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CUSTOMER INSIGHT > Product Protocol > Flashcards

Product Protocol Flashcards

1
Q

What is a product product protocol?

A

Crawford and DiBenedetto, 2015
- Signed agreement between the business functions detailing what benefits or performance the product will deliver to the consumer

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2
Q

At what stage of the NPD are product protocols written?

A

The development stage

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3
Q

What information is in a product protocol?

A

12 items

  • Target market: A firm will generally have a primary target market and (multiple) secondary target markets. This is so they can introduce it to them if the first launch is successful. OR so they have a fall back if for some reason the new product doesn’t work out (competition, product failure)
  • Product positioning: Came out of the advertising world in the 1970s
  • Product attributes (benefits): functionality/size
  • Competitive comparison
  • Augmentation dimensions: Warranty
  • Timing
  • Market requirements: Where will the announcements be made?
  • Financial requirements: Losses should not exceed x amount, price levels, discounts, sales volume
  • Production requirements
  • Regulatory requirements
  • Corporate strategy requirements
  • Potholes
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4
Q

Who writes the product protocol?

A

All members of the NPD as it relates to all areas of the business

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5
Q

Why is a product protocol important/useful to a business?

A

Crawford & DiBenedetto, 2015

  • They can set boundaries
  • They can set timelines
  • Determine what the different functions of business need to do
  • Communicates the essentials so all activities go towards getting the same outcome
  • Can force the business to do market research
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6
Q

What is a concurrent/parallel system and why should it be used?

A

Crawford & DiBenedetto 2015

  • Leading product innovators use it
  • It’s a system where all of the ‘players’ begin working and do as much as they can as the product rolls along
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7
Q

What other names does the product protocol go by?

A
  • Product requirements
  • Product definition
  • Deliverables
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8
Q

Give an example of a company who has a product protocol type thing in place:

A

Toyota: Horikiri et al 2009: The Oobeya room.

  • Essentially a large room that can hold the NPD team
  • In centre of room there is a model, mockup or drawing of the concept
  • Around the outside of the room there are different boards: e.g. actions, metrics, all objectives
  • Team members are to give a 3 minute presentation about ‘where they are’ this avoids people neglecting to read reports and slow emails
  • Generally takes one hour or less
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9
Q

What are the different layers & attributes that define a product/service?

A
  • Core Benefit: This can be one or more
  • Formal Product: The physical form or service
  • Augmentation: ‘the extras’ e.g. presale technical service/money back guarantee
  • Features
  • Functions
  • Benefits
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10
Q

Why is the product protocol sometimes known as the product deliverables?

A

Crawford & DiBenedetto 2015
- The first general purpose of it was to specify what you want each department to deliver to the final product that the customer will buy

  • Each department will say what they want the product to achieve Tech: ‘be all weather purpose’ etc
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11
Q

What is the purpose of a product protocol?

A

Crawford & DiBenedetto, 2015

  • The first general purpose of it was to specify what you want each department to deliver to the final product that the customer will buy
  • The second is communicating the essentials to all of its players, in order to ensure consistency and ensure everyone is reaching for the same goal
  • The third is to save time. By specifying what you want initially it takes away long laborious development testing steps which would eventually get narrowed down
  • It allows for the product to be managed if it is written correctly

Crawford & DiBenedetto, 2015

  • They determine what the various functions of the firm need to do
  • Communicate essentials so all activities are integrated towards delivering outcomes consistent with the full sreen financial
  • Set boundaries for project and timelines
  • Critical factor between winning and losing projects
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12
Q

When looking at a NPD characteristics is there a way in which they can be categorised?

A

Crawford & DiBenedetto 2015
- Must meet / should meet criteria

Must: the basic functionality of the product and some of its attributes
Should: Some extra benefits, design features that they would like the product to have but isn’t completely necessary (perhaps it’s too comprising)

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13
Q

What are some other methods, aside the product protocol, that which allow firms to manage the NPD?

A
  • PIC
  • Concept testing
  • Screening models
  • Wildcatting: This is betting on new technology that has not yet been show to work or betting on a scientist that has a good track record of coming up with new products
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14
Q

What is the issue when coming up with a NPD of the design team just listing product features that they want to be included within the product?

A

Crawford & DiBenedetto 2015
- It means that the firms most creative and inventive people are deprived of giving their input (scientists, manufacturers etc)

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15
Q

What is the best way to write the product attributes section of a product protocol?

A

Crawford & DiBenedetto 2015

- Writing it in terms of benefits or specific features that it should contain so it does not inhibit too much

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16
Q

What is the voice of the customer (VOC)?

A

Crawford & DiBenedetto 2015
- The voice of the customer: is the complete set of customer wants/needs expressed within the customer’s own language, and organised by the way they think

17
Q

How can the voice of the customer (VOC) be accessed?

