 3 winners Building the Business Case Detailed Investigation for the winner idea Gate 1 Idea Screen - PM & Marketing Manager Go / Kill Second Screen - MKT Manager & Country Manager Go / Kill Third Screen - Country Manager & Intl. SBU Manager Go / Kill Stage 1 Gate 2 Stage 2 Gate 3 Stage 3 Forth Screen - MKT Manager & Sales Manager Go / Kill Gate 4 The Stage-Gate Process

10 Stage 4 – Launch Commercialization – beginning of full operations or production, marketing, and selling Implement of the marketing launch plan and the production or operations plan Post Launch Review Review product launch performance Market acceptance Ability to support technical product Market trends Finances Revise financial review with updated information - Review sales & profits Review strengths & weakness - Identify successful actions - Identify mistakes/unsuccessful actions Evaluate what changes (lessons learned) need to be made for future launches Evaluate whether launched met criteria and fulfilled mission, goals & strategy of corporation & department Post Launch Review Forth Screen - MKT Manager & Sales Manager Discovery Bank idea (Ideas Generation) - The Product Manager manages the group Scoping Preliminary Assessment: Market Technical Financial For the 3 winners Building the Business Case Detailed Investigation for the winner idea Launch Gate 1 Idea Screen - PM & Marketing Manager Go / Kill Second Screen - MKT Manager & Country Manager Go / Kill Third Screen - Country Manager & Intl. SBU Manager Go / Kill Stage 1 Gate 2 Stage 2 Gate 3 Stage 3 Gate 4 Stage 4 Testing Test the product in 1 supermarket chain for 1 month The Stage-Gate Process

11 Conclusions: The Stage-Gate is a plan that focuses on quality of execution, builds in the up-front homework, is strongly market-oriented and is backed by appropriate resources This model brings discipline to the new product process It is relatively simple and easy to understand and communicate. The process provides a road map to facilitate the project and it defines the project leaders objectives and tasks (include senior executives from the beginning) Increase investment as risk decreases Check acceptance with customer during the whole process It gives you the opportunity to Win by a nose! New Product and Services Development Post Launch Review Forth Screen - MKT Manager & Sales Manager Discovery Bank idea (Ideas Generation) - The Product Manager manages the group Scoping Preliminary Assessment: Market Technical Financial For the 3 winners Building the Business Case Detailed Investigation for the winner idea Launch Gate 1 Idea Screen - PM & Marketing Manager Go / Kill Second Screen - MKT Manager & Country Manager Go / Kill Third Screen - Country Manager & Intl. SBU Manager Go / Kill Stage 1 Gate 2 Stage 2 Gate 3 Stage 3 Gate 4 Stage 4 Testing Test the product in 1 supermarket chain for 1 month

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13 Stage 3 – Development The actual detailed design and development of the new product, and the design of the operations or productuction process Product development in parallel with corporate marketing & technical product development - Rapid prototype, working model, or first prototype are taking to the customer for feedback / assess. - Continue market analysis - Map out a market launch plan involving corporate marketing and technical area. Undertake lab tests, in-house tests and alpha tests Revise financial analysis with update information Assess legal issues (approval patents, regulations) Gate 4 – Forth Screen Go/Kill decision point Is the developed product consistent with the original quality definition specified at Gate 3? Does the product continue to be attractive to the market? Is the product ready to move forward to Testing? Are revised financials still with Budget? Are the marketing and operation plans reviewed for probable future execution? ANNEXES - The Stage-Gate Process: The Development Stage


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