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ENTERPRISE THINKING MetaMatrix Consulting Group 1 NEW PRODUCT & SERVICES DEVELOPMENT Adjunct Associate Professor David A. Goldsmith MetaMatrix Consulting.

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Presentation on theme: "ENTERPRISE THINKING MetaMatrix Consulting Group 1 NEW PRODUCT & SERVICES DEVELOPMENT Adjunct Associate Professor David A. Goldsmith MetaMatrix Consulting."— Presentation transcript:

1 ENTERPRISE THINKING MetaMatrix Consulting Group 1 NEW PRODUCT & SERVICES DEVELOPMENT Adjunct Associate Professor David A. Goldsmith MetaMatrix Consulting Group, LLC. 8248 Barksdale Lane Manlius, NY 13104 Phone: (315) 682-3157Fax: (315) 682-0509 Email: david@davidgoldsmith.com website: www.metamatrixconsulting.com

2 ENTERPRISE THINKING MetaMatrix Consulting Group 2 Questions that need answering… Where are we? Where do we want to go? How do we get there? When do we want to arrive? Who will get us there? What will it cost? What are the expected results? How do we measure results? Why are we doing it?

3 ENTERPRISE THINKING MetaMatrix Consulting Group 3 Terminology of the trade 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. Goal: Long range aim Objective: Short range aim Tactic: A device for immediate accomplishment Strategy: How to get to the end aim

4 ENTERPRISE THINKING MetaMatrix Consulting Group 4 Work Towards a Perfect Model Traditional Planning Goal You are here

5 ENTERPRISE THINKING MetaMatrix Consulting Group 5 VISIONING Peter Block, The Empowered Manager, 1987 "The initial step toward autonomy for those of us in organizations is to put into words the future we wish to create for our own unit. This is called a vision of greatness. We describe a preferred future that we are committing ourselves to and committing our unit to. The belief is that this vision will be good for the individual, good for the unit, and good for the organization. Creating this vision is our essential act of leadership."

6 ENTERPRISE THINKING MetaMatrix Consulting Group 6 CLASS WORK ON: What Visions Do You Have For A New Product Development Group NPDG? Who Do You Share Your Vision With? What is your mission? List your goals.

7 ENTERPRISE THINKING MetaMatrix Consulting Group 7 SHARED VISION

8 ENTERPRISE THINKING MetaMatrix Consulting Group 8 NPSD must be… Tied to the vision statement Tied to the mission statement Question: Does your vision or mission statement include your product or service direction?

9 ENTERPRISE THINKING MetaMatrix Consulting Group 9 GUIDE TO MISSION STATEMENT Purpose or reason the organization exists. Type of products/services offered. Its markets and customers. How they will treat customers. Their values and philosophy. The broad direction it will take. The major targets it is trying to reach.

10 ENTERPRISE THINKING MetaMatrix Consulting Group 10 GUIDE TO MISSION STATEMENT How capital & people resources are employed. The culture under which it will operate. A view of itself. A broad indication of production techniques and technology. The public impression they will set forth. A clear indication of how they will relate to various stakeholders: customers, employees, stockholders, vendors, community, government, etc.

11 ENTERPRISE THINKING MetaMatrix Consulting Group 11 NEVER ENDING PLANNING CYCLE

12 ENTERPRISE THINKING MetaMatrix Consulting Group 12 KEY QUESTIONS IN NEW PRODUCT INTRODUCTION Bill Klumbs questions - PDMA 1998 International Conference Answer True or false 1. A good idea with an average product is more likely to succeed than an average idea with a good product. False 2. Uniqueness is a strong driver in new product success. False 3. Advertising is far more important for new products than for established brands. True 4. Most new products experience growth in their second year. False 5. Trial sizes are usually an effective form of promotion for new products False

13 ENTERPRISE THINKING MetaMatrix Consulting Group 13 NEW PRODUCT FAILURE 25 to 45 % of new products launched, fail. Percentage will vary by industry. Dr. Robert G. Cooper in his book, Winning at New Products 19,000 new products were introduced to supermarkets and half disappeared from the shelves within two years. David A. Light, Harvard Business Review, November-December 1996, Briefings from the Editor, based on 1995 study.

