using marketing in high technology product & service development dr. alan carsrud fiu center for...
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Using Marketing in High Technology Product & Service
Development
Dr. Alan Carsrud
FIU Center for Global Entrepreneurship and Innovation
Overview of the Stage Gate Process
Sta
ge V
: P
rodu
ctio
n an
d M
arke
t Lau
nch
Adapted from the Stage Gate process by Robert J. CooperS
tage
IV
: Tes
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an
d V
alid
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Sta
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II:
Dev
elop
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Sta
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I: D
etai
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Inve
stig
atio
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Sta
ge I
: P
reli
min
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Inve
stig
atio
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Idea
Gen
erat
ion
Detailed Investigation
Adapted from the Stage Gate process by Robert J. Cooper
Sta
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I: D
etai
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Inve
stig
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Sta
ge I
: P
reli
min
ary
Inve
stig
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Idea
Gen
erat
ion
Key Activities
Market Analysis
Competitive Analysis
User Needs & Wants
Study
Customer Wish List:
Product Rqmts
Technical Assessment: Translation
Technically Feasible
Concept(s)
Mfg Costs/ Production
NeedsProject Plan: Development, Test, Marketing & Production
Financial Justification: Financial, Risk, Business Justification
Product Definition: Target Market, Concept, Position & Benefits Requirements & Specs
Expected Sales
Financial Analysis
Concept Test:
Purchase Intent
Identify User Needs & Wants
• Gather raw data– Interviews– Focus Groups– Observation
• Interpret raw data– Affinity Diagram– Needs Statements
• Organize needs & establish importance – Surveys– Conjoint Analysis
Karl T. Ulrich and Steven D. Eppinger2nd Edition, Irwin McGraw-Hill, 2000.
UnhappyCustomers
HappyCustomers
Never TriedProduct
PreferCompetitors
LeadUsers
Male
Female
Children
Tra
ditio
nal D
emog
raph
ic
Seg
men
tatio
n
Non-Traditional Segmentation
Gather Raw Data-Interview Segmentation
Mark Martin,Acting Assistant ProfessorStanford University, 2000
Number of Custom ers Interview ed
0%
20%
40%
60%
80%
100%
5 10 15 20 25 30
Percent of NeedsIdentified
G riffin & H auser 1993
* Per major market segment
How many interviews are needed? *
Focus Groups
• Two hours of one-on-one interviews = Two-hour focus group *
• Focus groups can cause “group-think”– Participants agree with a question in focus
group– Participants give opposing answers when asked
individually
* Silver & Thompson 1991
Interviews vs.Focus Groups
From: Griffin, Abbie and John R. Hauser. “The Voice of the Customer”, Marketing Science. vol. 12, no. 1, Winter 1993.
One-on-One Interviews (1 hour)
Focus Groups (2 hours)
0 1 2 3 4 5 6 7 8 9 10
0
20
40
60
80
100
Per
cen
t o
f N
eed
s Id
enti
fied
Number of Respondents or Groups
Interpret Raw Data :Screwdrivers Example
Affinity Diagram (a.k.a. KJ diagram)
• Organizes subjective information
• Example: Group the following CR’s• “ease of handling” “portability”
• “number readability” “dose metering”
• “load handling” “ease of use”
Five Guidelines for Writing Needs Statements
Guideline Customer Statement Need Statement-Wrong Need Statement-Right
What NotHow
Specificity
PositiveNot
Negative
Attributeof the
Product
Avoid“Must”
and“Should
“Why don’t you putprotective shields aroundthe battery contacts?”
“I drop my screwdriver allthe time.”
“It doesn’t matter if it’sraining, I still need towork outside onSaturdays.”
“I’d like to charge mybattery from my cigarettelighter.”
“I hate it when I don’tknow how much juice isleft in the batteries of mycordless tools.”
The screwdriver batterycontacts are covered bya plastic sliding door.
The screwdriver batteryis protected fromaccidental shorting.
The screwdriver isrugged.
The screwdriveroperates normally afterrepeated dropping.
The screwdriver is notdisabled by the rain.
The screwdriveroperates normally inthe rain.
An automobile cigarettelighter adapter cancharge the screwdriverbattery.
The screwdriver batterycan be charged from anautomobile cigarettelighter.
