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87
journals/2023_06_09.md
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@ -11,93 +11,6 @@
- [[产品开发]]
collapsed:: true
- ## Topic 6 - 10
- ## Topic 6 - Phase 1: Concept Development 概念开发
id:: 6482bafb-b96b-44c3-834b-8b4966c1dc0c
collapsed:: true
- What is Concept Development? 概念开发是什么
- The needs of the target market are identified
Alternative product concepts are generated and
evaluated 需求
One or more concepts are selected for further
development and testing 多种概念被生成，经过挑选后选择其中一个
A concept is a description of the form, function
and features of a product 概念是一个产品的描述，功能和特性
Evaluation and screening criteria are used to aid
in the selection 评估和测试可以辅助选择（screen = test）
Usually accompanied by a set of specifications, an
analysis of competitive products and an economic
justification for the project 伴随着来自个方面的要求，与竞争对手的比较和分析，还有经济方面的考虑（能不能赚钱）
- This can be concluded as 图解如下
- ![image.png](../assets/image_1686289806889_0.png)
- #### Identify Customer Needs 用户需求是什么
- to understand customers needs,
then to effectively communicate them to the
development team 和研发队伍沟通
The output of this step is:
Customer need statements organised in a
hierarchical list, with importance weightings
for many or all of the needs 把用户的需求整理成加权列表
- #### Establishing target specifications 确立规格要求
- 1. Prepare the list of metrics, i.e. the technical or
manufacturing features of the product based on
the customer needs 准备一些数据的列表
- 2. Collect competitive benchmarking information 竞争对手的产品性能
- 3. Set ideal and marginally acceptable target values 理想的和可接受的要求
- 4. Reflect on the results and the process 通过结果和进一步完善
- #### Concept generation 想一个概念
- Steps:
- external search 在外面搜索
- creative problem solving within the team, and 团队灵机一动
- systematic exploration of the various solution
fragments the team generates 系统地寻找解决方法
- The result of this activity is usually a set of 10-20
concepts – each is typically represented by a sketch
and a brief descriptive text 产生 10-20 个概念
- ![image.png](../assets/image_1686289726119_0.png)
- #### Concept selection 选一两个出来
- the activity in which various
product concepts are analysed and sequentially
eliminated to identify the most promising
concept(s)
- ![image.png](../assets/image_1686289907417_0.png){:height 564, :width 688}
- There are 5 stages to the screening and
evaluation process: 用以下方式选择好的概念
- 1. Initial screen - The key evaluation criteria given in the table on the
previous slides can be developed further using a
scoring model or weighted checklist 用之前的要求测试
- 2. Customer screen - An informal discussion with customers to
explain a concept 和客户沟通
- 3. Technical screen 在科技实现上咨询第一方和第三方的专家
- informal technical discussions with experts
- extensive analysis by a 3 rd party
- 4. Final screen 最终测试
- Involves the use of screening models and computer assessment programs
- 5. Business analysis 看下赚不赚钱
- preliminary marketing plans,
- technical plans,
- financial reviews and
- projected budgets
- #### Concept testing 测试
- There are 7 steps to this process
- 1. Define the purpose of the concept test 定义测试的目的
- 2. Choose a survey population 选问卷调查的目标对象
- 3. Choose a survey format 格式
- 4. Communicate the concept 和目标对象沟通这个概念
- 5. Measure customer response 客户怎么想
- 6. Interpret the results 分析结果
- 7. Reflect on the results and process 用结果改进
- #### Setting final specifications 最终规格
Target specifications are revisited after a concept has been selected and tested
- #### Project planning 计划
- The final activity of concept development
- Steps:
- creates a detailed development schedule 产品开发时间线
- devises a strategy to minimise development time and 定一个计划
- identifies the resources required to complete the project 需求是什么
- #### Economic analysis
- 拿出去卖亏不亏钱
- #### Benchmarking & modelling
- 和竞争对手比较，品质行不行
- ## 往年题考点
- ### Prototypes (2019)
- Physical prototype, (5 marks) (2019)

176
journals/2023_06_11.md
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@ -337,122 +337,6 @@
1. 可以使用哪些机制来协调任务？
2. 如何评估项目状态？
3. 团队可以采取哪些行动来纠正与项目计划不符的不良偏差？
- ## Topic 3: Opportunity Identification
id:: 648594af-3833-4991-a4c2-2e9c8430a122
collapsed:: true
- Opportunity, definition and types
- Definition:
- an idea for a new product
- It is a product description in an embryonic form
- a newly sensed need,
- a newly discovered technology,
- a rough match between a need and a possible solution
- It can be thought of as a hypothesis about how value might be created
- Type
- Ansoff’s growth matrix
![image.png](../assets/image_1686473366617_0.png)
- Market penetration
logseq.order-list-type:: number
- **Opportunities** can exist within a business’s existing
markets through increasing the volume of sales
of existing products
- market development
logseq.order-list-type:: number
- **Opportunities** are said to exist for a business’s
products through making them available to new