14 ENTERPRISE THINKING MetaMatrix Consulting Group 14 WHY NEW PRODUCTS FAIL ?

15 ENTERPRISE THINKING MetaMatrix Consulting Group 15 MAJOR CAUSES OF FAILURE 1. Lack Of Strategic Direction 2. Lack Of A Process 3. Lack Of Resources 4. Lack of Core Competencies 5. Lack Of Knowledge Of Customer Needs 6. Lack of supporting organizational culture

16 ENTERPRISE THINKING MetaMatrix Consulting Group 16 RESULTS OF BENCHMARKING Most successful companies are new product machines. Companies have clear strategic direction. The corporate culture has been aligned behind new products. Resources of people and money have been allocated.

17 ENTERPRISE THINKING MetaMatrix Consulting Group 17 RESULTS OF BENCHMARKING New product effort is cross-functional. There is a central place where the process resides. Each has developed the process best suited for them. Clear measures of success or failure are established.

18 ENTERPRISE THINKING MetaMatrix Consulting Group 18 BEST PROCESS Has clear strategic direction. The corporate culture has been aligned behind new products. Resources of people and money have been allocated. Clear measures of success or failure are established.

19 ENTERPRISE THINKING MetaMatrix Consulting Group 19 BEST PROCESS The new product effort is cross-functional. There is a central place where the process resides. Each has developed the process best suited for them. The most successful companies are new product machines.

20 ENTERPRISE THINKING MetaMatrix Consulting Group 20 BALANCING THE NEW PRODUCT PROCESS

21 ENTERPRISE THINKING MetaMatrix Consulting Group 21 WHAT MOST COMPANYS WANT Clear Vision and How to Achieve It. New Products, but Are Often at a Loss How to Achieve Them. Basic Core Competencies in Place. Optimal Investment to Achieve Results. In Almost All Issues There Is Always a Divergence of Approaches and Opinions.

22 ENTERPRISE THINKING MetaMatrix Consulting Group 22 WHAT MOST COMPANYS WANT A Process Developed to Fit Customers and the Organizations Needs. Productive Process That Provides Fast Results. A Flexible Process that Becomes the Basis for Future Achievements at Managements Targeted Levels. Remember -------- the Process Is Only As Important As the Results Produced.

23 ENTERPRISE THINKING MetaMatrix Consulting Group 23 ASSIGNMENT DUE: Read at least the first 4 chapters, if not the complete book. Hand in your: vision, mission, goals, and strategies for your NPDG. (Group not Product) Think about how all of the above relates to your final project.

24 ENTERPRISE THINKING MetaMatrix Consulting Group 24 Discovery consists in seeing what everybody has seen and thinking what nobody has thought. - Albert von Szent-Gyorgyi 1893-1986

25 ENTERPRISE THINKING MetaMatrix Consulting Group 25 MMCG 100% Guarantee Created new product with 100% Guarantee on speaking. Results: YEO loved it NAPEO did not LOMA did not No money… referral and project

26 ENTERPRISE THINKING MetaMatrix Consulting Group 26 Final Project & Website Review Review Homework/Book Samples on website Extra information to download Stage Gate sheet Objectives working backwards

27 ENTERPRISE THINKING MetaMatrix Consulting Group 27 Stage Gate Process STAGE 1 IDEA GATE 1 INITIAL SCREEN IDEATION PRELIMINARY INVESTIGATION (SCOPING) GATE 2 STAGE 2 GATE 3 STAGE 3 GATE 4STAGE 4 GATE 5 STAGE 5 PIR 2ND SCREEN DETAILED INVESTIGATION (BUSINESS CASE OR BUSINESS EVALUATION) DECISION ON B.E. DEVELOPMENT POST - DEVELOPMENT REVIEW TESTING & VALIDATION PRE-COMMERCIALIZATION BUSINESS ANALYSIS FULL PRODUCTION & MARKET LAUNCH POST-IMPLEMENTATION REVIEW

28 ENTERPRISE THINKING MetaMatrix Consulting Group 28 Essentials to New Product Success Strategic Direction Dedication of Resources - People & Dollars A Supportive Culture A Tailor Made Process Multi-Functional Involvement Solid Planning Backing and Leadership From Champions

29 ENTERPRISE THINKING MetaMatrix Consulting Group 29 Philip H. Knight CEO, Pres & Chairman Current Nike role: My job is to listen to ideas, maybe cook up a few of my own, and make decisions based on what's good for the shareholders and for the company

30 ENTERPRISE THINKING MetaMatrix Consulting Group 30 23 Years of Research – One Idea Bose Corporation was founded in 1964 by Dr. Amar G. Bose, professor of electrical engineering at the Massachusetts Institute of Technology. While doing graduate work at MIT in the 1950s, Dr. Bose decided to purchase a new stereo system. He was disappointed to find that speakers with impressive technical specifications failed to reproduce the realism of a live performance.

