Transcript PENDAHULUAN

MINGGU KE 7:
PENDEKATAN KREATIF
PENGEMBANGAN IDE PRODUK BARU
IDEA GENERATION
IDEA GENERATION PROCESS
SOURCES OF
IDEAS
•Technology
•Market Need/User Resolution
•Production/Service
•Competition/Other Firms
•Channel of Distribution of
Suppliers
•Managers/Employees
•Environmental Change
METHODS OF
IDEA GENERATION
•Direct Search
•Technological Innovation
•Exploratory User Studies
•Facilitating Lead Users
•Integration of Technology
and Marketing
•Creative Methods
•National Policy
•Alliances Acquisition/licencing
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SCREENED NEWPRODUCT IDEAS
•Concept
•Prototype
•Product
IDEA SOURCES (1)
(Urban, 1993)
1.
TECHNOLOGY
NEW TECHNOLOGIES PRESENT NEW OPPORTUNITIES TO MEET CONSUMER
NEEDS AND FILL NEEDS THAT WERE PREVIOUSLY LATENT.
FOR EXAMPLE : INTEGRATED CIRCUIT, SOFTWARE, BIOTECHNOLOGY,
MATERIAL SCIENCE
2.
MARKET NEEDS AND USER SOLUTIONS
THE RECOGNITION OF TECHNOLOGY AS A MAJOR IDEA SOURCE IS CRUCIAL
TO SUCCESS, BUT CUSTOMER AND USER SOLUTIONS ARE EQUALLY IMPORTANT AS A SOURCE OF IDEAS.
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IDEA SOURCES (2)
(Urban, 1993)
3. PRODUCTION AND SERVICE
PRODUCTION IS OFTEN NEGLECTED AS A SOURCE OF INNOVATION. FOR
EXAMPLE, IN THE STUDIES BY MEYERS AND MARQUIS (1969), 20% OF THE
SUCCESSFUL NEW TECHNOLOGICAL PRODUCTS HAD THEIR IDEA SOURCE IN
PRODUCTION.
SERVICE AND GUARANTEE EXPERIENCE ALSO CAN BE THE SOURCE OF NEW
PRODUCTS.
4. COMPETITORS AND THE OTHER FIRMS
THE REASON FOR COMPETITORS’ SUCCESS AND KNOWLEDGE ABOUT THEIR
DEVELOPMENTAL STRATEGIES ARE IMPORTANT INPUTS TO IDEA GENERATION.
NON COMPETITIVE FIRM IN OTHER INDUSTRIES MAY ALSO BE THE SOURCE
OF NEW PRODUCT IDEA.
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METHODS OF GENERATING IDEAS
(Urban, 1993) (1)
DIRECT SEARCH :
•DIRECT CUSTOMER CONTACT TO LEARN ABOUT NEEDS AND OPPORTUNITIES TO
SERVE CUSTOMER BETTER.
*STUDYING TRENS IN MARKETS BASED ON CENSUS DATA AND INDUSTRY REPORTS
AND SECONDARY DATA FOUND IN LIBRARIES.
*COMPETITIVE ACTIVITY CAN BE MONITORED BY A FEEDBACK SYSTEM WHICH A
A COMPETITOR’S SALES PRACTICES, DISTRIBUTION, AND NEW PRODUCTS.
TECHNOLOGICAL INNOVATION :
•EXPLOITING TECHNOLOGY FOR NEW IDEAS REQUIRES A WELL-MANAGED AND
CREATIVE R&D GROUP. THE GROUP MUST SHARE AND GET RELEVANT INFORMATION,
MAKE CORRECT TECHNOLOGICAL FORECASTS, TARGET ITS EFFORT TOWARDS
STRATEGIC MARKETS, AND FUNCTION EFFECTIVELY AS A CREATIVE TEAM WITH
OTER FUNCTIONS IN THE ORGANIZATION.
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METHODS OF GENERATING IDEAS
(Urban, 1993)
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3. EXPLORATORY STUDIES
* A WIDELY USED METHOD OF GAINING A KNOWLEDGE OF CONSUMERS IS
THROUGH FOCUSED GROUP DISCUSSIONS OR WHAT ARE TERMED “FOCUS
GROUPS”. THE GROUP IS USUALLY MADE UP OF 8 TO 10 USERS OF THE PRODUCT.
* THE PURPOSE OF FOCUS GROUPS IS TO LEARN CUSTOMERS’ OPINIONS,
SEMANTIC STRUCTURE, USAGE PATTERN, ATTITUDES, AND BUYING PROCESSES.
* A GREAT ADVANTAGE OF A FOCUS GROUP IS THAT IT ALLOWS AN EARLY CONTACT WITH USERS AND PROVIDES AN IN-DEPTH FEELING FOR THE PRODUCTS
NOW IN THE TARGET MARKET.
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METHODS OF GENERATING IDEAS
(Urban, 1993)
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4. FACILITATING LEAD USER ANALYSIS
USERS NOT ONLY HAVE NEEDS BUT MAY POSSESS SOLUTIONS. RATHER THAN
WAIT FOR THE USERS TO BRING SOLUTIONS TO US, WE COULD EXPEND EFFORT
TO FIND AND FACILITATE THIS PROBLEM-SOLVING PROCESS.
