Product Planning 517

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Product Planning 517
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Leadership the art of getting someone else to
do something that you want done because he wants
to do it
Leadership is an essential element for success
within product development teams

• Dwight D. Eisenhower

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Product Planning Order

• Concept review
• Technical review
• Product planning analysis
• Marketing overlay/research
• Sales feasibility
• Budget and timeline development
• Go/No Go Review
• Monthly update meeting
• Launch process integration
• Product launch/market intro

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New Product Development

• Gotchas
• It worked there, it will work here
• It worked once, it will work again
• Product development is affected by all aspects of
  the org structure
• Is it market driven or internally driven?
• Moving too far outside of core expertise across
  all aspects of the development and launch

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Keys to successful PD environment

• Product is king attitude
• Autonomy, independent decision making backed up
  by formal touch points
• Entrepreneurial climate within PD team
• Recognition/rewards for PD teams
• Ship It awards from WWPG
• Foster/fund 1 think tank teams at all times
• If matrix, allow team deliverables to take
  precedence over functional needs

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The High Tech Product Team

• Product Manager/Marketer
• Product Planner
• Program Manager
• Product Unit Manager
• Lead S/W
• Lead H/W
• Channel Mktg

• S/W UI Lead
• User Ed
• Firmware Mgr
• EE Lead
• ID Lead
• Test Lead
• Mfg Ops
• Sales Director

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Where do ideas come from?

• Customers feedback
• Vendors
• RD, Technology
• Competitors
• Market trends
• Channel partners
• Sales force
• Consultants

• Internal email aliases
• Legal
• Manufacturing
• Industry press
• Customer use patterns
• Product support group
• Historical perspectives
• International trends

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Sizing The Market

• Crucial to all aspects of project
• Mfg ops, EE for chips, channel, sales, PL
• Methodology can differ
• PC Data on existing products
• Choice Modeling
• Quantitative Surveys
• Focus Group Qualitative
• Channel and Sales review

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Customer Definition

• Defining Like products
• Purchasing channels
• Purchase Behavior Decision process
• Demographics Pyschographics
• Trends in target group
• Influentials, early adopters, and latents

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Clarify customer needs

• What need/want do you satisfy?
• Does the customer easily see the benefits?
  (driven from specific product features/attributes)
  
• How likely is the customer to ACT on it?

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Defining Product FeaturesCan be significant
challenge

• Marketing must take lead role in this
• Often program mgmt is the lead and driven more by
  technical input than customer benefit
• Spec MUST close at predefined point in project.
  This is challenge for mktg
• Competitive set has moved by now
• Sufficient technical know-how by mktg to gain
  respect on team is key
• Also what can be done?

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Causes For New Product Failure

• Customer doesnt get benefit, act on it, or want
  it.
• Competitive response was swift and unaccounted
  for
• Product doesnt deliver the promise
• Quality, oversold/overpositioned
• Marketing wrong or too little

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More reasons for failure

• Distribution channels not prepped and supporting
  properly
• Market size is misjudged
• Production/manufacturing problems
• Market was mistimed
• Costs/margins/profits dont map to corp
  guidelines/requirements

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And thoughts for success.

• You cant work at a high level of productivity
  and a low level of planning
• Why is it that we never have time to do it
  right, but we always have time to do it over?

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Efficiency is doing things rightEffectiveness
is doing the right things
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Logic will not change an emotion but ACTION will
!!ACTION brings awareness and analysis to
fruition