successful product development by timothy allan
TRANSCRIPT
We research, create, develop, test and deliver products to market.
85% of all products to market in 10 years;
Research underpins this performance
We develop products &
take them to market.
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Research Develop Manage
Product & Service Brand & Graphic Life CycleThinking Business/Commercial
Common Skills we apply through the delivery of all of our work
The areas we actively integrate in our workflow
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Raw materials & energy
Emissions to air, land & water
The Environment
SYST
EM U
ND
ER A
NA
LYSI
S
Was
te M
an
agement
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Product Development Process
research seed
production sapling
to marketricker
in marketmature kauri
prototype seedling
idea developed seed
The final size of a Kauri is often determined by it’s conditions, but can grow upwards of 30-40 metres high and several metres wide. Kauri can survive for thousands of years the oldest in New Zealand being estimated at between 1200-1500 years.
After 50 years or more the trees will reach the forest canopy. The tree will slow it’s upward streak and start to broaden and develop the iconic crown it is well known for. During this time it will also start to shed the lower branches in a process called abscission leaving the trunk free of knots to become what’s known as ‘poles’ or ‘rickers’.
The young sapling bristles up a and grows a spiky coat developing at a rate of approximately 10-25cm a year.
As a seedling they will develop oblong shaped green or reddish borwn leaves quickly dependnig on how much direct sunlight they are exposed too.
If the seed finds itself in dry but cool conditions and isn’t deposited too deeply or eaten by insects or birdlife it will germinate and shed it’s coat after 35 days. Kauri seeds have bee known to develop on fallen trees or even in the litter at the base of the parent tree, a very hardy habitat.
The seed of the magestic Kauri is dispersed after pollination by the wind travelling a distance of up to 1.5 km before settling ideally in the cool moist foliage under the Manuka tree. The Kauri seeds special wing like form helps to carry it far from the parent tree allowing it to grow gradually and broaden over decades.(Stewart, Kauri, 2008)
a life cycle perspectiveThe product development process as illustrated through the life cycle of a native Kauri tree
Kauri forests are among the most ancient in the world. The antecedents of the kauri appeared during the Jurassic period (between 190 and 135 million years ago). Although the kauri is among the most ancient trees in the world, it has developed a unique niche in the fores
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The product system
Defines all the important aspects of the product
1. What is the ‘Core Function’ of the product?2. Who is in the Value Chain & what motivates them?4. What is the Products Life Cycle?5. How does the Value Chain interact with it?6. Define and Prioritise the Requirements
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ProductSystem
Valu
e Ch
ainProduct Life-C
ycle
Requirements
User
Customer
Stakeholder
Influencer
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Core Function
Technical
User
ProductSystem
Valu
e Ch
ainProduct Life-C
ycle
Requirements
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End-Of-Life
Production
Distribution
Use
Retail
ProductSystem
Valu
e Ch
ainProduct Life-C
ycle
Requirements
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our frameworkOur work has evolved from a series of frameworks covering individual disciplines to a unified development structure.
not a prescriptive process for development;
a descriptive framework to deliver consistently.
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PDS RESEARCH
Approach prospectivedistributors & present vision for early buy in
R&D StrategyOpportunity & Business Case
Foundation ResearchInitial Research Investigation
TECHNICAL DEVELOPMENT
Research & DevelopmentDevelop Core Products
Certi!cationProduct Certi!cation & Accreditation
COMMERCIALISATION
License AgreementsHoA & Supply Agreements
Tech TransferTransfer of Assets to Distributor
Market ReleaseProduct Launch
Secure EarlyDistributor
Product EvaluationProduct Assessed by Distributors
Product TrialProduct Trial carried out by Distributor
Tech Transfer
CommercialisationEntry Phase
Pitch PresentationCreate Sales Presentation
Principal DesignProduct Range & Technology
Discovery PDS Concept Embodiment/Detail Commercialisation
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TASK
SEQ
UEN
CE
Planning Research CommunicatePLAN & CLARIFY RESEARCH SPECIFY SCOPE COMMUNICATE
Into the industry product context and market conditions that drive sales in the product category. This is deliberately broad to establish connections between the consumer, the product, the market and the distribution and sale of the product.
The Project
The Product
The Company
The Market
The Consumer
TechnicalDefine technical performance requirements and other technical factors such as Standards.
ConsumerDefine the consumer and market trends to understand where the product category is moving and identify design opportunities.
EconomicDefine the price points and margins along with other economic factors.
EnvironmentalDefine product sustainability in the context of the product category using initial tool sets.
Should define the following:
Goals
Range
Performance
Programme
Product Strategy
Market Strategy
Plan
Cost
Resource
Risk
Payback
Present
Discuss
Assess
Review
Conclusions
Decision
DEL
IVER
AB
LES CLARIFICATION RESEARCH DEFINITION SCOPE COMMUNICATION
Defined Project and its Objectives.Define and outline the Product, Service, or System.Detail Company Specific Information.Define the Markets.Identify the primary consumers/users.