31 ENTERPRISE THINKING MetaMatrix Consulting Group 31 Ear to the pavement… When you dance with your customers, let them lead. -Sam Walton

32 ENTERPRISE THINKING MetaMatrix Consulting Group 32 Love To Be Hated Someone will always hate your decisions. - David A. Goldsmith

33 ENTERPRISE THINKING MetaMatrix Consulting Group 33 You cant start without ideas… Discovery Stage How would you listen to the customer?

34 ENTERPRISE THINKING MetaMatrix Consulting Group 34 Ways to listen… Baseline study Research Advanced computer tools Monitoring for measuring customer input Quality Function Deployment (QFD) Advanced data base modeling Customer service input Sales force input Suppliers input

35 ENTERPRISE THINKING MetaMatrix Consulting Group 35 Room Service Made Popular Distinguish yourself from the competition Since1893 - 1425 guest rooms http://www.hilton.com

36 ENTERPRISE THINKING MetaMatrix Consulting Group 36 Thinking About It for Years The can was test-marketed in Syracuse, N.Y., and the response was "fantastic," according to Sherwin-Williams Chairman and Chief Executive Chris Connor, who said he had pondered the idea of a better paint can for many years. Pushing the project was one of the first things he attended to after rising to the top of Sherwin-Williams. The day after becoming chairman in 2000, he met with Nottingham- Spirk Design Assoc. in Cleveland, who already had been working on a design "We thought the time was right," Nottingham said, "There was new leadership in the company."

37 ENTERPRISE THINKING MetaMatrix Consulting Group 37 Thinking like a child…

38 ENTERPRISE THINKING MetaMatrix Consulting Group 38 Crest SpinBrush

39 ENTERPRISE THINKING MetaMatrix Consulting Group 39 Finding the true VOC Ask the right people Ask the right questions Ask about needs, problems and applications Listen objectively Avoid wrong analysis ADAPTED FROM JOHN J. MORAN, CMC, LETTER TO THE EDITOR, PDMA VISIONS OCTOBER 1997

40 ENTERPRISE THINKING MetaMatrix Consulting Group 40 Increase Mouth Customers Vendors Focus Groups Industry Customer Service Consultants Trade Journals Existing Products Magazines/Books Surveys Sales Force Competition Mailings Web Employees Associations Friends Trade Shows

41 ENTERPRISE THINKING MetaMatrix Consulting Group 41 Meeting Customers Needs

42 ENTERPRISE THINKING MetaMatrix Consulting Group 42 Definitions Raw screening - Evaluating ideas or concepts against broad criteria. Scoping - information is generally gathered from readily available sources. It is the second tier analysis after screening for broad criteria. Business Evaluation - the most complex level of screening usually supported by primary research, and detailed market and financial analysis. It is the third tier analysis. Business Plan - plan for roll-out.

43 ENTERPRISE THINKING MetaMatrix Consulting Group 43 What others do… HOW LEADING ORGANIZATIONS DEVELOP SUCCESSFUL NEW PRODUCTS 1. Be sure there is clear Strategic Direction and corporate goals. 2. Have the New Product team develop their own goals for the process and for New Products in general. 3. Establish clear criteria and methods of evaluation against the criteria for the various evaluative stages of the process.

44 ENTERPRISE THINKING MetaMatrix Consulting Group 44 Broad Criteria? When do you establish the broad criteria? When do you develop product/service specific criteria? Who develops them? Who & how will they be evaluated?

45 ENTERPRISE THINKING MetaMatrix Consulting Group 45 Criteria Development 1.As soon as you have clear strategic direction establish the broad criteria. 2.Once it passes the broad criteria then develop the product/service specific criteria? 3.Who develops them depends on your situation. 4.They should generally be developed by a cross- functional group. 5.Evaluation should not be done by those who develop criteria.

46 ENTERPRISE THINKING MetaMatrix Consulting Group 46 Broad Criteria Should… Follow The Organizations Strategic Direction. Support The Organization's Goals. Support The New Product Groups Goals & Strategies. Eliminate Obvious Misfits.