A

Crawford & DiBenedetto 2015

  • Direct interviewing
  • Focus groups
18
Q

What is the best way to research the voice of the customer (VOC)?

A

Griffin & Hauser

  • 30 individual interviews lasting 45m
  • These interviews should be recorded (at the consent of the interviewee)
  • The interviewer will be able to extract around 90% of the wants/needs of the interviewee
19
Q

What should happen once the voice of the customer have been recorded and documented?

A

Griffin & Hauser
- 70 - 140 should be had, and they should be organised by the customers into 15 - 25 groups; AFFINITY GROUPINGS (the customers will have a different way of doing it to the market researchers)

20
Q

What can be the issue with collecting the voice of the customer for NPD purposes?

A
  • Customers don’t know what they want until you give it to them, Steve Jobs
  • Customers just want the better sameness not revolutionary change, Kawaski
21
Q

How can you elicit the best & most meaningful information from the voice of the customer?

A
  • Asking the right questions, this is done by focusing on experiences of desired outcomes
  • Keep asking why, why do you need that, why that shape, why that colour etc
22
Q

What is the quality function deployment (QFD)?

A

Quality function deployment is invented by the Japanese automobile industry. It is a structured approach to defining customer needs or requirements and translating them into specific plans to produce products to meet those needs.

23
Q

What are the benefits of quality function deployment?

A
  • Reduced design time
  • Reduced costs
  • More effective communication
24
Q

What are some of the issues with the product protocol process?

A
  • The process is complicated: all departments, even though working together are in competition for power & budget
  • People have their own agendas when dealing with the product protocol .e.g. if the product is a success want to be associated with it etc
  • It is needed early on within the process: not everyone may be able to start work as they may have other pressing short-term issues that need their attention first
25
Q

What has been found between the innovative performance and innovative ability between firms?

A

Prajogo & Ahmed (2006)
- Strong relationship between innovation capacity and innovation performance

  • This includes both technological resources and
26
Q

What are some factors that can stimulate innovation?

A

Trott 2015

  • Appropriate leadership
  • Research & development
  • Creativity
27
Q

What types of firms might a product protocol not fit in/be less useful?

A
  • Smaller companies that do not have the budget to invest heavily in innovative processes; e.g. technology
28
Q

What does Adams et al 2006 say success for firms is dependent upon?

A

Adams et al 2006

- The management of its innovation process

29
Q

Discuss the relationship between R&D - Expenditure:

A

Trott, 2015

There is no clear cut cause and effect relationship between R&D but to some extent it helps

30
Q

What are the organisational charactersitcs (1-4) that facilitate the innovation process?

A

Trott, 2015

  1. Growth Orientation: Companies goals
  2. Organisational heritage and innovation experience: Pfizer
  3. Vigilance and external links: The ability of the organisation to be aware of its threats & opportunities
  4. Commitment to technology and R+D intensity: Willingness to invest and stick with new technology
31
Q

Thinking about the growth orientation (1) of a company how might this influence their innovative behaviours?

A

Trott, 2015

  • Some companies are only looking to exploit a short term opportunity
  • Some companies are happy with their size and want to maintain it, particularly family run businesses
  • Some businesses want to grow, which is where innovation provides this opportunity as they are actively planning for the long term
32
Q

What is a company that is said to have really good innovation but not a exceedling that good R&D team?

A

Trott, 2015
- Pfizer, it is frequently cited as delivering exceptional new products but it’s R&D department is not more highly regarded than other firms

33
Q

What are the organisational charactersitcs (5-8) that facilitate the innovation process?

A

Trott, 2015

  1. Acceptance of risks: Willingness to include risk opportunities in a balanced portfolio
  2. Cross-functional cooperation and coordination within organisation structure: Respect among individuals and a willingness to work together across functions
  3. Receptivity: The ability to be aware of, identify and take effective advantage of externally developed technology
  4. Space for creativity: An ability to manage the innovation
34
Q

What are the organisational charactersitcs (9-10) that facilitate the innovation process?

A

Trott, 2015

  1. Strategy towards innovation: Strategic planning selection of technologies and markets
  2. Coordination of a diverse range of skills: Developing a marketable product requires combining a wide range of specialised knowledge
35
Q

Describe the acceptance of risk of organisation charactersitcs:

A

Trott, 2015
- The acceptance of risk is not the willingness to gamble but the willingness to consider carefully the risky opportunities and take them to create a balanced portfolio

36
Q

Describe the types of organisation structures there are:

A
  • Organic/flexible structures: These are structures that have the absence of formality
  • Mechanistic structures: Long chains of rigid command and rigid work methods
37
Q

Looking at organisation type which is more suited for innovation?

A

Trott, 2015
- Organic organisations are more suited for innovation as they are more openly communicative and are more loosely controlled

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