Successful Product DevelopmentFrom Idea to Implementation

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Friday, 8 March 13

We research, create, develop, test and deliver products to market.

85% of all products to market in 10 years;

Research underpins this performance

We develop products &

take them to market.

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Friday, 8 March 13

Research Develop Manage

Product & Service Brand & Graphic Life CycleThinking Business/Commercial

Common Skills we apply through the delivery of all of our work

The areas we actively integrate in our workflow

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Friday, 8 March 13

Raw materials & energy

Emissions to air, land & water

The Environment

SYST

EM U

ND

ER A

NA

LYSI

S

Was

te M

an

agement

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Product Development Process

research seed

production sapling

to marketricker

in marketmature kauri

prototype seedling

idea developed seed

The final size of a Kauri is often determined by it’s conditions, but can grow upwards of 30-40 metres high and several metres wide. Kauri can survive for thousands of years the oldest in New Zealand being estimated at between 1200-1500 years.

After 50 years or more the trees will reach the forest canopy. The tree will slow it’s upward streak and start to broaden and develop the iconic crown it is well known for. During this time it will also start to shed the lower branches in a process called abscission leaving the trunk free of knots to become what’s known as ‘poles’ or ‘rickers’.

The young sapling bristles up a and grows a spiky coat developing at a rate of approximately 10-25cm a year.

As a seedling they will develop oblong shaped green or reddish borwn leaves quickly dependnig on how much direct sunlight they are exposed too.

If the seed finds itself in dry but cool conditions and isn’t deposited too deeply or eaten by insects or birdlife it will germinate and shed it’s coat after 35 days. Kauri seeds have bee known to develop on fallen trees or even in the litter at the base of the parent tree, a very hardy habitat.

The seed of the magestic Kauri is dispersed after pollination by the wind travelling a distance of up to 1.5 km before settling ideally in the cool moist foliage under the Manuka tree. The Kauri seeds special wing like form helps to carry it far from the parent tree allowing it to grow gradually and broaden over decades.(Stewart, Kauri, 2008)

a life cycle perspectiveThe product development process as illustrated through the life cycle of a native Kauri tree

Kauri forests are among the most ancient in the world. The antecedents of the kauri appeared during the Jurassic period (between 190 and 135 million years ago). Although the kauri is among the most ancient trees in the world, it has developed a unique niche in the fores

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Product Service

System

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The product system

Defines all the important aspects of the product

1. What is the ‘Core Function’ of the product?2. Who is in the Value Chain & what motivates them?4. What is the Products Life Cycle?5. How does the Value Chain interact with it?6. Define and Prioritise the Requirements

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Research

ProductSystem

Valu

e Ch

ainProduct Life-C

ycleRequirements

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ProductSystem

Valu

e Ch

ainProduct Life-C

ycle

Requirements

User

Customer

Stakeholder

Influencer

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Core Function

Technical

User

ProductSystem

Valu

e Ch

ainProduct Life-C

ycle

Requirements

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End-Of-Life

Production

Distribution

Use

Retail

ProductSystem

Valu

e Ch

ainProduct Life-C

ycle

Requirements

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our frameworkOur work has evolved from a series of frameworks covering individual disciplines to a unified development structure.

not a prescriptive process for development;

a descriptive framework to deliver consistently.

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PDS RESEARCH

Approach prospectivedistributors & present vision for early buy in

R&D StrategyOpportunity & Business Case

Foundation ResearchInitial Research Investigation

TECHNICAL DEVELOPMENT

Research & DevelopmentDevelop Core Products

Certi!cationProduct Certi!cation & Accreditation

COMMERCIALISATION

License AgreementsHoA & Supply Agreements

Tech TransferTransfer of Assets to Distributor

Market ReleaseProduct Launch

Secure EarlyDistributor

Product EvaluationProduct Assessed by Distributors

Product TrialProduct Trial carried out by Distributor

Tech Transfer

CommercialisationEntry Phase

Pitch PresentationCreate Sales Presentation

Principal DesignProduct Range & Technology

Discovery PDS Concept Embodiment/Detail Commercialisation

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Friday, 8 March 13

Friday, 8 March 13

Friday, 8 March 13

TASK

SEQ

UEN

CE

Planning Research CommunicatePLAN & CLARIFY RESEARCH SPECIFY SCOPE COMMUNICATE

Into the industry product context and market conditions that drive sales in the product category. This is deliberately broad to establish connections between the consumer, the product, the market and the distribution and sale of the product.

The Project

The Product

The Company

The Market

The Consumer

TechnicalDefine technical performance requirements and other technical factors such as Standards.

ConsumerDefine the consumer and market trends to understand where the product category is moving and identify design opportunities.

EconomicDefine the price points and margins along with other economic factors.

EnvironmentalDefine product sustainability in the context of the product category using initial tool sets.

Should define the following:

Goals

Range

Performance

Programme

Product Strategy

Market Strategy

Plan

Cost

Resource

Risk

Payback

Present

Discuss

Assess

Review

Conclusions

Decision

DEL

IVER

AB

LES CLARIFICATION RESEARCH DEFINITION SCOPE COMMUNICATION

Defined Project and its Objectives.Define and outline the Product, Service, or System.Detail Company Specific Information.Define the Markets.Identify the primary consumers/users.