The screwdriver shouldprovide an indication ofthe energy level of thebattery.
The screwdriverprovides an indicationof the energy level ofthe battery.
Things to Remember
• Capture “What, Not How”• Collect visual, verbal, and textual data• Props will stimulate customer responses• Interviews are more efficient than focus groups• Interview all stakeholders and lead users• Develop an organized list of need statements• Look for latent needs• Survey to quantify tradeoffs
Translating CR’sinto Technical
Specs
PHASE I QFD -- Portable Slide ProjectorEngineering Metrics
Customer Requirements Cu
sto
mer
Weig
hts
Bri
gh
tness
Weig
ht
Dim
en
sion
s (g
irth
+ w
idth
)
Tim
e/T
ask
s re
qu
ired
to s
tart
pre
sen
tati
on
Dis
tort
ion
Dis
tan
ce f
rom
pre
sen
ter
(wit
h 3
' x
3' p
roje
ctio
n)
Tim
e t
o i
nse
rt/p
ull
-ou
t sl
ide
Att
ract
ive p
rod
uct
Good image 9 9 9Easy to transport 9 9 9Device sets up quickly 9 3 1 9 3 3Works well for short present. 9 1 3 3 3Keeps present. flowing 1 3 3 9Image visible in bad conditions 3 9 3Minimizes unplanned interruptions 1 3 1 9Design makes the product attractive 3 3 3 9
Raw score
10
8
11
7
10
8
11
4
90
58
72
27
Relative Weight 1
6%
17
%
16
%
16
%
13
%
8%
10
%
4%
Customer Needs •Good image•Easy to transport•Keeps present. flowing•Image visible in bad conditions•Minimizes unplanned interruptions•Design makes the product attractive•Device sets up quickly•Works well for short present.
Engineering Metrics•Brightness•Weight•Dimensions (girth + width)
•Time/Tasks required to start present.•Distortion•Distance from presenter •Time to insert/pull-out slide•Attractive product
Portable Slide Projector
Example
Mark Martin, 2000
QFD Matrix Example
Engineering Metrics
Customer Requirements Cus
tom
er W
eigh
ts
Brig
htne
ss
Wei
ght
Dim
ension
s (g
irth
+ w
idth
)
Tim
e/Tas
ks req
uire
d to
sta
rt p
rese
ntat
ion
Disto
rtio
n
Dista
nce
from
pre
sent
er (w
ith
3' x
3' p
roje
ctio
n)
Tim
e to
inse
rt/p
ull-ou
t slid
e
Attra
ctiv
e pr
oduc
t
Good image 9 9 9Easy to transport 9 9 9Device sets up quickly 9 3 1 9 3 3Works well for short present. 9 1 3 3 3Keeps present. flowing 1 3 3 9Image visible in bad conditions 3 9Minimizes unplanned interruptions 1 3 1 9Design makes the product attractive 3 3 3 9
Raw score
108
117
108
114
81 58 72 27
Relative Weight 16
%
17%
16%
17%
12%
8% 11%
4%
Phase I -
Portable Slide Projector
Part Characteristics
Engineering Metrics Ph
ase
I R
ela
tive
Weig
hts
Top c
ase
Bott
om
case
Lens
Condense
rS
tand
Heat
sink
Lam
p
Brightness 16% 9 9 1 9Weight 17% 9 9 1 1 3Dimensions (girth + width) 16% 9 9 3 9 1 3 3Time/ Tasks required to start presentation 16% 3 3Distortion 13% 9 9 1 1Distance from presenter (with 3' x 3' projection) 8% 9 9 9Time to insert/ pull-out slide 10% 3 1Attractive product 4% 9 9 9
Raw score 3
.6
3.3
4.4
4.9
1.1
1.3
2.7
Rel. Weight 1
7%
15%
21%
23%
5%
6%
13%
Rank 3 4 2 1 7 6 5
Phase II -
Portable Slide Projector
% Worth of components
Concept DevelopmentFunnel
concept generation
concept screening
concept scoring
concept testing
Clarify the Problem
Generate Product Concepts
Select Product Concept
• Concept Screening• Concept Scoring
Search Externally
Search Internally
• Existing Concepts • New Concepts
Reflect on the Process
• Continous ImprovementKarl T. Ulrich and Steven D. Eppinger
2nd Edition, Irwin McGraw-Hill, 2000.