47 ENTERPRISE THINKING MetaMatrix Consulting Group 47 Broad Criteria Covers Technology Design, & Production Marketing, Distribution, & Sales Financial Return on Investment (ROI) Net Present Value (NPV) Economic Value added (EVA) Risk-return Management Core Competencies

48 ENTERPRISE THINKING MetaMatrix Consulting Group 48 Do you know who says this? "If We Can't Guarantee It, We Won't Sell It!"®

49 ENTERPRISE THINKING MetaMatrix Consulting Group 49 Les Schwab Tire Centers Founded January of 1952, purchased a small OK Rubber Welders tire store in Prineville, Oregon, with $3,500 First year sales jumped from $32,000 to $150,000 January 1, 1954, profit share program with Redmond store manager 1955, Les opened his third tire store in Bend, Oregon Created the supermarket tire concept. 1966, the Les Schwab Company became totally independent and formed the Les Schwab Retirement Trust for his employees, purchased six stores and a retread shop in Idaho 1972 had a total of 35 stores 2002, 261 company stores and 83 member dealer locations Sales of one billion dollars. Stocks over one million tires at all times for our customers.

50 ENTERPRISE THINKING MetaMatrix Consulting Group 50 Anti-Gravitational Research Boeing, the worlds largest aircraft manufacturer, has admitted it is working on experimental anti-gravity projects that could overturn a century of conventional aerospace propulsion technology if the science underpinning them can be engineered into hardware. Anti-gravity propulsion comes out of the closet By Nick Cook, JDW Aerospace Consultant, London Boeings Phantom Works Advanced R&D facility Seattle

51 ENTERPRISE THINKING MetaMatrix Consulting Group 51 Beyond the imagination Anti-gravitational Research

52 ENTERPRISE THINKING MetaMatrix Consulting Group 52 Specific Criteria MARKET ATTRACTIVENESS Barriers to entry Brand Loyalty Customer benefits Improved image Degree of competition Low/high risk Market growth Market potential Enhanced service BUSINESS POSITION Strategic fit Core competencies Investment required Returns expected Legal issues Competitive advantage Ability to produce Computability with organization

53 ENTERPRISE THINKING MetaMatrix Consulting Group 53 Simple questions to ask … How much time should you devote to the new product or services? How much money will be needed to introduce it to the market? How can you obtain the needed money? How will you best protect the idea?

54 ENTERPRISE THINKING MetaMatrix Consulting Group 54 Your firm needs … BROAD CRITERIA SPECIFIC CRITERIA A PROCESS

55 ENTERPRISE THINKING MetaMatrix Consulting Group 55 Fuzzy Front End – Idea Generation Give yourself dream space. Create an environment to promote creativity. Seek out idea-oriented people. Encourage creativity. Listen but don't judge. Deliberately break out of everyday routines. Impose creative deadlines on yourself. Avoid negative people. Make yourself an expert in your area of innovation: read listen think.. about connections. Find out where other "idea people" get there ideas. Don't think of problems as obstacles, but as opportunities. Study problems in order to generate ideas.

56 ENTERPRISE THINKING MetaMatrix Consulting Group 56 Tools for generating ideas 1.Brainstorming - no comments or criticism 2.Reverse brainstorming - start with list weakness 3.Trigger Response - playing off each other 4.Checklisting - put other uses, modify, adapt, magnify, minimize, substitute, rearrange, reverse, combine 5.Attribute listing - list characteristics & focus limits 6.Morphological analysis - list possible combinations 7.Synetic - active listening, role-playing, drawing

57 ENTERPRISE THINKING MetaMatrix Consulting Group 57 From Hands Free to Water Free The cartridge acts as a funnel, allowing urine to flow through the sealant liquid, preventing any odors from escaping. Next, the cartridge filters sediment, allowing the remaining urine to pass freely down the drain

58 ENTERPRISE THINKING MetaMatrix Consulting Group 58 Falcon Waterfree System Makes a Difference 1.No Water Expenses: Cartridge saves more than 9,000 gallons. 2.Reduced Sewer Costs: Reduced water volume lowers sewer expenses. 3.Lower Installation Charges: No flush valve or water supply pipe work required. 4.Recyclable Cartridge/Biodegradable Sealant: All components are recyclable or biodegradable. 5.Touch-Free Mechanism: Hands-free operation 6.Reduced Urinal Odors: Sealant liquid forms a barrier which eliminates all unpleasant odors. 7.Reduced Maintenance Costs: The cartridge filters out sediment, reducing drain blockage. The replacement of the cartridge is quick. 8.Less Susceptible to Vandalism: There is no flush valve. Ninety percent of all vandalism includes the forceful removal of the valve. 9.Environmentally Friendly: No water, de-scaling chemicals, detergents, strong cleaning chemicals or acid treatment materials. 10.Reduced Energy Expense: Significant energy is required to transport water around cities and states.

