Dave Leis March 25, 2006 Intuitive Design Inc. New Product Development Progress Prepared for: Company Management Team Current product design shortcomings Poor Design/ Features Dave Leis Unrealistic User Expectations
Download ReportTranscript Dave Leis March 25, 2006 Intuitive Design Inc. New Product Development Progress Prepared for: Company Management Team Current product design shortcomings Poor Design/ Features Dave Leis Unrealistic User Expectations
Dave Leis March 25, 2006 Intuitive Design Inc. New Product Development Progress Prepared for: Company Management Team Current product design shortcomings Poor Design/ Features Dave Leis Unrealistic User Expectations Our opportunity: To address current technology product shortcomings by focusing the design process on consumer needs and priorities: – Experience and interaction – Usability and flexibility 1 Intuitive design Dave Leis Lack of User-Orientation in Product Design Our Solution: To develop and design a set of compelling consumer technology products that make life easier, more enjoyable, and more comfortable through our application of “intuitive design” 2 Capitalizing on the opportunity Too Little Prioritization/ Lack of Focus Dave Leis Too Little Creativity/ Lack of Ideation Requirement for Success: Develop and pursue a disciplined process to: – generate a set of innovative consumer product ideas – prioritize opportunities – bring products to market that deliver significant value to customers and our business 3 Our New Product Development (NPD) Process 0 Dave Leis Strategic Parameter Setting Concept Attractiveness Gate 1 Opportunity Discovery 4 Design 2 Concept Sketching 5+ Concept Resonance Gate 1 Concept Reasonability Gate 2-3 Go-toMarket Gate 5 Testing & Fine-tuning 3 1 Market & Technical Feasibility Concept Viability Gate 1-2 Project Review 6 Market Launch 1 4 Iterative and simultaneous NPD processes 0 Dave Leis 1 2 Recycled Ideas 0 1 2 3 4 Iteration Recycled Ideas 0 1 2 3 4 5 6 Time Once we get the NPD process off the ground, we will work to have a number of simultaneous processes to fuel our product funnel 5 Step 0: Strategy Design Dave Leis 0 Strategy Design Stage Objectives Refine strategy – Select priority market and/or customer segment to address Define relevant parameters and constraining factors from senior management team Select and recruit steering committee members and provocative thinkers to help drive concept development Key Principles Incorporate thoughts from multiple sources and provide the opportunity and time to contribute ideas Make decisions across all opportunities and try to maximize ROI but take risks to provide upside opportunity While we will continue to refine and tailor our strategy, it is equally important for us to begin to live the NPD process 6 Step 1: Opportunity Discovery Dave Leis 1 Opportunity Discovery Stage Objectives Capture as many creative ideas as possible Quickly narrow to a reasonable set of most attractive ideas Key Activities Gather/ develop ideas – Review existing idea bank – Examine current and emerging consumer pain points – Examine industry disruptions – Examine of alternative future scenarios – Cross-pollination (to identify ideas) Innovative solution brainstorming and breakthrough idea development 5+ options Tools & Approaches Idea stimulators – Idea bank – Mine mapping – Customer wish list – Brainstorming Criteria Must Meet: – Does the idea address a specific and compelling customer need? – Does the problem have sufficient size to generate an attractive business ($10M+ market)? Should Meet: – Does it provide a high growth opportunity (>10% growth rate for next 5 years)? 7 Making products usable Dave Leis Non User-Centric Design It is critical to keep the user and usability in mind from the beginning of the process 8 Step 2: Concept Sketching Dave Leis Concept Reasonability Gate 2 5+ options Stage Objectives Identify and sketch reasonable options to pursue Concept Sketching Key Activities Identify potential lead customers Outline customer benefits, target segments, and prevalence of issue Develop list of prototype ideas Examine existing innovative solutions in the market Cross-pollination (to find solutions to opportunities) Preliminary feasibility assessment – Technical – Legal – Regulatory 2-3 options Tools & Approaches Concept development – Product immersion – Quality function deployment – Preliminary solution sketches Initial prototyping and design catalyst introduction Preliminary secondary research Table lower priority ideas back to idea bank Criteria Must Meet: – Is a unique and attractive solution to the problem reasonable? Should Meet: – Is the solution likely technically achievable? – Is it aligned with the stated company strategy? 9 Step 3: Market & Technical Feasibility 3 2-3 options Stage Objectives Determine viability of producing a successful product to an attractive market Dave Leis Concept Viability Gate Market & Technical Feasibility Key Activities Business plan development – Target customer – Market sizing and growth rate assessment – Price point – Market share – Business model – Differentiation Technical options development – Major design concepts – Potential materials – Production viability Cross-functional coordination with sales, marketing, and production 1-2 options Tools & Approaches Criteria High-level Business Must Meet: Design Outlining – Is there a clear product Concept testing with and project definition? potential customers – Is solution feasible? Significant primary – Will customers likely pay and secondary for the product? research on priority – Can we achieve 25% IRR? ideas – Is potential revenue large enough relative to risk and other opportunities? Should Meet: – Is it practical to produce at an acceptable price point for the market? 10 Step 4: Design Dave Leis Concept Resonance Gate 4 1-2 options Stage Objectives Develop a compelling product with differentiated features that is attractive to relevant market 1 product Design Key Activities Development of marketable solution – Prototype iteration – Materials selection – International requirements Review concepts with lead customers Organizational preparation – Production launch – Marketing program development – Identify supplier options Tools & Approaches Industrial design User interface design Ergonomic design Lab testing Criteria Must Meet: – Does the solution address the identified pain points? – Has the product passed lab tests? Should Meet: – Can the solution deliver 20%+ margins? 11 Market testing Dave Leis Resistance to Customer Input & Testing Fine-tuning the product with actual customers improves the likelihood of product success 12 Step 5: Testing & Fine-tuning Dave Leis Go-to-Market Gate 5 1 product Stage Objectives Ensure proper product feature & functionality as well as market positioning and business model final design Testing & Fine-tuning Key Activities Customer beta test and manufacturing process tests Test willingness to purchase product at target price point Feature/ design optimization Tactics development – Marketing program tactics development – Select suppliers – Define production process Tools & Approaches Test and Learn Field trials Real-time customer feedback Trial sales Criteria Must Meet: – Customer confirmation of effective solution? – Do customers indicate interest in purchasing the product? – Can we product the product profitably? – Do we have the right operational and organizational infrastructure in place to ensure success? 13 Step 6: Market Launch Dave Leis Project Review Successful Product & Improved Future Process 6 final design Stage Objectives Complete final activities required to seamlessly get product into the customers hands Market Launch Key Activities Production start Launch and sale support – Final training – Market education – Marketing Tools & Approaches Performance management Criteria Must Meet – Post mortem analysis – Incorporatio n of learnings 14 Wrap-up Questions? 15