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

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

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

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

The Stage-Gate Process 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 company’s 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 company’s 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 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 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 customer’s inputs be translated into technically and economically feasible solution? Is the company responding to a competitor’s 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 Stage 1 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 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 Third - Country Manager & Intl. SBU Manager Stage 1 2 Stage 2 3 Stage 3 Forth Screen - MKT Manager & Sales Manager Go / Kill Gate 4

The Stage-Gate Process 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 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 Third - Country Manager & Intl. SBU Manager Stage 1 2 Stage 2 3 Stage 3 4 Stage 4 Testing Test the product in 1 supermarket chain for 1 month Post Launch Review

New Product and Services Development 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 leader’s 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!” 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” Gate 1 Idea Screen - PM & Marketing Manager Go / Kill Second Screen - MKT Manager & Country Manager Third - Country Manager & Intl. SBU Manager Stage 1 2 Stage 2 3 Stage 3 4 Stage 4 Testing Test the product in 1 supermarket chain for 1 month

ANNEXES - The Stage-Gate Process: The Development Stage 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?