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CHAP5_PRODUCT-MANAGEMENT.pptx

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Deusah Ezrah
Deusah Ezrah

difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under consideration has passed all the hurdles so far lacking enough financial and human resources the firm needs a good concept selection procedure oherwise management must guess. approve too many projects difficulties in concept selection is one of the biggets challenges of product management. what if every project under considerati

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GROUP 5 FINDING AND SOLVING CUSTOMERS PROBLEMS
FIGURE 5.1 PROBLEM BASED CONCEPT GENERATION INTERNAL RECORDS The most common source of needs and problems comes from an organizations routine contacts with customers and others in the marketplace. DIRECT INPUTS FROM TECHNICAL AND MARKETING DEPARTMENTS Understanding about end users and other stakeholders also lies in the minds of marketing and technical people. PROBLEM ANALYSIS It seems that every history of an industry, a business firm, or a famous business-person cites some key time when a new good or service capitalized on a problem that others didnt sense or appreciate.
FIGURE 5.2 PROBLEM ANALYSIS APPLIED TO THE SMARTPHONE PROBLEM ANALYSIS PROCEDURE There are several variations in problems analysis. But one commonly used procedure is REVERSE BRAINSTORMING participants generate a list of key problems with the product currently in use, then group and prioritize these such that product development can focus on addressing the most important problems. The general approach is the following: STEP ONE Determine the appropriate product or activity category for exploration. This has already been done if the product innovation charter has a use, user, or product category dimension in the focus statement.
STEP TWO Identify a group of heavy product users or activity participants within that category. STEP THREE Gather from these heavy users or participants a set of problems associated with the category. Study the entire system of product use or activity. FIGURE 5.3 THE BOTHER SOMENESS TECHNIQUE OF SCORING PROBLEMS STEP FOUR Sort and rank he problems according to their severity or importance.
METHODOLOGIES TO USE The generalized structure of problem analysis still contains the question of how to gather the list of customer problems. EXPERTS We have already mentioned going to the expert-using them as surrogates for end users based on their experience in the category under study. PUBLISHED SOURCES Also as mentioned earlier, published sources are frequently useful-industry studies, the firms own past studies on allies subjects, government reports, investigations by social critics, scientific studies in universities and many others.
STAKEHOLDER-CONTACTS The third, and most productive, is to seek out the Voice of the Customer (VOC) INTERVIEWING The most common method by far is direct, one-on-one interviewing. FOCUS GROUPS IS designed to yield the exploratory and depth-probing type of discussion required, and it can be easy and inexpensive to set up and use. OBSERVATION Are rooted in sociological studies, and involve watching customers (or noncustomers) using products in their own environments.
ROLE PLAYING though role playing has long been used in psychology to enhance creativity, there is little evidence of its successful use in generating ideas for new products. PROBLEM ANALYSIS IN ACTION - Problem Analysis is critical to identification of newly emerging problems and continued improvement. SCENARIO ANALYSIS Comes into play because the ideal problem for us to find is one that customers or end users dont know they have at this time.
FIGURE 5.4 THE RELEVANCE TREE FORM OF DYNAMIC LEAP SCENARIO LEAP STUDIES Can be static or dynamic. In dynamic leap studies the focus is on what changes must be made between now and then if the leap scenario is to come about-the interim time period is the meaningful focus In static lead there is no concern about how we get there. WILD CARDS one assesses the likelihoods of occurrence of the identified events and investigates the threats or new product opportunities they suggest.