Define Customer Requirements.Define Technical Requirements.Define Intended markets, investigate drivers and product positioning.Investigate competing product price points, performance levels and general attributes.Document Resource and/or material and production factors.Investigate Intellectual Property landscape.Investigate distribution and Supply Chain aspects.Investigate Environmental Aspects and Impacts.Research relevant standards and compliance issues for target markets.
Set Design Goals/Objectives.Define intended product item/range.Set Performance Goals.Set Technical Targets.Define testing & development programme.Define Product Life Cycle/Product System in relation to user groups.Define Product Functional Unit.Define Product implementation strategy.Define the proposed market entry strategy.Establish enviornmental characteristics/targets.
Project plan.Risk Assessment and Management.Financial Assessment (ROI, IRR, NPV).Resource Requirements.Provisional Costing.
Present the Documented PDS for review.Management review and clarification.Assessment of the project viability. vDecision to proceed, request further information or to stop.
Friday, 8 March 13
TASK
SEQ
UEN
CE
Planning Research CommunicatePLAN & CLARIFY RESEARCH SPECIFY SCOPE COMMUNICATE
Into the industry product context and market conditions that drive sales in the product category. This is deliberately broad to establish connections between the consumer, the product, the market and the distribution and sale of the product.
The Project
The Product
The Company
The Market
The Consumer
TechnicalDefine technical performance requirements and other technical factors such as Standards.
ConsumerDefine the consumer and market trends to understand where the product category is moving and identify design opportunities.
EconomicDefine the price points and margins along with other economic factors.
EnvironmentalDefine product sustainability in the context of the product category using initial tool sets.
Should define the following:
Goals
Range
Performance
Programme
Product Strategy
Market Strategy
Plan
Cost
Resource
Risk
Payback
Present
Discuss
Assess
Review
Conclusions
Decision
DEL
IVER
AB
LES CLARIFICATION RESEARCH DEFINITION SCOPE COMMUNICATION
Defined Project and its Objectives.Define and outline the Product, Service, or System.Detail Company Specific Information.Define the Markets.Identify the primary consumers/users.
Define Customer Requirements.Define Technical Requirements.Define Intended markets, investigate drivers and product positioning.Investigate competing product price points, performance levels and general attributes.Document Resource and/or material and production factors.Investigate Intellectual Property landscape.Investigate distribution and Supply Chain aspects.Investigate Environmental Aspects and Impacts.Research relevant standards and compliance issues for target markets.
Set Design Goals/Objectives.Define intended product item/range.Set Performance Goals.Set Technical Targets.Define testing & development programme.Define Product Life Cycle/Product System in relation to user groups.Define Product Functional Unit.Define Product implementation strategy.Define the proposed market entry strategy.Establish enviornmental characteristics/targets.
Project plan.Risk Assessment and Management.Financial Assessment (ROI, IRR, NPV).Resource Requirements.Provisional Costing.
Present the Documented PDS for review.Management review and clarification.Assessment of the project viability. vDecision to proceed, request further information or to stop.
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The challenge
How do you Identify & Developa winning product?(Before you have done it)
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Ingredients of Success
Raw materials(Your Resources)
Process(Your Structure & Sequence)
Timing(Decisions & Execution)
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Observation is FreeA few things falling into line at the right time.Trends & changes can be observed.By you !
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My Ideas better than yours
Ideas are like possessionsIdea’s are a battleground for Ego’s Where objectivity has no placeand yet.Objective decision making is central to our ability to develop products successfully.
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Don’t take a narrow field of view, take a broad view of as much as
possible
Depth of Field
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Broad not Deep
You need to have a deep depth of field
Forgo the narrow, macro view
Relationships between things are important
Project, people, structure, consumer, gatekeeper, life cycle, packaging, distribution, risk, standards, compliance
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Down the garden path
Is this a good idea? (decide for yourself)
You can’t validate an idea before you have developed it
Base your judgement off your hard earned understanding
You’ll never have all the information, so get off the fence.
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Customer Experience
It is about being resourceful, doing more with less, and thinking
differently
Customer Experience
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It Starts with your team
To most companies developing products is not their core business;
If it was, it would be everyones concern, not just the R&D teams;
Bringing all the disciplines together enables you to deliver a cohesive, unified product to market.
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Need for Speed
You increase your speed
If your teams integrated, they understand & are thinking about it;
No lengthy handoffs, 3rd party briefings, miscommunication;
It collapses the existing linear process into a concurrent & more dynamic process.
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Feeling it on the inside
If you don’t have it, how can you expect someone else to?
Look to create internal momentum & motivation
Your team needs to have the self confidence to feel successful
Make sure your project is built to succeed and your team believes it.
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