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CUSTOMER INSIGHT > New Product Development > Flashcards

New Product Development Flashcards

1
Q

What factors does a new product development cover?

A

The NPD process covers the creation of everything that is needed to make a new product

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2
Q

What is the purpose of a product protocol?

A

Crawford, 2008

  • Determining what each business function needs to do
  • Communicates the essentials of the plan so everyone is on the same page
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3
Q

What is considered to be the critical success factor between winning and loosing projects?

A

The product protocol, it has been found that a product protocol has been the difference between the success and failure of a new product

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4
Q

What are the basic stages of the NPD process?

A

Crawford & DiBenedetto, 2015

  • Opportunity identification & selection
  • Concept generation
  • Concept/project evaluation
  • Development
  • Launch
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5
Q

Who is responsible for the typical stage gate model?

A

Cooper, 1990

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6
Q

Give the definition of a stage gate model:

A

Trott, 2008

“Development process that divides the effort into distinct time-sequenced stages separated by management decision gates”

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7
Q

What are some limitations of stage gate models according to Trott, 2008 & Cooper 2008?

A

Trott, 2008

  • The people at the gate may not be knowledgeable enough to make good decisions
  • Product concepts may not be frozen too early or are not change sufficiently later on
  • Sequential and slow process
  • Process is focused on the gates and therefore may lose sight of the customer

Cooper, 2008

  • Each stage costs more than the last, therefore potential to become more committed
  • Can become too much of a guideline, and companies do no differ from it and therefore miss out on opportunities
  • Weak gates: around 30% of firms are said to have tough and rigorous gates
  • Teeth don’t have any gates: they rarely get stopped, and once past the first gate it becomes a mere rubber stamp exersize
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8
Q

What are some of the benefits of using a stage gate model according to Cooper, 2008?

A
  • Most best practice companies have an idea-to-launch system in place
  • They’re flexible and adaptable to each individual firm
  • Can act as a checklist for a firm

Cooper, 2008

  • Increased success rates
  • Greater project profits
  • Often shorter times to market
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9
Q

What is the most popular/widely cited NPD model?

A

Cooper, 1990

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10
Q

Where is Cooper’s 1990 stage gate model used?

A

Within academia and the workplace

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11
Q

Discuss if the NPD process is linear, why it is/is not NPD not a linear process?

A

MacCormack et al, 2002
- No: not usually

MacCormack et al, 2002

  • Stages can generally be revisited as more information is gathered
  • Stages can overlap (E.g. concept development is still continuing as the product is being developed

Cooper, 2008

  • Confirms it is not a linear process
  • Only depicted as a linear process because of the geographical images
  • No activity or gate is mandatory, merely suggesting best practices
  • Simultaneous execution of activities and even stages
  • Spiral development: ‘build, test - feedback, revise’: helps to get the concept in front of customers in some form
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12
Q

What is the traditional approach to development?

A
  • MacCormack et al, 2002
    Concept development - Detailed design - System level test - Launch

All stages are separate

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13
Q

What are some issues with the traditional approach with development?

A
  • MacCormack et al, 2002
  • In fast paced environments the needs and wants are changing rapidly, if the concept is frozen too early it may not meet consumers needs
  • Assumes that all information about a new product concept is learnt during the concept development stage
  • Feedback is not obtained until late on in the process
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14
Q

What is the flexible approach to development?

A
  • MacCormack et al, 2002
    Concept development - Detailed design - System level test - Launch

(All stages overlap)

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15
Q

What are some issues with the flexible approach to development?

A

MacCormack, 2008

  • Have to start designing before the product is fully defined
  • Is how to respond to new information arising during the later stages of a project.
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16
Q

What is a prototype?

A

Ulrich & Eppinger, 2012

- An approximation of the product along one or more dimensions of interest

17
Q

What form can a prototype take?

A 
Ulrich & Eppinger, 2012
- Physical 
Tangible artifacts, 
- Analytical prototypes (intangible) 
computer simulations, generally more flexible
18
Q

What is the purpose of prototype testing?

A
  • To see if the product works as expected
  • How consumers actually use the product
  • The liability of the product: is it representative? Unfit for purpose?
19
Q

What is a stage gate?

A

Cooper, 2008

- A conceptual and operational map for moving new product projects from idea to launch and beyond

20
Q

What is the stage gate model made up of?

A

Cooper, 2008

  • A series of stage: this is where the project team undertakes work, obtains information needed
  • Followed by gates: This is were either kill or go decisions are made
21
Q

Discuss the characteristics/role of the stages in Cooper’s stage gate model:

A

Cooper, 2008

  • Each one is designed to gather information to reduce uncertainties and risks
  • Each stage will cost more than the previous
  • Activities within the stages are done by a team of people from different areas of the business at the same time
  • Every stage of the process is completely cross-functional
  • Meetings about gates should be similar to a resource allocation meeting
22
Q

Unlike the ‘phased review’ what was the stage-gate model built for?

A

Cooper, 2008

- Built for speed

23
Q

What is the percentage of projects that go through the stage-gate model meet their sales targets?

A

Cooper, 2008

- 44% of development projects meet their sales targets

24
Q

Why is it better to have cross-functional teams as opposed to one function running to NPD process?

A

Cooper, 2008

- Leads to better decision making over a single functional view

25
Q

What are some issues with gatekeepers?

A
  • ‘pet-projects’ these are projects that receive special treatment from the gatekeepers: and are the projects that have the highest failure rates
  • Gate meetings held but decisions are not made
  • Go/kill decisions made on opinion & speculation not fact
26
Q

Why is an effective stage-gate system essential to portfolio management?

A
  • The funneling effect: Having tough teeth to get rid of bad projects
27
Q

How can the Stage gate model be adapted for either risky or less risky products?

A

Cooper, 2008

  • Very risky product: this should use the entire stage-gate model in full
  • Moderately risky projects: (Improvements, modifications & extensions: Stage Gate X
  • Less risky projects: (Very small projects like a customer request): Stage Gate Lite
28
Q

What are some steps that can be taken in order to ensure gatekeeping is improved?

A

Cooper, 2008

  • Ensure gates really have teeth
  • Define who the gatekeepers are
  • Put the gatekeepers rules of engagement in place
  • Use scorecards to make better Kill/Go decisions
29
Q

What are some ways in which the gates of the stage-gate model can be made faster and more efficient?

A
  • Leaner and simpler gates: e.g. P&G stage gate meetings: project teams would come with a big file with many attachments: which took a long time to decipher. Need to look at it from the view of management: what do they need to know in order to make the kill/go decision?
  • Making it clear what the deliverables to the gate/work that has been done
  • Electronic & virtual gates:: everything is send online, scorecards filled out online, then a video conference is had to discuss the findings and make the decision
30
Q

Discuss how to implement continuous improvement in the NPD process & its benefits :

A

Cooper 2006

  1. Having performance metrics in place
  2. Establishing team accountability for results
  3. Building in learning and improvement
  • Projections of: profit, sales and time to market become more realistic
  • Expectations are clear so work can be focused solely toward that target
31
Q

What does an effective stage gate system give a company?

A

Cooper, 2008

- Positive results in terms of getting new products/services to market quickly, efficiently and profitability

CUSTOMER INSIGHT (19 decks)

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