Concept Generation Exercise:Vegetable Peelers
Vegetable Peeler Exercise:Voice of the Customer
• "Carrots and potatoes are very different."• "I cut myself with this one."• "I just leave the skin on."• "I'm left-handed. I use a knife."• "This one is fast, but it takes a lot off."• "How do you peel a squash?"• "Here's a rusty one."
Clarify the Problem:Key Customer Needs
1. The peeler can be used for a variety of produce.
2. The peeler can be used ambidextrously.
3. The peeler creates minimal waste.
4. The peeler saves time.
5. The peeler is durable.
6. The peeler is easy to clean.
7. The peeler is safe to use and store.
8. The peeler is comfortable to use.
9. The peeler stays sharp or can be easily sharpened.
External Search
• Lead Users– Benefit from improvement
– Innovation source
• Benchmarking– Competitive products
• Experts– Technical experts
– Experienced customers
• Patents– Search related inventions
• Literature– Technical journals
– Trade literature
Internal Search
• Suspend judgment• Generate a lot of ideas• Infeasible ideas are welcome• Use graphical and physical media• Make analogies• Use related stimuli• Use unrelated stimuli• Set quantitative goals• Trade ideas in a group
Concept SelectionProcess
• Prepare the Matrix– Criteria– Reference Concept– Weightings
• Rate Concepts– Scale (+ – 0) or (1–5)– Compare to Reference Concept or Values
• Rank Concepts– Sum Weighted Scores
• Combine and Improve– Remove Bad Features– Combine Good Qualities
• Select Best Concept– May Be More than One or None– Beware of Average Concepts
Example: Concept Screening
CONCEPT VARIANTS
SELECTIONCRITERIA A B C D E F G REF.
Ease of Handling 0 0 – 0 0 – – 0Ease of Use 0 – – 0 0 + 0 0Number Readability 0 0 + 0 + 0 + 0Dose Metering + + + + + 0 + 0Load Handling 0 0 0 0 0 + 0 0Manufacturing Ease + – – 0 0 – 0 0Portability + + – – 0 – – 0
PLUSES 3 2 2 1 2 2 2SAMES 4 3 1 5 5 2 3
MINUSES 0 2 4 1 0 3 2
NET 3 0 –2 0 2 –1 0RANK 1 3 7 5 2 6 4
CONTINUE? Yes Yes No No Yes No Yes
Example: Concept Scoring
ConceptsA DF E G+
Master Cylinder Lever Stop Swash Ring Dial Screw+
Selection Criteria Weight RatingWeighted
Score RatingWeighted
Score RatingWeighted
Score RatingWeighted
Score
Ease of Handling 5% 3 0.15 3 0.15 4 0.2 4 0.2
Ease of Use 15% 3 0.45 4 0.6 4 0.6 3 0.45
Readability of Settings 10% 2 0.2 3 0.3 5 0.5 5 0.5
Dose Metering Accuracy 25% 3 0.75 3 0.75 2 0.5 3 0.75
Durability 15% 2 0.3 5 0.75 4 0.6 3 0.45
Ease of Manufacture 20% 3 0.6 3 0.6 2 0.4 2 0.4
Portability 10% 3 0.3 3 0.3 3 0.3 3 0.3
Total Score
Rank
Continue? No Develop No No
(reference)
2.75
4
3.45
1
3.10
2
3.05
3
Things to Remember
The goal of concept selection is not to
• Select the best concept
The goal of concept selection is to
• Develop the best concept
So remember to combine and refine the concepts to develop better ones!
• Beware of the best "average" product
• Perform concept selection for each different customer group and compare results
• Check sensitivity of selection to the importance weightings and ratings
• May want to use all of detailed requirements in final stages of selection
• Note features which can be applied to other concepts
Things to Remember
Concept Testing
• Define the purpose of the test
• Choose a survey population
• Choose a survey format
• Communicate the concept
• Measure customer response
• Interpret the results
• Reflect on the results and the process
Concept Testingis Used for...
• Go/no-go decisions• What market to be in• Selecting among alternative concepts• Confirming concept selection decision• Benchmarking• Soliciting improvement ideas• Forecasting demand• Ready to launch?
