Product Development

1
Product Development Management IssuesWhats
Not In Chapter 7

• Bill Scott
• VP Product Management, Training Support
• CheckFree i-Solutions
• Bscott_at_checkfree.com

2
(No Transcript)
3
Background

• VP Product Management
• Product Management
• Business Analysts
• Training
• Support
• Over 20 Years in Sales, Marketing Product
  Management
• 18 with NCR Corp.
• 6 Retail Systems Div.
• 12 Financial Systems Div.
• 2 with Electrohome Ltd.
• 2.5 with CheckFree i-Solutions

4
Company Background NCR Corp.

• NCR Financial Systems Division
• Headquartered Dayton, Ohio (Founded in 1884)
• Waterloo Worldwide mandate for Payment and
  Cheque Processing solutions
• Key Strengths H/W S/W development, recognition
  technologies, manufacturing, sales and support
• Knows mission critical environments
• Hardware Focus 10 year life cycles!
• At least 60 market share in an Oligopoly Market
  and gaining
• Shrinking market (people are writing less
  cheques)
• A future Buggy Whip Producer

5
Company Background E-Home

• Electrohome Ltd.
• Headquartered Kitchener, Ontario (Founded in
  1907)
• Transformed into dominant developer and
  manufacturer of Large Screen Projectors
• Key Strengths H/W Design, Manufacturing and
  Support
• Was a dominant player ? CRTs
• Losing to lower cost foreign products (Sharp,
  JVC, Sony etc.)
• 3 year life cycles
• Forced to go to up-scale market (e.g., 100K)

6
Electrohome
Control Rooms
Sharing
Captivating
7
Company Background CheckFree

• CheckFree i-Solutions
• Headquartered Norcross, GA
• Software division of CheckFree Corp. (Founded in
  1981)
• Formally known as BlueGill Technologies
• Founded in 1996 in Waterloo/Ann Arbor
• Bought by CheckFree Corp. in 2000
• Key Strengths S/W Development, Sales and Support
• World leader in providing solutions for Bill and
  Statement presentment on the WEB and Payment on
  the WEB (A.K.A. EBPP Solutions)
• Banking
• Insurance
• Telco/Utilities
• 6 month life cycles
• Tremendous market growth (i.e., 8 per quarter)

8
What consumers want
9
What consumers want
Single site Single login
Easy to use menus
Self care chat
Online account services
Targeted offers
Intelligent messages
Site Recommendations
10
What businesses want...
11
What businesses want...
Total Customer Relationship
Complex Statement Presentment
Account History
Data Management
Online Payments
Flexible Reporting
12
(No Transcript)
13
The BlueGill Years

• 1996 - 1999
• Worked out of Rays basement
• Five key developers still with us!
• Technology driven organization
• Very little to no processes
• A technology sale
• December 1999
• 90 employees including 40 in Waterloo
• Badly needed process disciplines
• Development was getting Rayed
• Beginning of the end for tech selling The
  Chasm

14
The i-Solutions Years

• 2000 2002
• Tremendous growth
• Peaked at 285 with 185 in Waterloo
• Market driven organization
• Well defined Release Process in place
• Transitioned to a Solution focus for development
  and sales
• Only 2.5 turnover in 3 years!

15
Technology Map

• Four Steps To Developing A Technology Map
• Technology identification
• Decision of technology addition
• Decision of commercialization
• On-going management
• Electrohome Vista Projector

16
Example E-Home Vista Projector

• E-Homes Technology Identification
• Worlds best at managing light onto a screen and
  managing heat within a unit
• Superior manufacturing capabilities
• Technology Addition
• Core technology based on Texas Instruments
  Digital Light Processor (DLP) technology
• Considered the next breakthrough DIGITAL!!!
• Buy from T.I. and integrate
• Commercialization
• Sold a complete unit
• Sold directly and indirectly
• On-Going Management
• Had to keep current with the latest resolution
  (VGA? SVGA? XGASXGA)
• Was a challenge to keep up with T.Is life cycles
  (e.g. yearly)

17
Overview

• Make vs Buy Decisions
• What to Sell?
• Sell the knowledge and underlying know-how on a
  licensing basis or components to OEMs or final
  products for end-users?
• Use Of A Technology Platform And Derivatives To
  Maximize Revenue From RD Investments
• Stopping Rules On New Product Projects
• Protection of Intellectual Property

18
1. Product Development Make vs Buy

• Develop Internally
• NCR 7766
• Purchase Technology
• NCR DMS
• Partner
• BlueGill Technologies

19
NCR 7766
20
NCR 7766

• NCR 7760
• 60 of market share
• Installed base Ship Share!
• Single market ? U.S.A
• 10 year life cycle
• NCR 7766
• Developed twice as reliable, 10 faster, 10
  improvement in encoding quality, same price
• More For The Same
• Launched in 1989.still in production today!
• Grew market share to 75 within 2 years and 100
  within 4 years

21
NCR DMS

• Needed To Find Way To Maintain/Grow The Business
• Core technical competencies was in handprint
  recognition, encoding, managing paper in mission
  critical environments
• Founded the Document Management Solution (DMS)
  Business Unit
• Targeted at mission critical, paper intensive
  environments (e.g. Tax Processing, Mortgage and
  Loan Processing etc.)