Scenario analyses lead to great learning and insights, but are hard to do well. Several guidelines have been suggested for conducting a good scenario analysis: 1. KNOW THE NOW - The participants must have a good understanding of the current situation and its dynamics, otherwise the future they envision will not be realistic or useful for idea generation 2. KEEP IT SIMPLE Participants will likely have difficulty understanding really complex scenarios. 3. BE CAREFUL WITH SELECTING GROUP MEMBERS - A group of about six, with contrasting or complementary viewpoints and prior experiences, work best. 4. DO AN 8 TO 10-YEAR PROJECTION Too far out, and the participants are guessing. Not far enough out, and the respondents will just extend whatever is going on now. 5. PERIODICALLY SUMMARIZE PROGRESS This keepa the group on tract and avoids contradictions. 6. COMBINE THE FACTORS CAUSING CHANGES Scenarios should not be determined by jusy one factor. 7. CHECK FIT or consistency at the end. 8. Once you have done the scenario analysis, PLAN TO USE IT SEVERAL TIMES. These can be expensive. 9. REUSE THE GROUP The more scenario analyses they do, the more the enjoy the task, and the better they get at it.
Very interesting facts! This is where you section ends. Duplicate this set of slides as many times you need to go over all your sections.
GROUP CREATIVITY New products people use individual problem-solving effort, but manny think that group creativity is more effective. BRAINSTORMING Brainstorming techniques have been around so long, they are widely abused and misused. BRAINSKETCHING Participants draw their ideas rathet than expressing them in words. SPEEDSTORMING It is described as a round-robin format, similar to speed-dating, in which participants pair off and discuss a topic for a three- to five-minute round. ELECTRONIC BRAINSTORMING AND COMPUTER-ASSISTED CREATIVITY TECHNIQUES Electronic Brainstorming is a form of brainstorming assisted by group support system (or GSS) software, is said to overcome these limitations of traditional brainstorming, as it allows participants to all answer at once, and also to answer anonymously.
ONLINE COMMUNITIES Online communities ( or virtual communities) have revolutionized customer information gathering. An online community can be defined as any group that interacts using a communication medium such as online social networking. DISCIPLINE PANEL Several of todays leading new products consulting firms believe creativity groups should actually work on a problem, not just talk about it, particularly in situations calling for significant innovation. Their approach is to assemble experts from all relevant discipline and have them dic=scuss the problem as a discipline panel.
And this is a timeline. 1999 Lorem ipsum dolor sit amet, consectetuer adipiscing elit. 2005 Lorem ipsum dolor sit amet, consectetuer adipiscing elit. 2015 Lorem ipsum dolor sit amet, consectetuer adipiscing elit. 2019 2022 Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Lorem ipsum dolor sit amet, consectetuer adipiscing elit.
Presenting a website or an app? If you are presenting a website, an internet product or an app, you can place a screenshot of it here.
Presenting a website or an app? If you are presenting a website, an internet product or an app, you can place a screenshot of it here.
Thank you! Do you have any questions? hello@mail.com 555-111-222 mydomain.com
Certificate of Completion Anna Smith. You have successfully completed This course. Congratulations! Date Signature 03/05/2023
Today is Monday April 3rd. Announcemen ts Quote of the Day Would you rather Check List Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Aenean commodo ligula eget dolor. Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Aenean commodo ligula eget dolor. Aenean massa. Do the best you can until you know better. Then when you know better, do better. Something here. Something else here And a third thing here. Duplicate the check mark. And the check boxes. Maya Angelou
Credits. Presentation Template: 際際滷sMania Sample Images: Unsplash Fonts used in this presentation: Happy Monkey and Londrina Solid.