markets
- e.g. using existing products in new
geographical markets
- e.g. selling your existing products to a new age
group of customers
- product development
logseq.order-list-type:: number
- **Opportunities**: offering new or improved products to
logseq.order-list-type:: number
existing markets
- diversification
logseq.order-list-type:: number
- **Opportunities**: Moving into new markets, potentially with a base
logseq.order-list-type:: number
from your existing product knowledge or
diversification through acquisition of other
companies
- Risk
- The element of risk _increases the further the strategy moves away from known quantities_ the existing product and the existing market
- **Product development** (requiring, in effect, a new product) and market extension (a new market) involve a greater risk than market penetration
- **Diversification** (both new products and new markets) generally carries the greatest risk of all
- Opportunity identification process
- Establish **a charter**
- A **charter** articulates **the goals of the organisation**
(in relation to NPD) and establishes the **boundary
conditions for an innovation effort.** Charters can be
termed as mission statement for a new product.
- Generate and sense **many opportunities**
- Focus has to be both on **internal** and **external** sources of raw opportunities. Some of these are generated:
- Internally
- R&D department
- Externally
- customer
- competitive product
- sales forces
- collab. with universities
- investors
- distribution partners
- other partner companies
- Sense opportunities: Where do they come from?
- Passively
- Proactively
- Document **frustrations** and **complaints** that current **customers** experience with existing products
- Interview lead users, with attention devoted to
- **innovations** by these users and
- **modifications** these users may have
made to existing products
- **trends**
- Systematically gather suggestions from **current customers**
- **Competitors**
- **Transfer** emerging tech.
- **R&D**: _Research_ and _Development_
- **Definition**: to develop new knowledge and apply scientific or engineering knowledge to connect the knowledge in one field to that in others
- Roles:
- **Discovering and developing** new technologies Improving understanding of the technology in existing products
- **Improving and strengthening** understanding of technologies used in manufacturing
- **Understanding research results** from universities and other research institutions
- Areas:
- R&D for existing businesses
- R&D for new businesses
- R&D for exploratory research
- **Screen** opportunities
- Purpose:
- to eliminate any opportunities that are **unlikely to result in the creation of value**,
- to focus attention on the opportunities **worthy of further investigation**
- **not to** pick the _single best opportunity_!
- Approach:
- Web-based **surveys**
- Workshops with **multi-voting**: collaborative sessions or meetings where participants engage in a voting process to prioritize or make decisions on various options or ideas.
- Develop **promising opportunities**
- Details
- customer interviews,
- testing of existing products,
- concept generation,
- quick prototypes,
- estimates of market sizes and growth rates.
- Goal
- resolve the greatest uncertainty surrounding each one at the lowest cost in time and money.
- Select **exceptional opportunities**
- Goal
- select a few that warrant a significant investment in product development.
- Approach:**Real-Win-Worth-it**
- **Real**: Is the opportunity real?
- **Win**: Can you win with this opportunity?
- **Worth** It: Is it worth doing?
- **Reflect** on the result and process.
Ask the following questions:
- **How many** of the opportunities identified came from internal sources versus external sources?
- Did we consider **dozens or hundreds** of opportunities?
- Was the innovation charter **too narrowly focused**?
- Were our filtering criteria **biased**, or largely based on the best possible estimates of eventual product success?
- Are the resulting opportunities **exciting** to the team?
-
- ## 主题 3：机会识别
collapsed:: true
- 机会的定义和类型
@ -545,66 +429,6 @@
- 创新章程是否过于狭隘？
- 我们的筛选标准是否存在偏见，或者主要基于对最终产品成功的最佳估计？
- 结果的机会是否激发团队的激情？
- ## Topic 5: Identify Customer Needs (Preliminary of Concept Development)
id:: 64859157-dc41-453d-95ea-39e2280ea735
collapsed:: true
- **Market Research** for NPD (New Product Development)
collapsed:: true
- **Definition**: the function that links the consumer, customer
and public to the marketer through information
– information used
- **Goal**:
collapsed:: true
- to identify and define marketing opportunities and problems;
- to generate, refine and evaluate marketing actions;
- to monitor marketing performance;
- to improve understanding of the marketing process
- When to use it?