Define Customer Requirements.Define Technical Requirements.Define Intended markets, investigate drivers and product positioning.Investigate competing product price points, performance levels and general attributes.Document Resource and/or material and production factors.Investigate Intellectual Property landscape.Investigate distribution and Supply Chain aspects.Investigate Environmental Aspects and Impacts.Research relevant standards and compliance issues for target markets.

Set Design Goals/Objectives.Define intended product item/range.Set Performance Goals.Set Technical Targets.Define testing & development programme.Define Product Life Cycle/Product System in relation to user groups.Define Product Functional Unit.Define Product implementation strategy.Define the proposed market entry strategy.Establish enviornmental characteristics/targets.

Project plan.Risk Assessment and Management.Financial Assessment (ROI, IRR, NPV).Resource Requirements.Provisional Costing.

Present the Documented PDS for review.Management review and clarification.Assessment of the project viability. vDecision to proceed, request further information or to stop.

Friday, 8 March 13

TASK

SEQ

UEN

CE

Planning Research CommunicatePLAN & CLARIFY RESEARCH SPECIFY SCOPE COMMUNICATE

Into the industry product context and market conditions that drive sales in the product category. This is deliberately broad to establish connections between the consumer, the product, the market and the distribution and sale of the product.

The Project

The Product

The Company

The Market

The Consumer

TechnicalDefine technical performance requirements and other technical factors such as Standards.

ConsumerDefine the consumer and market trends to understand where the product category is moving and identify design opportunities.

EconomicDefine the price points and margins along with other economic factors.

EnvironmentalDefine product sustainability in the context of the product category using initial tool sets.

Should define the following:

Goals

Range

Performance

Programme

Product Strategy

Market Strategy

Plan

Cost

Resource

Risk

Payback

Present

Discuss

Assess

Review

Conclusions

Decision

DEL

IVER

AB

LES CLARIFICATION RESEARCH DEFINITION SCOPE COMMUNICATION

Defined Project and its Objectives.Define and outline the Product, Service, or System.Detail Company Specific Information.Define the Markets.Identify the primary consumers/users.

Define Customer Requirements.Define Technical Requirements.Define Intended markets, investigate drivers and product positioning.Investigate competing product price points, performance levels and general attributes.Document Resource and/or material and production factors.Investigate Intellectual Property landscape.Investigate distribution and Supply Chain aspects.Investigate Environmental Aspects and Impacts.Research relevant standards and compliance issues for target markets.

Set Design Goals/Objectives.Define intended product item/range.Set Performance Goals.Set Technical Targets.Define testing & development programme.Define Product Life Cycle/Product System in relation to user groups.Define Product Functional Unit.Define Product implementation strategy.Define the proposed market entry strategy.Establish enviornmental characteristics/targets.

Project plan.Risk Assessment and Management.Financial Assessment (ROI, IRR, NPV).Resource Requirements.Provisional Costing.

Present the Documented PDS for review.Management review and clarification.Assessment of the project viability. vDecision to proceed, request further information or to stop.

Friday, 8 March 13

Friday, 8 March 13

Friday, 8 March 13

Friday, 8 March 13

The challenge

How do you Identify & Developa winning product?(Before you have done it)

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Ingredients of Success

Raw materials(Your Resources)

Process(Your Structure & Sequence)

Timing(Decisions & Execution)

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Observation is FreeA few things falling into line at the right time.Trends & changes can be observed.By you !

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Get into Place

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Be Original

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My Ideas better than yours

Ideas are like possessionsIdea’s are a battleground for Ego’s Where objectivity has no placeand yet.Objective decision making is central to our ability to develop products successfully.

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Don’t take a narrow field of view, take a broad view of as much as

possible

Depth of Field

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Broad not Deep

You need to have a deep depth of field

Forgo the narrow, macro view

Relationships between things are important

Project, people, structure, consumer, gatekeeper, life cycle, packaging, distribution, risk, standards, compliance

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Research Base

Scope

Degree of Change

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Down the garden path

Is this a good idea? (decide for yourself)

You can’t validate an idea before you have developed it

Base your judgement off your hard earned understanding

You’ll never have all the information, so get off the fence.

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Moving from being led to leading is challenging. Build up to it.

Lead or be Led

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Customer Experience

It is about being resourceful, doing more with less, and thinking

differently

Customer Experience

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It Starts with your team

To most companies developing products is not their core business;

If it was, it would be everyones concern, not just the R&D teams;

Bringing all the disciplines together enables you to deliver a cohesive, unified product to market.

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Need for Speed

You increase your speed

If your teams integrated, they understand & are thinking about it;

No lengthy handoffs, 3rd party briefings, miscommunication;

It collapses the existing linear process into a concurrent & more dynamic process.

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Feeling it on the inside

If you don’t have it, how can you expect someone else to?

Look to create internal momentum & motivation

Your team needs to have the self confidence to feel successful

Make sure your project is built to succeed and your team believes it.

Friday, 8 March 13

No.8 Wire

It is about being resourceful, doing more with less, and thinking

differently

No.8 Wire

Friday, 8 March 13