1. 1 2-1 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin © 2003 The McGraw-Hill Companies, Inc., All Rights Reserved.

2. 2 2-2 CHAPTER TWO THE NEW PRODUCTS PROCESS

3. 3 2-3 The Basic New Product Process Phase 1: Opportunity Identification/Selection Phase 2: Concept Generation Phase 3: Concept/Project Evaluation Phase 4: Development Phase 5: Launch Figure 2-1

4. 4 2-4 Phase 1: Opportunity Identification/Selection Active and passive generation of new product opportunities as spinouts of the ongoing business operation. New product suggestions, changes in marketing plan, resource changes, and new needs/wants in the marketplace. Research, evaluate, validate, and rank them (as opportunities, not specific product concepts). Give major ones a preliminary strategic statement to guide further work on it.

5. 5 2-5 Activities that Feed Strategic Planning for New Products Ongoing marketing planning (e.g., need to meet new aggressive competitor) Ongoing corporate planning (e.g., senior management shifts technical resources from basic research to applied product development) Special opportunity analysis (e.g., a firm has been overlooking a skill in manufacturing process engineering)

6. 6 2-6 Sources of Identified Opportunities An underutilized resource (a manufacturing process, an operation, a strong franchise) A new resource (discovery of a new material with many potential uses) An external mandate (stagnant market combined with competitive threat) An internal mandate (new products used to close long-term sales gap, senior management desires)

7. 7 2-7 Phase 2: Concept Generation Select a high potential/urgency opportunity, and begin customer involvement. Collect available new product concepts that fit the opportunity and generate new ones as well.

8. 8 2-8 Phase 3: Concept/Project Evaluation Evaluate new product concepts (as they begin to come in) on technical, marketing, and financial criteria. Rank them and select the best two or three. Request project proposal authorization when have product definition, team, budget, skeleton of development plan, and final PIC.

9. 9 2-9 Stages of Concept/Project Evaluation Screening (pretechnical evaluation) Concept testing Full screen Project evaluation (begin preparing product protocol) The first stages of the new products process are sometimes called the fuzzy front end because the product concept is still fuzzy. By the end of the project, most of the fuzz should be removed.

10. 10 2-10 Phase 4: Development (Technical Tasks) Specify the full development process, and its deliverables. Undertake to design prototypes, test and validate prototypes against protocol, design and validate production process for the best prototype, slowly scale up production as necessary for product and market testing.

11. 11 2-11 Phase 4: Development (Marketing Tasks) Prepare strategy, tactics, and launch details for marketing plan, prepare proposed business plan and get approval for it, stipulate product augmentation (service, packaging, branding, etc.) and prepare for it.

12. 12 2-12 Phase 5: Launch Commercialize the plans and prototypes from development phase, begin distribution and sale of the new product (maybe on a limited basis) and manage the launch program to achieve the goals and objectives set in the PIC (as modified in the final business plan).

13. 13 2-13 The Impact of Simultaneous Operations on the Product Development Process Figure 2.2

14. 14 2-14 The Life Cycle of a Concept Figure 2-3

15. 15 2-15 Rate of Use of NPD Steps among PDMA Members Concept searching90% Concept screening76% Concept testing80% Business analysis89% Product development (technical)99% Use testing/market testing87% Figure 2-4