59 ENTERPRISE THINKING MetaMatrix Consulting Group 59 Spider Super Thread Wingspan:195 feet, 8 inches Length:231 feet, 4 inches Height:63 feet, 6 inches Weight:358,000 pounds (empty) Top Speed:604 mph Cruising Speed:566 mph Flight Altitude:45,000 feet Engines:4 engines 43,000-pound-thrust Pratt & Whitney Passenger :33 crew, 374 - 490 passengers

60 ENTERPRISE THINKING MetaMatrix Consulting Group 60 Valuable Sources of Information Official Gazette of United States Patent & Trademark, Office of Commissioner of Patents and Trademarks,Washington, DC 20231 Institut, National De La Propriete Industrielle, 26 Bis Rue De, Leingrad 75008 Paris. New Product New Business Digest, General Electric Co., 120 Erie Boulevard, Schenectady, NY 12305 New Products and Processes, Newsweek, 444 Madison Avenue, New York, NY 10022 New From Us, Prestwick International Inc., P.O. Box 205, Burnt Hills, N.Y., NY 12027 Technical Survey, Predicasts, 1101 Cedar Avenue, Cleveland, OH 44106 NASA Tech Briefs, National Aeronautics and Space Administration, Director Technology Transfer Division, P.O. Box 8757, Baltimore/Washington International Airport, MD 2124 International Commerce Magazine, U.S. Department of Commerce

61 ENTERPRISE THINKING MetaMatrix Consulting Group 61 Idea Bank – What, Where, How? How will the data be kept? Where will it reside? Who will be permitted to access it? What notifications for ideas submitted? Legal considerations?

62 ENTERPRISE THINKING MetaMatrix Consulting Group 62 John Marshal - Drinker, Biddle & Reath Intellectual Property Rights Patents Copyrights Trademarks Trade Secrets

63 ENTERPRISE THINKING MetaMatrix Consulting Group 63 A launch can be stopped up to the very last minute. In NPSD the same situation exists. You can stop the launch.

64 ENTERPRISE THINKING MetaMatrix Consulting Group 64 ROBERT G. COOPER, WINNING AT NEW PRODUCTS STAGE GATE PROCESS STAGE 1 IDEA GATE 1 INITIAL SCREEN IDEATION PRELIMINARY INVESTIGATION Ideas Generation to Stage 1

65 ENTERPRISE THINKING MetaMatrix Consulting Group 65 Me Too Item… Clorox

66 ENTERPRISE THINKING MetaMatrix Consulting Group 66 Maxim Magazine A #1 Transplant British transplant men's magazine Launch United States in April 1997 Felix Dennis, owner of Maxim parent Dennis Publishing "Sammy the hamster" maxim-magazine.co.uk maximonline.com maxim.it maximonline.de maxim.gr

67 ENTERPRISE THINKING MetaMatrix Consulting Group 67 Stage Gate Process 1. Be sure to be eclectic in your approach to idea generation and that no idea is lost for possible future use. (STAGE 0 ) 2. Ideas generated must be screened against the broad criteria (initial screen)by people other than those who wrote the criteria. 3. Determine who should scope (preliminary investigation) those ideas that meet the criteria and obtain help from both internal and external resources. (STAGE 1) 4. Scoping documents are evaluated.

68 ENTERPRISE THINKING MetaMatrix Consulting Group 68 Increasing Probabilities STAGE 1 GATE 2 STAGE 2 SECOND SCREEN PRELIMINARY INVESTIGATION DETAILED INVESTIGATION (BUILD BUSINESS CASE) ROBERT G. COOPER, WINNING AT NEW PRODUCTS STAGE GATE PROCESS

69 ENTERPRISE THINKING MetaMatrix Consulting Group 69 5. A detailed investigation, business evaluation (BE), or case must be done in order to determine if the ideas make sense. See that teams are formed, trained, and monitored in the process. (STAGE 2) 6. Teams should come up with specific recommendations from the BE: a pilot program, a test market, building of a prototype, further research, or any combination thereof. Stage Gate Process

