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NPD Glossary > "C" > Flashcards

"C" Flashcards

1
Q

Cannibalization

A

That portion of the demand for a new product that comes from the erosion of the demand for (sales of) a current product the firm markets. (See Chapter 34 in The PDMA HandBook 2nd Edition).

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2
Q

Capacity Planning

A

A forward-looking activity that monitors the skill sets and effective resource capacity of the organization. For product development, the objective is to manage the flow of projects through development such that none of the functions (skill sets) creates a bottleneck to timely completion. Necessary in optimizing the project portfolio.

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3
Q

Category Development Index (CDI)

A

A measure of the relative strength of a category’s sales in a geographic area. Computationally, it is the percent of total national category sales that occur in an area divided by the percent of U.S. households in that area.

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4
Q

Centers of Excellence

A

A geographic or organizational group with an acknowledged technical, business, or competitive competency.

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5
Q

Certification

A

A process for formally acknowledging that someone has mastered a body of knowledge on a subject. In new product development, the PDMA has created and manages a certification process to become a New Product Development Professional (NPDP)

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6
Q

Champion

A

A person who takes a passionate interest in seeing that a particular process or product is fully developed and marketed. This informal role varies from situations calling for little more than stimulating awareness of the opportunity to extreme cases where the champion tries to force a project past the strongly entrenched internal resistance of company policy or that of objecting parties. (see Chapter 5 in The PDMA ToolBook 1st Edition.)

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7
Q

Change Equilibrium

A

A balance of organizational forces that either drives or impedes change.

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8
Q

Charter

A

A project team document defining the context , specific details, and plans of a project. It includes the initial business case, problem and goal statements, constraints and assumptions, and preliminary plan and scope. Periodic reviews with the sponsor ensure alignment with business strategies. (see also Product Innovation Charter)

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9
Q

Checklist

A

A list of items used to remind an analyst to think of all relevant aspects. It finds frequent use as a tool of creativity in concept generation, as a factor consideration list in concept screening, and to ensure that all appropriate tasks have been completed in any stage of the product development process.

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10
Q

Chunks

A

The building blocks of product architecture. They are made up of inseparable physical elements. Other terms for chunks may be modules or major subassemblies.

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11
Q

Classification

A

A systematic arrangement into groups or classes based on natural relationships.

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12
Q

Clockspeed

A

The evolution rate of different industries. High clockspeed industries, like electronics, see multiple generations of products within short time periods, perhaps even within 12 months. In low clockspeed industries, like the chemical industry, a generation of products may last as long as 5 or even 10 years. It is believed that high clockspeed industries can be used to understand the dynamics of change that will in the long run affect all industries, much l ike fruit flies are used to understand the dynamics of genetic change in a speeded-up genetic environment, due to their short life spans.

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13
Q

Cognitive Modeling

A

A method for producing a computational model for how individuals solve problems and perform tasks, which is based on psychological principles. The modeling process outlines the steps a person goes through in solving a particular problem or completing a task, which allows one to predict the time it will take or the types of errors an individual may make. Cognitive models are frequently used to determine ways to improve a user interface to minimize interaction errors or time by anticipating user behavior.

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14
Q

Cognitive Walkthrough

A

Once a model of the steps or tasks a person must go through to complete a task is constructed, an expert can role play the part of a user to cognitively “walk through” the user’s expected experience. Results from this walk-through can help make human-product interfaces more intuitive and increase product usability.

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15
Q

Collaborative Product Development:

A

When two firms work together to develop and commercialize a specialized product. The smaller firm may contribute technical or creative expertise, while the larger firm may be more likely to contribute capital, marketing, and distribution capabilities. When two firms of more equal size collaborate, they may each bring some specialized technology capability to the table in developing some highly complex product or system requiring expertise in both technologies. Collaborative product development has several variations. In customer collaboration, a supplier reaches out and partners with a key or lead customer. In supplier collaboration, a company partners with the provider(s) of technologies, components, or services to create an integrated solution. In collaborative contract manufacturing, a company contracts with a manufacturing partner to produce the intended product. Collaborative development (also known as co-development) differs from simple outsourcing in its levels of depth of partnership in that the collaborative firms are linked in the process of delivering the final solution to the intended customer.

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16
Q

Co-location

A

Physically locating project personnel in one area, enabling more rapid and frequent decision-making and communication among them.

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17
Q

Commercialization

A

The process of taking a new product from development to market. It generally includes production launch and ramp-up, marketing materials and program development, supply chain development, sales channel development, training development, training, and service and support development. (See Chapter 30 of The PDMA HandBook 2nd Edition).

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18
Q

Competitive Intelligence

A

Methods and activities for transforming disaggregated public competitor information into relevant and strategic knowledge about competitors’ position, size, efforts and trends. The term refers to the broad practice of collecting, analyzing, and communicating the best available information on competitive trends occurring outside one’s own company.

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19
Q

Computer-Aided Engineering (CAE)

A

Using computers in designing, analyzing and manufacturing a product or process. Sometimes refers more narrowly to using computers just at the engineering analysis stage.

