TAILIEUCHUNG - New Products Management - CHAPTER 10 THE FULL SCREEN
Tham khảo tài liệu 'new products management - chapter 10 the full screen', kinh doanh - tiếp thị, tiếp thị - bán hàng phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | CHAPTER 10 THE FULL SCREEN McGraw-Hill/Irwin Copyright ©2006 The McGraw-Hill Companies, Inc. All right reserved. The Full Screen A step often seen as a necessary evil, yet very powerful and with long-lasting effects. Forces pre-technical evaluation, and summarizes what must be done. Methods range from simple checklists to complex mathematical models. Purposes of the Full Screen To decide whether technical resources should be devoted to the project. Feasibility of technical accomplishment -- can we do it? Feasibility of commercial accomplishment -- do we want to do it? To help manage the process. Recycle and rework concepts Rank order good concepts Track appraisals of failed concepts To encourage cross-functional communication. Screening Alternatives Judgment/Managerial Opinion Concept Test followed by Sales Forecast (if only issue is whether consumers will like it) Scoring Models A Simple Scoring Model Answer: Go boating. Figure Source of Scoring Factor Models Figure A Scoring Model for Full Screen Note: this model only shows a few sample screening factors. Factor Score (1-5) Weight Weighted Score Technical Accomplishment: Technical task difficulty Research skills required Rate of technological change Design superiority assurance Manufacturing equipment. Commercial Accomplishment: Market volatility Probable market share Sales force requirements Competition to be faced Degree of unmet need. Figure The Scorers Scoring Team: Major Functions (marketing, technical, operations, finance) New Products Managers Staff Specialists (IT, distribution, procurement, PR, HR) Problems with Scorers: May be always optimistic/pessimistic May be "moody" (alternately optimistic and pessimistic) May always score neutral May be less reliable or accurate May be easily swayed by the group May be erratic IRI (Industrial Research institute) Scoring Model Technical success factors: Proprietary Position Competencies/Skills Technical Complexity Access to and Effective Use of External Technology Manufacturing Capability Commercial success factors: Customer/Market Need Market/Brand Recognition Channels to Market Customer Strength Raw Materials/Components Supply Safety, Health and Environmental Risks Source: John Davis, Alan Fusfield, Eric Scriven, and Gary Tritle, “Determining a Project’s Probability of Success,” Research-Technology Management, May-June 2001, pp. 51-57. Figure Alternatives to the Full Screen Profile Sheet Empirical Model Expert Systems Analytic Hierarchy Process A Profile Sheet Figure Criteria Based on the NewProd Studies Must-Meet Criteria (rated yes/no): Strategic alignment Existence of market need Likelihood of technical feasibility Product advantage Environmental health and safety policies Return versus risk Show stoppers (“killer” variables) Figure Criteria Based on the NewProd Studies (continued) Should-Meet Criteria (rated on scales): Strategic (alignment and importance) Product advantage (unique benefits, meets customer needs, provides value for money) Market attractiveness (size, growth rate) Synergies (marketing, distribution, technical, manufacturing expertise) Technical feasibility (complexity, uncertainty) Risk vs. return (NPV, IRR, ROI, payback) Figure (cont’d.) Analytic Hierarchy Process (AHP) Figure Abbreviated Output from AHP Figure
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