Download presentation
Presentation is loading. Please wait.
1
Introduction and Basics of Innovation
Innovation Management, GSB 2013 Stefan Wuyts
3
Introduction to MGMT 550 Innovation Management
4
Why Study Innovation? “Innovation is our vital lifeblood”
“Innovation through R&D is Chemistry’s lifeblood” “Innovation is our lifeblood”
5
http://ec.europa.eu/research/innovation- union/index_en.cfm
-newsletter/2012-academic- newsletters/isbm-research-academic- newsletter-vol-5-iss-1
6
Best performing firms versus the rest
For the top performing firms, about 49% of company sales and profits come from products that were introduced in the last five years. For other firms, this average is about 21%. Lesson: firms that maintain their commitment to new products are rewarded with sales and profits
7
Failure rates compared across firms
Although you may hear much higher percentages, careful studies supported by research evidence suggest that about 40% of new products fail — somewhat higher for consumer products, somewhat lower for business-to-business products.
8
Failure rate – within firms
9
Objectives of MGMT 550 Concepts and theories Best practices
Apply to real-life situations Scope: multidisciplinary & across industries Classes: interactive sessions
10
Course components & grading
Weight Exam (March 25) 40 points Cases (Feb 18 & 21; March 4) 20 points Participation 10 points Group Project (report due March 25) 30 points Total 100 points
11
Group Project Topic: Generation of new product or service idea + related concept (idea must be simple, feasible, and useful); Analysis of new product/service opportunity for selected firm + corresponding concept development; Analysis of recent concept failure (including reasons for failure + your proposal for improved concept). Sources: Your creativity… … and other sources! (primary, secondary)
12
Group Project Groups of 2 or 3: Group composition: 11 Feb
One-page “idea”: 14 Feb Deliverables: In-class concept pitch 21 March Report March Feedback opportunities: Intermediary report 11 March Upon appointment
13
Readings Crawford, Merle and Anthony Di Benedetto (2011). New Products Management (10th edition). McGraw-Hill, International Edition. Additional readings: 3 papers and 2,5 case studies, see syllabus
14
Course outline See syllabus
15
Book structure ~ The Phases of the New Products Process
Phase 1: Opportunity Identification and Selection Phase 2: Concept Generation Phase 3: Concept/Project Evaluation Phase 4: Development Phase 5: Launch
16
1. Opportunity Identification and Selection
17
2. Concept Generation
18
3. Concept/Project Evaluation
8-18
19
4. Development
20
5. Launch
21
Innovation Management: Basics
What is a new product? -- Radical New Product Innovation Strategic elements of product development NPD process
22
What is a new product? New to the world versus new to the firm
Product line extensions Revisions, repositionings, cost reductions
23
Developed by Parke-Davis, approved in 1996 for treatment of cholesterol.
Lipitor drug
24
Radical product innovation
Garcia and Calantone (2002): discontinuity in both marketing and technology. Gatignon et al. 2002: Radical innovations advance price/ performance frontier by much more than existing progress. Chandy and Tellis (1998): novel technology and addresses customer needs in superior way. Types of Product Innovations Customer Need Fulfillment Low High Newness of Technology Incremental Innovation Market Breakthrough Technological Breakthrough Radical Innovation
25
Based on a unique active ingredient (atorvastatin calcium); only drug that lowers both LDL cholesterol and triglycerides in patients with elevated cholesterol. The range includes an innovative firming shower wash as a first step to improving the skin's elasticity; the second step is a firming lotion which tightens the skin's structure in just two weeks and the third step is the intensive firming gel cream which reduces the appearance of cellulite in three weeks.
26
Incubation Stage: Process of “unconscious recombination” Involves customer & technical development Involves failure (but learn from it) Longer, more expensive: required for radical innovation Discovery-Driven Planning: probe and learn Example Levacor implantable heart pumps, problem with young patients (magnetic levitation technology)
27
Photography Glass plate camera (~1850)
29
Kodak Camera 1885
30
Fuji Quicksnap Disposable Camera
31
Sony Digital Camera 1989
32
Strategic Elements of Product Development
The New Products Process (chapters 1 and 2) Phased process that takes the new product idea through concept development, evaluation, development, launch, and post-launch. The Product Innovation Charter (Chapter 3) Strategy for new products that ensures new product development in line with firm objectives and marketplace opportunities. Without strategic direction, the firm’s efforts are unfocused. The PIC helps the team identify opportunities and focus efforts. The Product Portfolio (Chapter 3) A way to assess which new products would be the best ones to add to the existing line, given financial and strategic objectives. Avoids spreading scarce financial and human resources too thin.
33
The P&G Cosmetics Saga Starting point: senior management commitment to new products. P&G’s Cosmetics business unit had no clear product strategy, unfocused product initiatives, too many customer segments being targeted – in short, a lack of focus. P&G Cosmetics used the three strategic elements (PIC, process, portfolio) to made the weak business unit profitable.
34
P&G Cosmetics and the PIC
Situation Assessment: Underserved consumer market that wanted quality facial products such as cleansers, eye products, etc. Supply chain was uncoordinated as production and shipments were not tied to demand; market forecasts were not driving shipping schedules. PIC recommended a strategic focus on products for the face – other opportunities would not be pursued.
35
P&G Cosmetics and the New Products Process
P&G Cosmetics used a phased process. Project teams established early in process. Consumer research done early and used in the process (the voice of the customer). Tough evaluation steps were carefully implemented as new products were compared to best practices and benchmarks.
36
P&G Cosmetics and the New Product Portfolio
P&G Cosmetics systematically added new products such that maximum buzz and excitement was created in the marketplace. If already several eye makeup products on the market, they would not immediately launch another.
37
The New Products Process
Where do new product opportunities come from? Phase 1: Opportunity Identification and Selection How can we organize ideation? FUZZY FRONT END Phase 2: Concept Generation How should we decide which ideas to pursue? Phase 3: Concept/Project Evaluation Phase 4: Development A. Technical tasks B. Marketing tasks Phase 5: Launch
38
2-38
39
Importance of “gates” Between the phases of the process are evaluation tasks, where hard Go/No Go decisions are taken. There is pressure to accelerate time to market: crossing the boundaries between phases. Fuzzy gates are commonly used: this is a “conditional Go” so as not to slow down the process in analysis. Still, fuzzy gates must have teeth and shouldn’t be hollow!
40
The Evaluation Tasks in the New Products Process
Opportunity Identification/ Selection Direction; Where should we look? Concept Generation Initial Review: Is the idea worth screening? Concept/Project Evaluation Full Screen: Should we try to develop it? Development Progress Reports: Have we developed it? Launch Market Testing: Should we market it? 2-40
41
Chance favors the prepared mind
Similar presentations
© 2025 SlidePlayer.com Inc.
All rights reserved.