A Roadmap to New Product Development

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"A Roadmap to New Product Development"

• Supporting Innovation ThroughThe NPD Process
  and the Creation of Spin-off Companies

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Elements of Innovation

• New Product Development Roadmap.
• Is a tool that can help companies and
  organizations to successfully develop new
  products or upgrade existing ones through a
  series of logical steps, starting New from the
  process of idea generation and ending at the
  launch of the product into a market. This kind of
  roadmap is usually based on the model developed
  by Dr. Robert G Cooper and it is known as Stage
  Gate Process.
• Creating a spin off company.
• Spin offs are the new entrepreneurial activities
  that have as a scope the financial utilization of
  innovative results of scientific research, which
  could be products, services, processes or even
  organizational structures.

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Creating the Roadmaps
Roadmaps
Flow Diagram
TheoreticalAnalysis
Research
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The User Perception
Roadmaps

• Sequential progress through the roadmap
  stagesEach roadmap will include sub-stages and
  decision points which will act as gates that
  will allow the user to go from one stage to
  another.
• Ability to create new projects on each roadmap
  and.
• Analyze.
• Plan.
• Monitor them.
• Activity log It will be user friendly and all
  data entered will be saved in a database for
  future reference and evaluation or benchmarking.
• Most of the tools or techniques that are
  available today for each of them will be included
  in the roadmap depending on the stage that the
  users exploits.

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Schematic Approach
Idea Generation
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I. Idea Generation

• Generation of new ideas
• There are many techniques and tools
• Internal external sources
• Requires a person who will collect the proposed
  ideas

• Conjoint Analysis
• Quality Functional Deployment
• Voice of Customer
• Brainstorming
• Use of Competitive Intelligence

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Brainstorming Facts

• Good technique to obtain broad and odd ideas for
  new products that can be developed fast.
• There is individual and group brainstorming. Both
  have their advantages and disadvantages.
• Group is more effective but individual a lot more
  productive.
• In group it is critical the set up of rules that
  will govern each session.

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Use of Competitive Intelligence

• Use of public resources to find out about
  competition.
• Information gathered must not only be on
  competitors but also on market trends and market
  situation, technological advances and economic
  conditions.
• Very thin line between C.I. and industrial
  espionage so one must be extremely careful of
  what information he gathers and from where.
• On line tool available can be found at
  http//www.newventuretools.net under Technology
  Watch.

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Conjoint Analysis

• Can be used in stage 1 of the roadmap.
• Very useful in the case of developing complements
  or upgrades of existing products.
• It works by describing product features and
  characteristics of a family products or of a
  single product, and by obtaining feedback on
  these one can determine the level of importance
  of each as a numerical value.
• By comparing these numerical values, product
  features can be optimized, competitor products
  evaluated and new products can be developed.

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II. Idea Screening Concept Development

• Typically a combination of should and ought to be
  criteria
• The first allocation of resources
• Preparation of the action plan
• It includes elements such as
• If it fits with the company strategy
• Competitive advantages
• Market attractiveness
• Technically feasible

• Cost benefit analysis
• QFD Quality Function Deployment
• Qualitative Research
• Quantitative Research

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Cost Benefit Analysis Business Plan

• Why ? The basic objective is to secure finances
  external or internal to start up a business
  venture such as new product development.
• When ? The sooner the better. Usually a business
  plan or a cost benefit analysis that is prepared
  in the last minute, leads to failure and the
  product never makes it to the market.
• Who ? A team of specialized personnel coming from
  different principles and company departments must
  provide input and not a single individual.
• Usually used in the beginning of NPD since one
  will want to know if the proposed NPD process
  will lead into a profitable product or not.
• Tool available on-line at http//www.newventuretoo
  ls.net under Financing Innovation and will be
  possible either integrated or used in parallel
  with the roadmap.

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Qualitative Quantitative Research
Qualitative Research.
Quantitative Research.

• Company research tool that gets a feel of the
  research topic.
• Used in stage 2 of the roadmap.
• Not accurate since it targets focus groups and
  not the whole of the market.
• Focus groups can be manageable potential
  customers or users.
• Results are usually subject to great statistical
  errors.
• Helpful for small companies due to its cost and
  to the fact that they can recover easily from
  wrong actions taken based on the research data.

• Based on accurate numerical measurement of the
  entire market population.
• Also used in stage 2 of the roadmap but by large
  companies or corporations that can not afford
  making mistakes on product concept or idea
  screening.
• Needs well designed questionnaires, random sample
  and large sample of interveners.
• More demanding and informative questions used
  than the ones in qualitative research.

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Quality Function Deployment QFD

• The QFD methodology is based on an engineering
  approach.
• QFD use a series of matrices to document
  information collected and represent a plan for
  product development.
• Matrices include the Product Planning Matrix,
  the Concept Selection Matrix and the Assembly
  Deployment Matrix.
• QFD can be used in both Stage 1 and 2 of the NPD
  Roadmap in development.

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III. Product Development

• Implementation of the action plan for product
  development
• Implementation of lab and alpha testing
• Production of lab tested (alpha) prototype or
  sample
• Implementation of tests with a sample of
  customers
• Planning of Production
• Design of test control plans
• Design of a plan about the market launch of the
  new product

• Outsourcing
• Prototyping

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Outsourcing Prototyping Techniques
Outsourcing
Prototyping

• Outsourcing can be the cheap way to develop a new
  product.
• With outsourcing a task is passed to someone that
  can do it more effectively.
• Outsourcing allows companies to develop products
  without allocating resources to their
  development.
• Points that need to be mentioned, that can lead
  to either success or failure outsourcing are good
  contracting, good process management, cost and
  end-result benchmarking.

• Prototyping can reduce development time since it
  can be used to test products prior to their
  market launch.
• Rapid prototyping is one of the techniques that
  can be used but it is under development due to
  the existing technology.
• Rapid tooling and rapid manufacturing come as a
  result of rapid prototyping.
• It can be expensive but also highly informative
  as it gives a 3D feel of the product under
  development.

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IV. Product Launch

• Implementation of
• The production plan
• The quality assurance plan
• The market launch plan
• The plan for monitoring and controlling the
  product after the its introduction to the market
• The Product life cycle plan

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NPD Roadmap Concluding
Generation of New ideas
Idea Screening Concept Development
Product Development
Product Launch
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Tools Techniques to Be Used