新产品开发与管理(英文版)(ppt 53)(1).pptx
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1、来自来自 中国最大的资料库下载中国最大的资料库下载新產品開發與管理Why Is NPDM an Important Field of Study?Big businessKey weapons to successEscape price warDifficult and complicated multifunctional workHigh failure rate No need for the productNew product did not meet the needProduct was not well marketedGreat lifeWhat Is a New Prod
2、uct?(From Developers View)New-to-the-World ProductsPhotocopier,PC,Microwave oven,Space shuttleNew Category EntriesHewlett-Packard PCs,AT&T Universal CardAdditions to Product LinesBud light,Tide Liquid detergentProduct ImprovementsWindows 98,plain-paper faxRepositioningsJohnson&Johnsons baby milk oil
3、Growth Paths&VenturingThe Conflicting Masters of New Products ManagementThree inputs to the new products process:the right quality product,at the right time,and at the right cost.These conflict with each other but may have synergies too.Issue:how to optimize these relationships in a new product situ
4、ation.QualityTimeCostValueNew Product ProcessPhase 1:Opportunity Identification/SelectionPhase 2:Concept GenerationPhase 3:Concept/Project EvaluationPhase 4:DevelopmentPhase 5:LaunchPhase 1:Opportunity Identification/Selection 創新機會之確認 Druker(1985)Phase 2:Concept Generation(I)A product concept is a s
5、tatement about anticipated product features that will yield selected benefits relative to other products.Preparation for ideation(people,activities,rewards,environment&culture)Methods Problem-based ideationAnalytical attribute approachesNew Product Concepts and the New ProductNeedFormTechnology New
6、Product “C”=ConceptsCCCSome Patterns in Concept GenerationCustomer need firm develops technology produces form(Market-oriented)Firm develops technology finds match to need in a customer segment produces form(Technology-oriented)Firm envisions form develops technology to product form tests with custo
7、mer to see what benefits are delivered(Product-oriented)Note:the innovation process can start with any of the three inputs.Forms of Human CreativityActivities to encourage creativityCompetitive teams.Free time.ex.3MFlexible working time.Transferring creative people.Research program.IDEA in TIGenesis
8、 grants in 3M6-month project in Sony&ToshibaSpecial RewardsSpare cash in pockets,Thomas Watson of IBMPresidential rewards for excellence,Campell SoupSpin-off management,Toyota and HondaAnnual dinnersParties and trophiesInnovative ClimateAutonomy Fluctuation/creative chaosRedundancyEnvironment effect
9、Phase 2:Concept Generation(II)Problem-Based IdeationRoutine Market ContactsSales call reports,Service department records,Complaint files,Tips from resellers,etc.Direct Inputs from Technical and Marketing PeopleProblem AnalysisScenario AnalysisProblem Analysis ex.the TelephoneKeeping the unit clean.K
10、eeps falling to the floor.Get entangled with cord.Finding it in dark.Getting privacy in house.Who“out there”hears me?Get past message phones.Looking up numbers.Busy signals.Hard to hold.Move across rooms or buildings.Phone peddlers.My arm and ear get tired.Loudness of bell.Disruptive instrument.Cant
11、 see body language.Making emergency calls.Wrong numbers.Fear of what ringing is for.Those“menus.”The Bothersomeness Technique of Scoring ProblemsPhase 2:Concept Generation(III)Analytical Attribute ApproachesQuantitative Gap Analysis(Determinant gap map,AR perceptual gap map,OS perceptual map)Trade-O
12、ff Analysis(Conjoint Analysis)QualitativeAnalogyDimensional AnalysisChecklistsRelationships AnalysisGap MapsRegular Thick Ex-ThickUTILITY 2 1 0-1-2Mild Medium-Hot Ex-HotRed Green Thickness Spiciness Color0.161 0.913 -1.074 1.6670.105-1.774 -0.161 0.161 Conjoint Analysis:Graphical OutputSpicinessThic
13、knessColor34.6%5.6%59.8%AnalogyA Dimensional Attribute List of a FlashlightWeightRust resistanceLengthColorWater resistanceMaterialsStyleDurabilityShock resistanceHeat toleranceExplosivenessFlammabilityAromaTranslucenceBuoyancyHangabilityRechargeabilityFlexibilityMalleabilityCompressibilityAn Idea S
14、timulator ChecklistCan the dimensions be changed?(larger,smaller,longer,shorter,thicker.)Can the quantity be changed?(more,less,combine,fractionate.)Can the order be changed?(arrangement,precedence.)Can the time element be changed?(faster,slower.)Can the cause or effect be changed?(stimulated,energi
15、zed.)Can there be a change in character?(stronger,weaker.)Can the form be changed?(animated,speeded,slowed,attracted.)Can the state or condition be changed?(hotter,colder.)Can the use be adapted to a new market?(men,women.)Relationships Analysis for New Insurance ProductsPhase 3:Concept/Project Eval
16、uationDesign of evaluation systemFull screenJudgment/Managerial Opinion(smaller firms and those who did little new product work)Concept Test followed by Sales Forecast(if only issue is whether consumers will like it)Scoring Models(a mechanical arrangement of checklist factors with weights on them)Ev
17、aluate new product concepts(as they begin to come in)on technical,marketing,and financial criteria.Rank them and select the best ones.Product protocolCumulative Expenditures Curve-Key Input to the Design of the Evaluation System%ofexpendituresTimeLaunchMany high-tech productsR&D(major cost)Many cons
18、umer productsMarketing(major cost)Notes on the Design of Evaluation Systems Emphasize the stages that use most of the expenditures.Error AB(Stop the project that would succeed)is worse than BA(Continue the project that would fail).Opportunity cost.(What other project is waiting for funding?)Procedur
19、e for a Concept TestPrepare concept statementDecide concept test format(s)Commercialize concept statementOffer competitive informationDetermine price(s)Select respondent type(s)Select response situationDefine the interviewConduct trial interviewsInterview,tabulate,analyzeMail Concept Test Format-Ske
20、tchThe A-T-A-R Model:DefinitionsBuying Unit:Purchase point(person or department/buying center).Aware:Has heard about the new product with some characteristic that differentiates it.Trial:Usually means a purchase or consumption of the product.Available:If the buyer wants to try the product,the effort
21、 to find it will be successful(expressed as a percentage).Repeat:The product is bought at least once more,or(for durables)recommended to others.An A-T-A-R Model of Innovation DiffusionProfits=Units Sold x Profit Per UnitUnits Sold=Number of buying units x%aware of product x%who would try product if
22、they can get it x%to whom product is available x%of triers who become repeat purchasers x Number of units repeaters buy in a yearProfit Per Unit=Revenue per unit-cost per unitA-T-A-R Model ApplicationEx.A new device to replace the security bars car owners attach to steering wheels in expensive sport
23、s cars.3 million Number of owners of sports carsx 40%Percent awareness of owners the first yearx 20%Percent of aware owners who will try productx 40%Percent availability at auto parts storesx 50%Percent of triers who will buy for the second carx 1.5 Number of devices the typical trier buys per yearx
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