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CHAP5_PRODUCT-MANAGEMENT.pptx

  • 2. FIGURE 5.1 PROBLEM BASED CONCEPT GENERATION INTERNAL RECORDS The most common source of needs and problems comes from an organizations routine contacts with customers and others in the marketplace. DIRECT INPUTS FROM TECHNICAL AND MARKETING DEPARTMENTS Understanding about end users and other stakeholders also lies in the minds of marketing and technical people. PROBLEM ANALYSIS It seems that every history of an industry, a business firm, or a famous business-person cites some key time when a new good or service capitalized on a problem that others didnt sense or appreciate.
  • 3. FIGURE 5.2 PROBLEM ANALYSIS APPLIED TO THE SMARTPHONE PROBLEM ANALYSIS PROCEDURE There are several variations in problems analysis. But one commonly used procedure is REVERSE BRAINSTORMING participants generate a list of key problems with the product currently in use, then group and prioritize these such that product development can focus on addressing the most important problems. The general approach is the following: STEP ONE Determine the appropriate product or activity category for exploration. This has already been done if the product innovation charter has a use, user, or product category dimension in the focus statement.
  • 4. STEP TWO Identify a group of heavy product users or activity participants within that category. STEP THREE Gather from these heavy users or participants a set of problems associated with the category. Study the entire system of product use or activity. FIGURE 5.3 THE BOTHER SOMENESS TECHNIQUE OF SCORING PROBLEMS STEP FOUR Sort and rank he problems according to their severity or importance.
  • 5. METHODOLOGIES TO USE The generalized structure of problem analysis still contains the question of how to gather the list of customer problems. EXPERTS We have already mentioned going to the expert-using them as surrogates for end users based on their experience in the category under study. PUBLISHED SOURCES Also as mentioned earlier, published sources are frequently useful-industry studies, the firms own past studies on allies subjects, government reports, investigations by social critics, scientific studies in universities and many others.
  • 6. STAKEHOLDER-CONTACTS The third, and most productive, is to seek out the Voice of the Customer (VOC) INTERVIEWING The most common method by far is direct, one-on-one interviewing. FOCUS GROUPS IS designed to yield the exploratory and depth-probing type of discussion required, and it can be easy and inexpensive to set up and use. OBSERVATION Are rooted in sociological studies, and involve watching customers (or noncustomers) using products in their own environments.
  • 7. ROLE PLAYING though role playing has long been used in psychology to enhance creativity, there is little evidence of its successful use in generating ideas for new products. PROBLEM ANALYSIS IN ACTION - Problem Analysis is critical to identification of newly emerging problems and continued improvement. SCENARIO ANALYSIS Comes into play because the ideal problem for us to find is one that customers or end users dont know they have at this time.
  • 8. FIGURE 5.4 THE RELEVANCE TREE FORM OF DYNAMIC LEAP SCENARIO LEAP STUDIES Can be static or dynamic. In dynamic leap studies the focus is on what changes must be made between now and then if the leap scenario is to come about-the interim time period is the meaningful focus In static lead there is no concern about how we get there. WILD CARDS one assesses the likelihoods of occurrence of the identified events and investigates the threats or new product opportunities they suggest.
  • 9. Scenario analyses lead to great learning and insights, but are hard to do well. Several guidelines have been suggested for conducting a good scenario analysis: 1. KNOW THE NOW - The participants must have a good understanding of the current situation and its dynamics, otherwise the future they envision will not be realistic or useful for idea generation 2. KEEP IT SIMPLE Participants will likely have difficulty understanding really complex scenarios. 3. BE CAREFUL WITH SELECTING GROUP MEMBERS - A group of about six, with contrasting or complementary viewpoints and prior experiences, work best. 4. DO AN 8 TO 10-YEAR PROJECTION Too far out, and the participants are guessing. Not far enough out, and the respondents will just extend whatever is going on now. 5. PERIODICALLY SUMMARIZE PROGRESS This keepa the group on tract and avoids contradictions. 6. COMBINE THE FACTORS CAUSING CHANGES Scenarios should not be determined by jusy one factor. 7. CHECK FIT or consistency at the end. 8. Once you have done the scenario analysis, PLAN TO USE IT SEVERAL TIMES. These can be expensive. 9. REUSE THE GROUP The more scenario analyses they do, the more the enjoy the task, and the better they get at it.
  • 10. Very interesting facts! This is where you section ends. Duplicate this set of slides as many times you need to go over all your sections.
  • 11. GROUP CREATIVITY New products people use individual problem-solving effort, but manny think that group creativity is more effective. BRAINSTORMING Brainstorming techniques have been around so long, they are widely abused and misused. BRAINSKETCHING Participants draw their ideas rathet than expressing them in words. SPEEDSTORMING It is described as a round-robin format, similar to speed-dating, in which participants pair off and discuss a topic for a three- to five-minute round. ELECTRONIC BRAINSTORMING AND COMPUTER-ASSISTED CREATIVITY TECHNIQUES Electronic Brainstorming is a form of brainstorming assisted by group support system (or GSS) software, is said to overcome these limitations of traditional brainstorming, as it allows participants to all answer at once, and also to answer anonymously.
  • 12. ONLINE COMMUNITIES Online communities ( or virtual communities) have revolutionized customer information gathering. An online community can be defined as any group that interacts using a communication medium such as online social networking. DISCIPLINE PANEL Several of todays leading new products consulting firms believe creativity groups should actually work on a problem, not just talk about it, particularly in situations calling for significant innovation. Their approach is to assemble experts from all relevant discipline and have them dic=scuss the problem as a discipline panel.
  • 13. And this is a timeline. 1999 Lorem ipsum dolor sit amet, consectetuer adipiscing elit. 2005 Lorem ipsum dolor sit amet, consectetuer adipiscing elit. 2015 Lorem ipsum dolor sit amet, consectetuer adipiscing elit. 2019 2022 Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Lorem ipsum dolor sit amet, consectetuer adipiscing elit.
  • 14. Presenting a website or an app? If you are presenting a website, an internet product or an app, you can place a screenshot of it here.
  • 15. Presenting a website or an app? If you are presenting a website, an internet product or an app, you can place a screenshot of it here.
  • 16. Thank you! Do you have any questions? hello@mail.com 555-111-222 mydomain.com
  • 17. Certificate of Completion Anna Smith. You have successfully completed This course. Congratulations! Date Signature 03/05/2023
  • 18. Today is Monday April 3rd. Announcemen ts Quote of the Day Would you rather Check List Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Aenean commodo ligula eget dolor. Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Aenean commodo ligula eget dolor. Aenean massa. Do the best you can until you know better. Then when you know better, do better. Something here. Something else here And a third thing here. Duplicate the check mark. And the check boxes. Maya Angelou
  • 19. Credits. Presentation Template: 際際滷sMania Sample Images: Unsplash Fonts used in this presentation: Happy Monkey and Londrina Solid.