1. Tattletale Toy Company ®
Interactive Toy
Launching Process
By: OC October 23, 2005

2. CONTENT Backround Vision/Mission Product Description Objectives
Stage Gate Process

3. BACKROUND Tattletale Toy Company® was established in 1990.
Products are currently in over 100 stores across the U.S.
New toys are launched 7-8 times a year.

4. VISION
To build Tattletale Toys® into one of the top toy companies in the U.S.
MISSION
To successfully launch a new interactive toy product to increase profits and brand awareness.

5. PRODUCT DESCRIPTION Interactive Toy Target Group: Children aged 5-10
Pricing: $25.00 a piece

6. OUR MISSION
Using the stage gate plan, our company will plan, strategize, and implement to achieve our objectives.

7. OBJECTIVES
Sell a total of one million interactive toys during the year of 2006.
Increase our brand awareness rate to 25%.
Gain more customers by selling an in-demand product.

8. Must Meet Go/Kill Point
STAGE GATE OUTLINE
Discovery
Interactive
Toy
Must Meet Go/Kill Point
Gate 1
Stage1
Gate 4
Stage4
Gate 5
Stage 5
Gate 2
Stage 2
Gate 3
Stage 3
Post
Launch
Review

9. Discovery IDEA GENERATION
Interactive
Toy
Discovery IDEA GENERATION
Collected from:
Sales Reps. from International Toy Fair
Marketing Dept.
Analyzing competitors’ interactive toys
Graphic Artist’s Designs
Home office input

10. Gate 1 Market attractiveness Differential advantage
Fit with company policy
Strategy alignment
Project feasibility
Magnitude of opportunity
If no killer variables detected, go to next step…

11. Stage 1-Scoping Preliminary Market Assessment
Contact with key users, focus groups, concept test with handful of potential users, market acceptance and market potential.
Preliminary Technical Assessment
Involving a quick in-house appraisal of the proposed product development and manufacturing routes.
Technical and manufacturing feasibility.
Possible technical, legal, regulatory risk and roadblocks.
Preliminary Business/Financial Assessment
Possible times and costs to execute.
How long will it take to get money back for project’s expense.

12. Gate 2 Sales force and customer reaction Proposed product
Potential legal
Technical
Quick and simple financial calculation
Review by sales management
Technology is feasible, attractive product, advantage of product
Decide to kill or go on…

13. Stage 2-Detailed Investigation
Target market definition
Delineation of the product concept
A product positioning strategy
Product benefits to be delivered
Product features
Attributes, requirement and specifications
Customer needs, wants, preferences that help define the winning new product
Competitive analysis
Technical do-ability/manufacturability
A detailed financial analysis

14. Gate 3 Results of financial analysis Decision to heavy spend
Decide to kill or proceed…

15. Stage 3- Development Stage 3 In house or lab test
Marketing or manufacturing activities also proceed in parallel: market analysis, customer feedback (customer opinion sought on the product as it takes shape during development)
Development results: rapid prototype, working model,
first prototype
Detailed test plans
Market launch plans
Production plans
Updated financial analysis
Regulator, legal and patent

16. POST DEVELOPMENT REVIEW
Gate 4
Gate 4
POST DEVELOPMENT REVIEW
Revised financial analysis based on more accurate data
Detailed marketing and operations plans are reviewed for probable future execution
Test or validation plans for immediate implementation
Decide to kill or go on…

17. Stage 4 Testing and Validation
Production process
Customer acceptance
Economics of the project
In house product test
Trial limited production
Pretest: trial sell, test market financial analysis

18. Gate 5 Quality of activities at testing and validation
Expected financial return
Operation startup plans
Marketing plan is reviewed
Financial review
Decision to kill or proceed…

19. Stage 5 Full Production and Market Launch
Marketing Plan
Production of Operations Plan

20. Post Implementation Review
Latest data on revenues
Costs
Expenditures
Profits
Timing
Discuss strengths and weaknesses
Discuss what we can learn from project
How we can do the next one better