6 Company culture Managements value system which drive the means and ways of

6 company culture managements value system which

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6. Company culture: Managements value system which drive the means and ways of product development thinking and collabora'on with customers and suppliers. 7. Metrics: WEEK 2: THE NPD PROCESS One of the most enduring and signiYcant factors for sustained NPD success STAGEGATE Process is a conceptual and opera'onal map. It is a blueprint for managing the NPD Process to improve its eXec'veness and eKciency. It essen'ally maps out what needs to be done, as well as how to do it. It is developed on what causes NP failure such as missing steps and ac'vi'es, poor organisa'onal design and leadership, low quality of execu'on, unreliable data and missed 'melines. STAGE GATE PROCESS: 1) BUSINESS & MARKETING NEEDS, OPPORTUNITIES, GOALS & STRATEGY: PIC Statement 2) DISCOVERY/IDEA GENERATION: Can be done via mul'ple sources: focus groups, ethnography tests, lead user analysis, customer brainstorming, product designs, customer visit teams, customer advisory board. This can give the company insights and trends on the target market. It is called informa'on mining. 3) GATE 1: IDEA SCREEN 4) STAGE 1: SCOPING A CONCEPT: Financial analysis, ini'al requirements, preliminary market assessment 5) GATE 2: 2 ND IDEA SCREEN 6) STAGE 2: BUILD & CONFIRM BUSINESS CASE 7) GATE 3: GO TO DEVELOPMENT 8) STAGE 3 DEVELOPMENT 9) GATE 4: GO TO MARKET TESTING 10) STAGE 4: MARKET TESTING AND VALIDATION: Market test plan and report. 11) GATE 5: GO TO LAUNCH 12) STAGE 5: FULL LAUNCH/COMMERCIALISATION: Execu've marke'ng launch plan, volume forecasts.
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13) STAGE 6: POST LAUNCH REVIEW – TRACK AND LEARN: Measure products Ynancial performance, post evalua'on analysis. Tracking the products performance. 7 Goals of STAGE GATE PROCESS: 1) Quality of execu2on: Focuses on quality of work, doing things right the Yrst 'me, and ensuring the work is complete. Focusing on the important ac'vi'es to inRuence success. 2) Sharper focus and beUer priori2sa2on : Gates and criteria to enter those gates creates priori'sa'on. Ensures projects are ready to be assessed. 3) Fast paced parallel processing with spirals: Spirals ensure feedback and revision is concurred within each stage and learning is facilitated across stages. Processes are managed in a parallel way, not sequen'ally. 4) Cross func2onal team involvement : Commifed team players across various func'ons. Clearly deYned team captain, leader can make decisions. Senior management is trusted. Dedica'on to the project, team is Ruid, team is accountable. 5) Strong market focus with voice of the customer (VOC): Customer involvement across each stage. Focus on customer insights, wants and needs, buying processes, ethnography. Compe''ve assessment, who, what and when?
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6) BeUer front end homework: Improved product deYni'on and business case. Financial and technical needs. 7) Product with compe22ve advantage: Building superiority into products, diXeren'ated and unique, with a compelling value proposi'on.
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  • Three '17
  • Marketing, new product development, Strategic business unit, Nico Li

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