FIRMD WHICH UNDERTAKE A FORMAL LEAD USER ANALYSIS :
A. SPECIFY LEAD USER INDICATORS.
1. FIND A MARKET OR TECHNOLOGICAL TREND AND RELATED MEASURES.
2. DEFINE MEASURES OF POTENTIAL BENEFIT.
B. IDENTIFY LEAD USER GROUPS.
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METHODS OF GENERATING IDEAS
(Urban, 1993)
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C. GENERATE CONCEPTS (PRODUCTS) WITH LEAD USERS.
D. TEST LEAD USER CONCEPTS (PRODUCTS)
5. LINKING MARKETING AND TECHNOLOGY
NEW PRODUCT STRATEGIES SHOULD BE COMPREHENSIVE STRATEGIES BASED
ON BOTH CONSUMER INPUT AND TECHNOLOGY.
THE SUCCES OF A PROACTIVE NEW-PRODUCT STRATEGY IS HIGHLY DEPENDENT
ON A FIRM’S EFFECTIVENESS IN LINKING TECHNOLOGY AND CUSTOMER NEEDS.
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METHODS OF GENERATING IDEAS
(Urban, 1993)
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5. LINKING MARKETING AND TECHNOLOGY
“MARKETING” IN ITS BROADEST SENSE (THE TOTAL FULFILLMENT OF CUSTOMER
NEEDS) MUST BE INTEGRATED CLOSELY WITH TECHNOLOGY AT EVERY STEP IN
THE DESIGN AND ENGINEERING OF NEW PRODUCTS IF RISKS ARE TO BE
REDUCED AND INNOVATION IS TO BE SUCCESSFUL.
THREE MECHANISMS HAVE TYPICALLY BEEN USED BY FIRMS TO SUPPORT STRATEGIES REQUIRING THE INTEGRATION OF MARKETING AND TECHNOLOGY :
(1) FORMAL ORGANIZATIONAL STRUCTURES;
(2) INTERPERSONAL RELATIONS;
(3) ANALYTICAL SUPPORT.
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METHODS OF GENERATING IDEAS
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6. CREATIVE METHODS
* INDIVIDUAL CREATIVITY
* CREATIVE GROUP METHODS
1. BRAINSTORMING
2. MORPHOLOGICAL ANALYSIS
a. EXPLICITLY FORMULATE THE PROBLEM
b. IDENTIFY PARAMETERS
c. LIST ALL POSSIBLE COMBINATIONS OF PARAMETERS
d. EXAMINE FEASIBILITY OF ALL ALTERNATIVES
e. SELECT THE BEST ALTERNATIVES.
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METHODS OF GENERATING IDEAS
(Urban, 1993)
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7. NATIONAL POLICY
ONE MACRO ETHOD IS BASED ON GOVERNMENT SUPPORT.
FOR EXAMPLE : IN JAPAN, MITI HAS FOSTERED MAJOR TECHNOLOGICAL DEVELOPMENT IN STEEL, TEXTILES, AND AUTOS. IN EUROPE, IN THE SAME
DIRECTION, IT IS KNOWN AS EUREKA PROJECT, WHICH FUNDS ALMOST 300
PROJECTS IN NINE ADVANCED TECHNOLOGY AREAS. (E.G SEMICONDUCTORS,
AND HIGH-DEFINITION TV).
8. ALLIANCES, ACQUISITIONS, AND LICENSING
ALLIANCES : THEY MEAN THAT INDIVIDUAL PRIVATE COMPANIES ARE
FORMING CONSORTIA OR ALLIANCES TO GENERATE NEW
PRODUCTS.
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METHODS OF GENERATING IDEAS
(Urban, 1993)
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8. ALLIANCES, ACQUISITIONS, AND LICENSING
TODAY ACQUISITION STRATEGIES REFLECT PRIORITIES THAT REINFORCE
THE FIRM’S CORE TECHNOLOGY AND TARGET MARKET PRESENCE.
OFTEN FULL ACQUISITION IS NOT FEASIBLE OD NOT DESIRABLE. HOWEVER,
THERE IS ANOTHER ALTERNATIVE FOR THE ACQUISITION OF TECHNOLOGY.
LICENSING OF TECHNOLOGY IS AN OPTION THAT GIVES RAPID ACCES TO
PROVEN TECHNOLOGY. THE COST MAY BE HIGH, BUT THE RISKS ARE LOW AND
R&D FUNDS DO NOT NEED TO BE COMMITTED.
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IDEA MANAGEMENT
THERE IS SOME IDEAS AS KEY IDEAS FOR A NEW PRODUCT, BUT MOST OF THE
REMAINING IDEAS WILL NOT HAVE SUFFICIENT POTENTIAL FOR FURTHER
INVESTIGATION.
IF EACH IDEA WERE ADVANCED TO THE DESIGN PHASE COSTS WOULD BE
PROHIBITIVE, THUS WE RETURN TO A MANAGERIAL PROCESS TO SCREEN THE
IDEAS.
THE TWO KEY MANAGERIAL CONCEPTS IN SCREENING IDEAS ARE :
(1)
THE SELECTION PROCESS, AND
(2) HOW MANY IDEAS TO ADVANCE TO THE DESIGN PHASE
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