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20
Q

Computer-Aided Design (CAD)

A

A technology that allows designers and engineers to use computers for their design work. Early programs enabled 2-dimensional (2-D) design. Current programs allow designers to work in 3-D (3 dimensions), and in either wire or solid models.

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21
Q

Computer-Enhanced Creativity

A

Using specially-designed computer software that aids in the process of recording, recalling and reconstructing ideas to speed up the new product development process.

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22
Q

Concept

A

A clearly written and possibly visual description of the new product idea that includes its primary features and consumer benefits, combined with a broad understanding of the technology needed.

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23
Q

Concept Generation

A

The processes by which new concepts, or product ideas, are generated. Sometimes also called idea generation or ideation. (See Chapters 15 and 17 in The PDMA HandBook 2nd Edition.)

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24
Q

Concept Optimization

A

A research approach that evaluates how specific product benefits or features contribute to a concept’s overall appeal to consumers. Results are used to select from the options investigated to construct the most appealing concept from the consumerís perspective.

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25
Q

Concept Screening

A

The evaluation of potential new product concepts during the discovery phase of a product development project. Potential concepts are evaluated for their fit with business strategy, technical feasibility, manufacturability, and potential for financial success.

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26
Q

Concept Statement

A

A verbal or pictorial statement of a concept that is prepared for presentation to consumers to get their reaction prior to development.

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27
Q

Concept Study Activity

A

The set of product development tasks in which a concept is given enough examination to determine if there are substantial unknowns about the market, technology or production process.

28
Q

Concept Testing

A

The process by which a concept statement is presented to consumers for their reactions. These reactions can either be used to permit the developer to estimate the sales value of the concept or to make changes to the concept to enhance its potential sales value. (See Chapter 6 in The PDMA HandBook 2nd Edition)

29
Q

Concurrency

A

Carrying out separate activities of the product development process at the same time rather than sequentially.

30
Q

Concurrent Engineering (CE)

A

When product design and manufacturing process development occur concurrently in an integrated fashion, using a cross-functional team, rather than sequentially by separate functions. CE is intended to cause the development team to consider all elements of the product life cycle from conception through disposal, including quality, cost, and maintenance, from the project’s outset. Also called simultaneous engineering. (See Chapter 30 of The PDMA HandBook 1st Edition.)

31
Q

Conjoint Analysis

A

Conjoint analysis is a market research technique in which respondents are systematically presented with a rotating set of product descriptions, each of which contains a rotating set of attributes and levels of those attributes. By asking respondents to choose their preferred product and/or to indicate their degree of preference from within each set of options, conjoint analysis can determine the relative contribution to overall preference of each variable and each level. The two key advantages of conjoint analysis over other methods of determining importance are: 1) the variables and levels can be either continuous (e.g. weight) or discreet (e.g. color), and 2) it is just about the only valid market research method for evaluating the role of price, i.e. how much someone would pay for a given feature (See Chapter 18 of The PDMA HandBook 2nd Edition).

32
Q

Consumer

A

The most generic and all-encompassing term for a firm’s targets. The term is used in either the business-to-business or household context and may refer to the firm’s current customers, competitors’ customers, or current non-purchasers with similar needs or demographic characteristics. The term does not differentiate between whether the person is a buyer or a user target. Only a fraction of consumers will become customers.

33
Q

Consumer Market

A

The purchasing of goods and services by individuals and for household use (rather than for use in business settings). Consumer purchases are generally made by individual decision-makers, either for themselves or others in the family.

34
Q

Consumer Need

A

A problem the consumer would like to have solved. What a consumer would like a product to do for them.

35
Q

Consumer Panels

A

Specially recruited groups of consumers whose longitudinal category purchases are recorded via the scanner systems at stores.

36
Q

Contextual Inquiry

A

A structured qualitative market research method that uses a combination of techniques from anthropology and journalism. Contextual inquiry is a customer needs discovery process that observes and interviews users of products in their actual environment.

37
Q

Contingency Plan

A

A plan to cope with events whose occurrence, timing and severity cannot be predicted.

38
Q

Continuous Improvement

A

The review, analysis and rework directed at incrementally improving practices and processes. Also called Kaizen.

39
Q

Continuous Innovation

A

A product alteration that allows improved performance and benefits without changing either consumption patterns or behavior. The product’s general appearance and basic performance do not functionally change. Examples include fluoride toothpaste and higher computer speeds.

40
Q

Continuous Learning Activity

A

The set of activities involving an objective examination of how a product development project is progressing or how it was carried out to permit process changes to simplify its remaining steps or improve the product being developed or its schedule. (see also Learning Organization)

41
Q

Contract Developer

A

An external provider of product development services.

42
Q

Controlled Store Testing

A

A method of test marketing where specialized companies are employed to handle product distribution and auditing rather than using the company’s normal sales force.

43
Q

Convergent Thinking

A

A technique generally performed late in the initial phase of idea generation to help funnel the high volume of ideas created through divergent thinking into a small group or single idea on which more effort and analysis will be focused.

44
Q

Cooperation (Team Cooperation)

A

The extent to which team members actively work together in reaching team level objectives.

45
Q

Coordination Matrix

A

A summary chart that identifies the key stages of a development project, the goals, and key activities within each stage, and who (what function) is responsible for each.