70 ENTERPRISE THINKING MetaMatrix Consulting Group 70 Before you spend money… STAGE 2 GATE 3 STAGE 3 DECISION ON BUSINESS CASE DETAILED INVESTIGATION (BUILD BUSINESS CASE) DEVELOPMENT ROBERT G. COOPER, WINNING AT NEW PRODUCTS STAGE GATE PROCESS

71 ENTERPRISE THINKING MetaMatrix Consulting Group 71 All Signs Point To Disaster In 1913 Investment bankers were looking to develop 720 units on Chappaquiddick The area is now completely submerged

72 ENTERPRISE THINKING MetaMatrix Consulting Group 72 Insuring its money well spent… STAGE 3 GATE 4 STAGE 4 POST-DEVELOPMENT REVIEW DEVELOPMENT TESTING & VALIDATION ROBERT G. COOPER, WINNING AT NEW PRODUCTS STAGE GATE PROCESS

73 ENTERPRISE THINKING MetaMatrix Consulting Group 73 7. Make a decision on the business case. 8. Development. (STAGE 3) 9. Post-development review - update the research. If necessary, redo the business evaluation. Know what will be accepted as success and what will be considered failure. 10. Testing and evaluation. (STAGE 4) Stage Gate Process

74 ENTERPRISE THINKING MetaMatrix Consulting Group 74 To market… STAGE 4 GATE 5 STAGE 5 PRE=COMMERCIALIZATION BUSINESS ANALYSIS FULL PRODUCTION & MARKET LAUNCH TESTING & VALIDATION ROBERT G. COOPER, WINNING AT NEW PRODUCTS STAGE GATE PROCESS

75 ENTERPRISE THINKING MetaMatrix Consulting Group 75 11. Business evaluation and hand-off to the appropriate group to develop a business plan. Help shepherd the conclusions through an approval process 12. Roll out the product. (STAGE 5) 13. Monitor and critique failures and successes. [Post- implementation review] Stage Gate Process

76 ENTERPRISE THINKING MetaMatrix Consulting Group 76 Chrysler New Product Winner NameYear Debuted Pronto Cruizer98Geneva Auto Salon – Geneva Austria GT Cruiser99SEMA - Las Vegas Panel Cruiser00North Amer. Inter. Auto Show Detroit PT Cruiser Convertible01New York Auto Show California Cruiser02Paris Auto Show

77 ENTERPRISE THINKING MetaMatrix Consulting Group 77 STAGE GATE PROCESS STAGE 1 IDEA GATE 1 INITIAL SCREEN IDEATION PRELIMINARY INVESTIGATION (SCOPING) GATE 2 STAGE 2 GATE 3 STAGE 3 GATE 4STAGE 4 GATE 5 STAGE 5 PIR 2ND SCREEN DETAILED INVESTIGATION (BUSINESS CASE OR BUSINESS EVALUATION) DECISION ON B.E. DEVELOPMENT POST - DEVELOPMENT REVIEW TESTING & VALIDATION PRE-COMMERCIALIZATION BUSINESS ANALYSIS FULL PRODUCTION & MARKET LAUNCH POST-IMPLEMENTATION REVIEW

78 ENTERPRISE THINKING MetaMatrix Consulting Group 78 Great Marketing - Poor Execution Prices 1/2 of traditional cartridges Delivers over 18 days past expectations

79 ENTERPRISE THINKING MetaMatrix Consulting Group 79 Customers May Not Return RR Donnelly Logistics reports that 42% of consumers that returned an item wont purchase again from that merchant 28% 41.4% 16% 8.4% 6.2% Consumer Pain Low Service High Service Significance

80 ENTERPRISE THINKING MetaMatrix Consulting Group 80 A CLIENTS NEW PRODUCT PROCESS

81 ENTERPRISE THINKING MetaMatrix Consulting Group 81 A CLIENTS NEW PRODUCT, MODIFIED, STAGE GATE

82 ENTERPRISE THINKING MetaMatrix Consulting Group 82

83 ENTERPRISE THINKING MetaMatrix Consulting Group 83 P ART 1 - T HE P ROCESS

84 ENTERPRISE THINKING MetaMatrix Consulting Group 84 DONT FORGET! WORK ON YOUR STAGE GATE PROCESS Build into the process the ability to constantly change to meet the changing needs of the customers and company.

85 ENTERPRISE THINKING MetaMatrix Consulting Group 85 ASSIGNMENT DUE 1.Read the through chapter 8. 2.Hand in a description of the process you will use for your NPDG. 3. Diagram Stage Gate for your firm


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