STAGES A set of informaon gathering stages followed by GOKILL Decision Gates

Stages a set of informaon gathering stages followed

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STAGES: A set of informa'on gathering stages followed by GO/KILL Decision Gates. Each stage is undertaken in a parallel way by a cross func'onal team, there are no speciYc R&D, Marke'ng departments that own each stage. GATES: A prescribed list of deliverables with a set of criteria. It is a decision, whether to GO/KILL/HOLD or RECYCLE a plan. It approves or declines a plan, this decision is based on readiness and business ra'onale. If the plan is GO, resource commitments are made. Project Selec2on Scorecard: 1. Strategic Dt and importance , alignment with business strategy. 2. Product and compe;;ve advantage , does it deliver Unique beneYts? Does it oXer value for money, is it diXeren'ated, will it get posi've feedback? 3. Market Agrac;veness : Size, growth and future poten'al, margins earned by others in the market, compe''veness and intenseness. 4. Project leverages Core competencies and strengths. 5. Technical feasibility 6. Financial Reward verses Risk. WEEK 3: BUSINESS STRATEGY, CAPABILITIES, PIT & ROADMAPS Diierent Strategy Types APPLE = The need seekers: Ac'vely and directly engages customers to capture their unar'culated needs. Advantaged products and services, open to external ideas from customers, compe'tors, suppliers. Directly generated deep customer insights and analy'cs. Main focus is on customers, and the design of a product that responds to customers priori'es. SAMSUNG = The market readers: Monitors customers and compe'tors. Focuses on crea'ng value through change and being fast followers of proven concepts. Products customized to local markets and geographies. Contains suppler/partner engagement. Market readers conduct market research heavily, gathers compe''ve intelligence and brings the product to the market quickly.
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MICROSOFT = The technology drivers: Follows direc'on suggested by companies technology capabili'es. Invests in R&D to drive breakthrough innova'on and change. Developing low cost products. Has detailed understanding of emerging technologies and trends and scouts for these technologies whilst analysing the trends. This strategy tests the product rigorously for quality and requires feedback from the customer. PIT (PRODUCT INNOVATION & TECHNOLOGY) STRATEGY Business strategy relates to what the business wants to do, where it should go and how it should get there. It incorporates vision, mission, objec'ves, tac'cs, resources required, milestones and steps, who is responsible for making it happen, the risks and other external factors that need to be tracked. E.G. PHILLIPS Vision: Improving people’s lives through meaningful innova'on. Mission: At Philips, we strive to make the world healthier and more sustainable through innova'on. Our goal is to improve the lives of 3 billion people a year by 2025. We will be the best place to work for people who share our passion. Together we will deliver superior value for our customers and shareholders PIT Strategy deYnes objec'ves and the strategic arenas for innova'on for the business. Helps uncover opportuni'es to focus on. Guides new product development direc'on and helps steer
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  • Three '17
  • Marketing, new product development, Strategic business unit, Nico Li

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