46
Q

Core Benefit Proposition (CBP)

A

The central benefit or purpose for which a consumer buys a product. The CBP may come either from the physical good or service, or it may come from augmented dimensions of the product. (see also Value Proposition) (See Chapter 3 of The PDMA ToolBook 1st Edition.)

47
Q

Core Competence

A

That capability at which a company does better than other firms, which provides them with a distinctive competitive advantage and contributes to acquiring and retaining customers. Something that a firm does better than other firms. The purest definition adds “and is also the lowest cost provider.”

48
Q

Corporate Culture

A

The “feel” of an organization. Culture arises from the belief system through which an organization operates. Corporate cultures are variously described as being authoritative, bureaucratic, and entrepreneurial. The firm’s culture frequently impacts the organizational appropriateness for getting things done.

49
Q

Cost of Goods Sold (COGS or CGS)

A

The direct costs (labor and materials) associated with producing a product and delivering it to the marketplace.

50
Q

Creativity

A

An arbitrary harmony, an expected astonishment, a habitual revelation, a familiar surprise, a generous selfishness, an unexpected certainty, a formable stubbornness, a vital triviality, a disciplined freedom, an intoxicating steadiness, a repeated initiation, a difficult delight, a predictable gamble, an ephemeral solidity, a unifying difference, a demanding satisfier, a miraculous expectation, and accustomed amazement.” (George M. Prince, The Practice of Creativity, 1970) Creativity is the ability to produce work that is both novel and appropriate.

51
Q

Criteria:

A

Statements of standards used by decision-makers at decision gates. The dimensions of performance necessary to achieve or surpass for product development projects to continue in development. In the aggregate, these criteria reflect a business unitís new product strategy. (See Chapters 21 and 29 of The PDMA ToolBook 2nd Edition.)

52
Q

Critical Assumption

A

An explicit or implicit assumption in the new product business case that, if wrong, could undermine the viability of the opportunity.

53
Q

Critical Path

A

The set of interrelated activities that must be completed for the project to be finished successfully can be mapped into a chart showing how long each task takes, and which tasks cannot be started before which other tasks are completed. The critical path is the set of linkages through the chart that is the longest. It determines how long a project will take.

54
Q

Critical Path Scheduling

A

A project management technique, frequently incorporated into various software programs, which puts all important steps of a given new product project into a sequential network based on task interdependencies.

55
Q

Critical Success Factors

A

Those critical few factors that are necessary for, but don’t guarantee, commercial success. (See Chapter 1 of The PDMA HandBook 2nd Edition).

56
Q

Cross-Functional Team

A

A team consisting of representatives from the various functions involved in product development, usually including members from all key functions required to deliver a successful product, typically including marketing, engineering, manufacturing/operations, finance, purchasing, customer support, and quality. The team is empowered by the departments to represent each function’s perspective in the development process. (See Chapters 9 and 10 in The PDMA HandBook 2nd Edition and Chapter 6 in The PDMA ToolBook 1.)

57
Q

Cross Sections

A

An explanation of a part that is referenced by slicing through the area that needs to be explained.

58
Q

Crossing the Chasm

A

Making the transition to a mainstream market from an early market dominated by a few visionary customers (sometimes also called innovators or lead adopters). This concept typically applies to the adoption of new, market creating technology-based products and services.

59
Q

Customer

A

One who purchases or uses your firm’s products or services.

60
Q

Customer-based Success

A

The extent to which a new product i s accepted by customers and the trade.

61
Q

Customer Needs

A

Problems to be solved. These needs, either expressed or yet-to-be articulated, provide new product development opportunities for the firm. (See Chapter 14 in The PDMA HandBook 2nd Edition.)

62
Q

Customer Perceived Value (CPV)

A

The result of the customer’s evaluation of all the benefits and all the costs of an offering as compared to that customer’s perceived alternative. It is the basis on which customers decide to buy things. (See Chapter 4 of The PDMA ToolBook.)

63
Q

Customer Site Visits

A

A qualitative market research technique for uncovering customer needs. The method involves going to a customer’s work site, watching as a person performs functions associated with the customer needs your firm wants to solve, and then debriefing that person about what they did, why they did those things, the problems encountered as they were trying to perform the function, and what worked well. (See Chapters 15 and 16 of The PDMA HandBook 2nd Edition.)

64
Q

Customer Value Added Ratio

A

The ratio of WWPF (worth what paid for) for your products to WWPF for your competitors’ products. A ratio above 1 indicates superior value compared to your competitors.

65
Q

Cycle Time

A

The length of time for any operation, from start to completion. In the new product development sense, it is the length of time to develop a new product from an early initial idea for a new product to initial market sales. Precise definitions of the start and end point vary from one company to another, and may vary from one project to another within the company. (See Chapter 12 of The PDMA HandBook 2nd Edition.)

66
Q

Cost Reduction Project

A

A type of new product project that does not introduce dramatic changes to the product, but can influence consumer behavior by implementing new pricing or other cost advantages

67
Q

Controlled Sale

A

Product available for purchase in an exclusive market setting

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