![image.png](../assets/image_1686475631266_0.png)
- **Gather** raw **data** from customers
logseq.order-list-type:: number
collapsed:: true
- **Interviews**: One or more development team members discuss with a single customer
- **Focus groups**: A moderator facilitates a two-hour discussion with a group of 8 or 12 customers
- **Observing** the product in use
- **Surveys**: direct mail or web-based questionnaires;
- **Interpret** the raw **data** in terms of customer needs
logseq.order-list-type:: number
collapsed:: true
- The data gathered in Step 1 then has to be used to
express the customers’ needs in terms of what the
product has to do, not in terms of how it might do
- Use positive, not negative phrasing
- Express the needs as attributes of the product
- Organize **the needs** into a hierarchy of needs
logseq.order-list-type:: number
collapsed:: true
- **Structure** the needs into
collapsed:: true
- **Must-haves** – *“I wont buy without”*
- **Delighters** – *“What an unexpected treat”*
- **Linear Satisfiers** – *“The more the merrier”*
- **Neutrals** – *“No big deal”*
- This is the *Kano* classification
- Consumer needs can be very **elusive**
- **Intuitions** are often wrong
- Establish the **relative importance** of the needs
logseq.order-list-type:: number
collapsed:: true
- Measuring **preference** is central to market research
- **Reflect** on the results and the process
logseq.order-list-type:: number
collapsed:: true
- Questions to ask:
collapsed:: true
- Have we interacted with all **important customers** in
our target market?
- Can we see the **latent needs** of customers beyond
our current product range?
- Can we **further involve** any of the customers in our
product development?
- Did we involve the **right people** in our organisation?
- Can we **improve** our process?
- ## 第五主题：识别顾客需求（概念开发的初步阶段）
collapsed:: true
- **NPD（新产品开发）的市场调研**

266
pages/总复习2023t1.md
View file

@ -1318,7 +1318,6 @@
- LATER See past exam papers
- LATER 整理 ppt
- DONE Week 1
- {{embed ((648581e7-cc5c-4514-9c2a-0b6af4adc5bb))}}
- ## Topic 2: Project Mtasks and in estimating the required development resources and development time.
id:: 648581e7-cc5c-4514-9c2a-0b6af4adc5bb
deck:: 2023t1/product
@ -1373,10 +1372,271 @@
- Product development time is often the dominant concern in project planning and execution. There are a set of guidelines for accelerating product development projects.
- **Execute** projects #flashcard
- Smooth execution of even a well-planned project requires careful attention. Three problems of project execution are particularly important: 1. What mechanisms can be used to coordinate tasks? 2. How can project status be assessed? and 3. What actions can the team take to correct for undesirable deviations from the project plan?
- {{embed ((648594af-3833-4991-a4c2-2e9c8430a122))}}
- ## Topic 3: Opportunity Identification
id:: 648594af-3833-4991-a4c2-2e9c8430a122
collapsed:: true
- Opportunity, definition and types
- Definition:
- an idea for a new product
- It is a product description in an embryonic form
- a newly sensed need,
- a newly discovered technology,
- a rough match between a need and a possible solution
- It can be thought of as a hypothesis about how value might be created
- Type
- Ansoff’s growth matrix
![image.png](../assets/image_1686473366617_0.png)
- Market penetration
logseq.order-list-type:: number
- **Opportunities** can exist within a business’s existing
markets through increasing the volume of sales
of existing products
- market development
logseq.order-list-type:: number
- **Opportunities** are said to exist for a business’s
products through making them available to new
markets
- e.g. using existing products in new
geographical markets
- e.g. selling your existing products to a new age
group of customers
- product development
logseq.order-list-type:: number
- **Opportunities**: offering new or improved products to
logseq.order-list-type:: number
existing markets
- diversification
logseq.order-list-type:: number
- **Opportunities**: Moving into new markets, potentially with a base
logseq.order-list-type:: number
from your existing product knowledge or
diversification through acquisition of other
companies
- Risk
- The element of risk _increases the further the strategy moves away from known quantities_ the existing product and the existing market
- **Product development** (requiring, in effect, a new product) and market extension (a new market) involve a greater risk than market penetration
- **Diversification** (both new products and new markets) generally carries the greatest risk of all
- Opportunity identification process
- Establish **a charter**
- A **charter** articulates **the goals of the organisation**
(in relation to NPD) and establishes the **boundary
conditions for an innovation effort.** Charters can be
termed as mission statement for a new product.