Concept Testing Example:emPower Electric Scooter
Scooter Example
• Purpose of concept test:– What market to be in?
• Sample population: – College students who live 1-3 miles from
campus– Factory transportation
• Survey format:– Face-to-face interviews
Communicating the Concept
• Verbal description• Sketch• Photograph or rendering• Storyboard• Video Simulation• Interactive multimedia• Physical appearance model• Working prototype
Verbal Description
• The product is a lightweight electric scooter that can be easily folded and taken with you inside a building or on public transportation.
• The scooter weighs about 25 pounds. It travels at speeds of up to 15 miles per hour and can go about 12 miles on a single charge.
• The scooter can be recharged in about two hours from a standard electric outlet.
• The scooter is easy to ride and has simple controls — just an accelerator button and a brake.
Sketch
Rendering
Storyboard
3D Solid CAD Model
Appearance Model
Working Prototype
Beta Prototype
Survey Format
• PART 1, Qualification– How far do you live from campus?
• <If not 1-3 miles, thank the customer and end interview>
– How do you currently get to campus from home?
– How do you currently get around campus?
• PART 2, Product Description
– <Present the concept description>
Survey Format
• PART 3, Purchase Intent– If the product were priced according to your
expectations, how likely would you be to purchase the scooter within the next year?
I would definitely not
purchase the scooter.
I might or might not purchase the scooter.
I would definitely purchase the scooter.
I would probably not
purchasethe scooter.
I would probably purchase the scooter.
“top box”“second box”
Survey Format
• PART 4, Comments– What would you expect the price of the scooter to be?
– What concerns do you have about the product concept?
– Can you make any suggestions for improving the product concept?
Interpreting the Results:Forecasting Sales
Q = N x A x P• Q = sales (annual)
• N = number of (annual) purchases
• A = awareness x availability (fractions)
• P = probability of purchase (surveyed)
= Cdef x Fdef + Cprob x Fprob
“second box”“top box”
Forecasting Example:College Student Market
• N = off-campus grad students (200,000)
• A = 0.2 (realistic) to 0.8 (every bike shop)
• P = 0.4 x top-box + 0.2 x second-box
• Q = 200,000 x 0.20 x [0.4 x 0.3 + 0.2 x 0.2]
= 6400 units/yr
• Price point $795
• Revenue = 5 million dollars
Forecasting Example:Factory Transport Market
• N = current bicycle and scooter sales to factories (150,000)
• A = 0.25 (single distributor’s share)
• P = 0.4 x top-box + 0.2 x second-box
• Q = 150,000 x 0.25 x [0.4 x 0.3 + 0.2 x 0.2]
= 6000 units/yr
• Price point $1500
• Revenue = 9 million dollars
emPower’s Market Decision: Factory Transportation
Sources of Forecast Error
• Quality of Concept Description
• Quality of Testing Method– Concept testing v. conjoint analysis
• Pricing
• Level of Promotion
• Word-of-Mouth Effects
• Competition
Discussion
• Why do respondents typically overestimate purchase intent? Would they ever underestimate intent?
• How to use price in surveys?• How much does the way the concept is
communicated matter?– When shouldn’t a prototype model be shown?
• How does early (qualitative) concept testing differ from later (quantitative) testing?
How to get to the next stage
• Similar gate process but more detailed than stage 1– Does it fit with the corporate strategy?
– Does it offer a competitive advantage?
– Is the market attractive?
– Is it technically feasible?
– Is it financially attractive?
• Critical evaluation before Stage 3 - the “money stage”
Sample Gate 3
Business Strategy Fit• Congruence (fit with company strategy)• Impact (financial and strategic impact)
Product & Competitive Advantage• Offers unique benefit to users• Meets user needs better than competitive product• Provides good value for money to customer
Market Attractiveness• Market size• Market growth rate• Competitive situation
Weight Score
Sample Gate 3
Strategic Leverage• Leverages marketing, distribution & selling resources• Leverages technological expertise & resources• Leverages operational capabilities & facilities
Technical Feasibility• Size of technical gap (small)• Technical complexity of project (low)• Technical uncertainty of outcome (low)
Risk v. Return• Expected profitability (NPV)• Percent return (IRR% or ROI%)• Payback period (years)• Certainty of estimates• Low cost and fast to do (low risk)
Weight Score