22
NCR DMS contd

• Complete Integrated Solution Approach
• Developed recognition technology
• Purchased/OEM a large portion of solution
• Image Manipulation (H/W S/W)
• Scanners
• Optical Juke Box (10GB Disks)
• Printers
• Drove revenue to other business units
• PCs and Servers
• Drove over 300M in year 3
• Only recognized 100M
• Slim margins
• Folded within 3 years of starting

23
CheckFree Technologies Solution
Authorization
Print Stream Customer Load
XML
Registration
24
BlueGill Technologies

• Too Small To Sell Directly To Some Of The Fortune
  500 Companies
• Partnered with IBM, Xerox, Moore and others to
  get market reach, credibility and sales support
  infrastructure
• Invented The Market Space
• First to market
• Market leader
• Bought for 450M 3.5 years after conception

25
2. What To Sell?

• Driven By Your Core Competencies
• Sell The Entire Product/Solution
• NCR 7766
• NCR DMS
• E-Home Projectors
• CheckFree I-Solutions
• Sell Components
• Texas Instruments DLP
• IBM DLV
• Cygnet Jukeboxes
• Cornerstone Monitors
• Adobe PDF S/W

26
2. What To Sell? contd

• Must Understand Where You Are In The Life Cycle
• Pre-Chasm?
• In The Chasm?
• Post-Chasm
• Read Crossing The Chasm And Other Books By
  Geoffrey A. Moore (www.chasmgroup.com)

27
Typical Product Lifecycle
Visionaries
Pragmatists
Conservatives
Laggards
28
DISCIPLINES AND LIFE CYCLE
Alternative Customer Intimacy
Product Leadership
C H A S M
Solution Sale
Technology Sale
Visionaries
Pragmatists
Conservatives
Laggards
29
Lessons Learned

• Coming out of the Chasm
• Much more Solution Focused vs Product/ Technology
  Focused
• Product/Application/Support/Training/Documentation
  
• i-Solutions Select Out of Box in 90 Days
• Improve overall RASUI of our products
• Reliability
• Availability
• Serviceability
• Usability
• Installability

30
3. Product Platform

• A Single Product Design With A Variety Of
  Components That Can Be Shared Across A Set Of
  Products.
• Critical To The Definition Is
• The company have control of the underlying
  technology platform and its subsystems.

31
Architecture/Technology Platform
i-Series Engine 4.0
32
CheckFree i-Solutions Operating Environments
33
4. Stopping or Killing a Project

• Often Times A Project Will Go Unchecked Once It
  Has Started
• Creeping Elegance
• Missed Schedules
• Cost Overruns
• Missed Market Window
• End Up Selling What You Can Build NOT Building
  What You Can Sell!!!!!

34
Development Release Process
Percent level of confidence from development
perspective
30
75
90
0
International
Product Prioritization
Release Planning
Product (Innovation)
Develop Product Requirements and Refine Key
Project List
Prioritize Projects Internally and Define
Business Requirements
Generate Ideas
Develop Use Cases
Release Management Activities
Technology (Infrastructure)
GA
Release Review Board Meeting
Client Implement.

• Finalize/Communicate (internally) Release
  Scope
• Develop/Communicate Release Plan

Release Review Board Meeting

• Prioritize initiatives to one, comprehensive
  list

CheckFree i-Solutions - Confidential
35
5. Integrity of Proprietary Information

• Background
• Product Management Group responsible for Business
  Plans and Product Requirements
• Stored at associates desks, unlocked
• Incident
• Associate made copies of BPs and PRs
• Contacted major competitor in U.S.
• FBI Sting Operation set up
• Arrested and sentenced to 3-5 years in minimum
  security
• It Can Happen To You!!!

36
Last Words.
37
Build What You Can Sell!

• DONT
• Sell What You Can Build!

38
Whats Product Managements Job?

• Maximize Sales Productivity
• Good Up Front Requirements
• On Time Development
• Competitive Product Offering
• State Where to go and What to say
• Competitive Pricing/ROI
• Good Collateral Input
• Easy Access To Information

39
Electrohome Rental/Staging
40
The Roadie
41
THE ROADIE
42
The RoadRunner
43
The Roadster
44
Thank You!