- Generate and sense **many opportunities**
- Focus has to be both on **internal** and **external** sources of raw opportunities. Some of these are generated:
- Internally
- R&D department
- Externally
- customer
- competitive product
- sales forces
- collab. with universities
- investors
- distribution partners
- other partner companies
- Sense opportunities: Where do they come from?
- Passively
- Proactively
- Document **frustrations** and **complaints** that current **customers** experience with existing products
- Interview lead users, with attention devoted to
- **innovations** by these users and
- **modifications** these users may have
made to existing products
- **trends**
- Systematically gather suggestions from **current customers**
- **Competitors**
- **Transfer** emerging tech.
- **R&D**: _Research_ and _Development_
- **Definition**: to develop new knowledge and apply scientific or engineering knowledge to connect the knowledge in one field to that in others
- Roles:
- **Discovering and developing** new technologies Improving understanding of the technology in existing products
- **Improving and strengthening** understanding of technologies used in manufacturing
- **Understanding research results** from universities and other research institutions
- Areas:
- R&D for existing businesses
- R&D for new businesses
- R&D for exploratory research
- **Screen** opportunities
- Purpose:
- to eliminate any opportunities that are **unlikely to result in the creation of value**,
- to focus attention on the opportunities **worthy of further investigation**
- **not to** pick the _single best opportunity_!
- Approach:
- Web-based **surveys**
- Workshops with **multi-voting**: collaborative sessions or meetings where participants engage in a voting process to prioritize or make decisions on various options or ideas.
- Develop **promising opportunities**
- Details
- customer interviews,
- testing of existing products,
- concept generation,
- quick prototypes,
- estimates of market sizes and growth rates.
- Goal
- resolve the greatest uncertainty surrounding each one at the lowest cost in time and money.
- Select **exceptional opportunities**
- Goal
- select a few that warrant a significant investment in product development.
- Approach:**Real-Win-Worth-it**
- **Real**: Is the opportunity real?
- **Win**: Can you win with this opportunity?
- **Worth** It: Is it worth doing?
- **Reflect** on the result and process.
Ask the following questions:
- **How many** of the opportunities identified came from internal sources versus external sources?
- Did we consider **dozens or hundreds** of opportunities?
- Was the innovation charter **too narrowly focused**?
- Were our filtering criteria **biased**, or largely based on the best possible estimates of eventual product success?
- Are the resulting opportunities **exciting** to the team?
-
- [Topic 4: Product Planning](https://docs.google.com/document/d/17RTFywNdyxAnf7qcb4drrn_shtRjSRhO/edit)
- {{embed ((64859157-dc41-453d-95ea-39e2280ea735))}}
- ## Topic 5: Identify Customer Needs (Preliminary of Concept Development)
id:: 64859157-dc41-453d-95ea-39e2280ea735
collapsed:: true
- **Market Research** for NPD (New Product Development)
collapsed:: true
- **Definition**: the function that links the consumer, customer
and public to the marketer through information
– information used
- **Goal**:
collapsed:: true
- to identify and define marketing opportunities and problems;
- to generate, refine and evaluate marketing actions;
- to monitor marketing performance;
- to improve understanding of the marketing process
- When to use it?
![image.png](../assets/image_1686475631266_0.png)
- **Gather** raw **data** from customers
logseq.order-list-type:: number
collapsed:: true
- **Interviews**: One or more development team members discuss with a single customer
- **Focus groups**: A moderator facilitates a two-hour discussion with a group of 8 or 12 customers
- **Observing** the product in use
- **Surveys**: direct mail or web-based questionnaires;
- **Interpret** the raw **data** in terms of customer needs
logseq.order-list-type:: number
collapsed:: true
- The data gathered in Step 1 then has to be used to
express the customers’ needs in terms of what the
product has to do, not in terms of how it might do
- Use positive, not negative phrasing
- Express the needs as attributes of the product
- Organize **the needs** into a hierarchy of needs
logseq.order-list-type:: number
collapsed:: true
- **Structure** the needs into
collapsed:: true
- **Must-haves** – *“I wont buy without”*
- **Delighters** – *“What an unexpected treat”*
- **Linear Satisfiers** – *“The more the merrier”*
- **Neutrals** – *“No big deal”*
- This is the *Kano* classification
- Consumer needs can be very **elusive**
- **Intuitions** are often wrong
- Establish the **relative importance** of the needs
logseq.order-list-type:: number
collapsed:: true
- Measuring **preference** is central to market research
- **Reflect** on the results and the process
logseq.order-list-type:: number
collapsed:: true
- Questions to ask:
collapsed:: true
- Have we interacted with all **important customers** in
our target market?
