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
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Transcript 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?
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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