- Can we see the **latent needs** of customers beyond
our current product range?
- Can we **further involve** any of the customers in our
product development?
- Did we involve the **right people** in our organisation?
- Can we **improve** our process?
- DONE Week 2
- ## Topic 6 - Phase 1: Concept Development 概念开发
id:: 6482bafb-b96b-44c3-834b-8b4966c1dc0c
collapsed:: true
- What is Concept Development? 概念开发是什么
- The needs of the target market are identified
Alternative product concepts are generated and
evaluated 需求
One or more concepts are selected for further
development and testing 多种概念被生成，经过挑选后选择其中一个
A concept is a description of the form, function
and features of a product 概念是一个产品的描述，功能和特性
Evaluation and screening criteria are used to aid
in the selection 评估和测试可以辅助选择（screen = test）
Usually accompanied by a set of specifications, an
analysis of competitive products and an economic
justification for the project 伴随着来自个方面的要求，与竞争对手的比较和分析，还有经济方面的考虑（能不能赚钱）
- This can be concluded as 图解如下
- ![image.png](../assets/image_1686289806889_0.png)
- #### Identify Customer Needs 用户需求是什么
- to understand customers needs,
then to effectively communicate them to the
development team 和研发队伍沟通
The output of this step is:
Customer need statements organised in a
hierarchical list, with importance weightings
for many or all of the needs 把用户的需求整理成加权列表
- #### Establishing target specifications 确立规格要求
- 1. Prepare the list of metrics, i.e. the technical or
manufacturing features of the product based on
the customer needs 准备一些数据的列表
- 2. Collect competitive benchmarking information 竞争对手的产品性能
- 3. Set ideal and marginally acceptable target values 理想的和可接受的要求
- 4. Reflect on the results and the process 通过结果和进一步完善
- #### Concept generation 想一个概念
- Steps:
- external search 在外面搜索
- creative problem solving within the team, and 团队灵机一动
- systematic exploration of the various solution
fragments the team generates 系统地寻找解决方法
- The result of this activity is usually a set of 10-20
concepts – each is typically represented by a sketch
and a brief descriptive text 产生 10-20 个概念
- ![image.png](../assets/image_1686289726119_0.png)
- #### Concept selection 选一两个出来
- the activity in which various
product concepts are analysed and sequentially
eliminated to identify the most promising
concept(s)
- ![image.png](../assets/image_1686289907417_0.png){:height 564, :width 688}
- There are 5 stages to the screening and
evaluation process: 用以下方式选择好的概念
- 1. Initial screen - The key evaluation criteria given in the table on the
previous slides can be developed further using a
scoring model or weighted checklist 用之前的要求测试
- 2. Customer screen - An informal discussion with customers to
explain a concept 和客户沟通
- 3. Technical screen 在科技实现上咨询第一方和第三方的专家
- informal technical discussions with experts
- extensive analysis by a 3 rd party
- 4. Final screen 最终测试
- Involves the use of screening models and computer assessment programs
- 5. Business analysis 看下赚不赚钱
- preliminary marketing plans,
- technical plans,
- financial reviews and
- projected budgets
- #### Concept testing 测试
- There are 7 steps to this process
- 1. Define the purpose of the concept test 定义测试的目的
- 2. Choose a survey population 选问卷调查的目标对象
- 3. Choose a survey format 格式
- 4. Communicate the concept 和目标对象沟通这个概念
- 5. Measure customer response 客户怎么想
- 6. Interpret the results 分析结果
- 7. Reflect on the results and process 用结果改进
- #### Setting final specifications 最终规格
Target specifications are revisited after a concept has been selected and tested
- #### Project planning 计划
- The final activity of concept development
- Steps:
- creates a detailed development schedule 产品开发时间线
- devises a strategy to minimise development time and 定一个计划
- identifies the resources required to complete the project 需求是什么
- #### Economic analysis
- 拿出去卖亏不亏钱
- #### Benchmarking & modelling
- 和竞争对手比较，品质行不行
- {{embed ((6482bafb-b96b-44c3-834b-8b4966c1dc0c))}}
- {{embed ((64857305-2925-485f-9aed-e15511b42149))}}
- {{embed ((64857305-a186-4927-890d-607f66d97f95))}}