Upload
dolph
View
28
Download
0
Embed Size (px)
DESCRIPTION
Competing on the Market Life Cycle Write in the major company projects names on the life cycle. Think not only about what has worked, but has failed, and why. An Enterprise Growth Engine. The Market Segmentation Grid: Users and Uses. Developing the Product Strategy Map - PowerPoint PPT Presentation
Citation preview
Copyright © 2004 Marc H. MeyerDo not reproduce without the permission of the author. [email protected]
D isruptive T echnology
P roduct L ine D evelopm entand G row th
E nterprise G row th
Stagnation& D ecline
L iving D ead
Competing on the Market Life CycleWrite in the major company projects names on the life cycle.
Think not only about what has worked, but has failed, and why.
Copyright © 2004 Marc H. MeyerDo not reproduce without the permission of the author. [email protected]
An Enterprise Growth Engine
InvestmentBooard
StrategyDevelopment
&Consensus
Observe Users
Create Concepts
Rapid Prototype
Lead User FeedbackBusiness PlanDevelopment
Review business plan, prototypes , testmarket plan with senior management
Review results of test market&
Capital and R&D expense projections for platforms
Decision to launc hSales valume and capital tuned to
initial ramp-up requirements..
New target market applications,integrated into portfoliomanageement processs
Scale and Ramp
Product and ProcessPlatform Development
Ne xt GenDevelopment
1st investment: "Series A"
2nd investment: "Series B"
3rd investment: "Series C"
Focused Test Market
Refresh team
Copyright © 2004 Marc H. MeyerDo not reproduce without the permission of the author. [email protected]
Segment A Segment B Segment C Segment D Segment E
Product/Service
Market Size
Market growth
Product/Service
Market Size
Market growth
Product/Service
Market Size
Market growth
New Users
Use / Application 3
Leading players / share
Use / Application 2
Use / Application 1
Traditional Users
Leading players / share
Leading players / share
The Market Segmentation Grid: Users and Uses
Copyright © 2004 Marc H. MeyerDo not reproduce without the permission of the author. [email protected]
Users
Satiation
Gifting
Health
Age
Kids/Teens Young Adults Mature Adults
Uses
Product Line 1Flavors and Fun Packaging
Product Line 2IndulgentVariety
Product Line 3Functional Ingredients
A Product Stratety Map for Brand X
Best: Better:Good:
Best: Better:Good:
Best: Better:Good:
Developing the Product Strategy Map(Based on a Growth Market Segmentation)
Copyright © 2004 Marc H. MeyerDo not reproduce without the permission of the author. [email protected]
Competitors
Points of Pain
Before
1
2
3
Points of Pleasure Pleasure 1 Pleasure 2 Etc
Firm A, Offering Firm B, Offering
During
1
2
3
After
1
2
3Activities Activities Activities
For each activityN
Pain 1 Pain 2 Etc
Developing the Use Case Scenario
Copyright © 2004 Marc H. MeyerDo not reproduce without the permission of the author. [email protected]
Perceived NeedsNeeds Users Can Readily Articulate
Latent NeedsFrustrations: Users Can't See a Solution
Perceived Need 1(Performance)
Latent Needs(An Emotion - > Need -> Solution)
Perceived Need 2(Cost)
Consumer ExampleFear of getting lost -> real-time locator -> handheld GPS.
Perceived Need 3(Quality)
Business ExampleCannot charge credit card from my truck -> take a credit card in
the field -> cell phone credit card charge device.
Perceived Need 4(Ease of use)
Healthcare ExamplePatient mortality from wrong medications ->
insure that patient X gets medication Y at time Z -> mobile RFID medication cart links to pharmacy
If the buyer is not the user and middlemen are involved:
Perceived and Latent Needs
User
Buyer
ChannelPartner
Perceived Latent
Copyright © 2004 Marc H. MeyerDo not reproduce without the permission of the author. [email protected]
Target User Needs/Frustrations
Map Features Address Needs
Product Concept Subsystem Innovations
(Examples)
User Need 1 (Perceived) Prroduct Feature 1 Enhance existing module
User Need 2 Product Feature 2 New technology, R&D in progress
Unser Need 3 Product Feature 3 New user interface, exterior styling
User Need 4 (Latent) Product Feature 4 Components from Supplier X
User Need 5 Product Feature 5 Services team.
Product Design: Mapping Needs to Product Concepts to Technologies
Copyright © 2004 Marc H. MeyerDo not reproduce without the permission of the author. [email protected]
The Product Line Architecture Block Diagram
Layer 1
Layer 2
Layer 3
Layer N
....
Subsystem 1 Subsystem 2
Subsystem 3
Subsystem 4 Subsystem 5 Subsystem 6
Subsystem N
The User Other Systems
Other System ResourcesStrive for one interface mechanismfor each subsystem.
Some interfaces, such as a User Interface.,are major subsystems in their own right.
For each subsystem specify: Purpose, focus Link to specific design documents Internal engineering owner or external partner Potential and/or status of IP (Intellectual property)
Copyright © 2004 Marc H. MeyerDo not reproduce without the permission of the author. [email protected]
Year 1 Year2 Year 3 Year 4 Year 5Products Line(s)
Product 1Good
Initial featuresBetter
Added featuresBest
Added featuresNew "Best"
Added features
Product 2 Good Better Best
Product 3 Good Better
Platforms Gen 1 Gen 2 Gen 3
Shared Subsystems or Processes
Subsystem AGood
Initial capabilitiesBetter
Added capabilitiesBest
Added capabilities
Subsystem BGood
Initial capabilitiesBetter
Added capabilitiesBest
Added capabilities
Subsystem C Good
Initial capabilitiesBetter
Added capabilitiesBest
Added capabilities
The Product and Platform Roadmap
Copyright © 2004 Marc H. MeyerDo not reproduce without the permission of the author. [email protected]
Use A
Use B
Use C
Users A
Prod Line 3
Product Strategy
Users B Users C
Prod Line 2
Prod Line 1TEAM 1
TEAM 2
TEAM 3
“Bottoms Up” Resource Planning
User Product Process Package Mft Sales Total byResearch Dev Dev Dev Engineering Team
TEAM 1 0.5 1 0.25 0.25 0.25 1 3.25
TEAM 2 1 2 1 0.25 1 1 6.25
TEAM 3 1 2 1 0.25 1 1 6.25
Total byFunction 2.5 5 2.25 0.75 2.25 3
Copyright © 2004 Marc H. MeyerDo not reproduce without the permission of the author. [email protected]
Market-Platform TeamsUse this to organize cross-functional market teams, R&D teams, and the interactions between them.
Try to make your organization look like the products you make.
Market Teams Current Markets New Markets
Business/Market Manager Business/Market Manager Business/Market Manager Business/Market Manager
Business Planning by Integration Engineer Integration Engineer Integration Engineer Integration Engineer
Small, Multifunctional Services Manager Services Manager Services Manager Services Manager
Management Teams Sales Expert Sales Expert Sales Expert Sales Expert
Finance Finance Finance Finance
R&D Teams
Vertical Market Products Engineering Manager Engineering Manager Engineering Manager Engineering Manager
Product Req Mgr Product Req Mgr Product Req Mgr Product Req Mgr
Staff Staff Staff Staff
Fill this in if you have Common Product 1 Engineering Manager Product Reqs Mgr Staff
common applications. Common Product 2 Engineering Manager Product Reqs Mgr Staff
Hope you have these! Common Subsystem 1 Engineering Manager Staff
Common Subsystem 2 Engineering Manager Staff
Common Subsystem 3 Engineering Manager Staff
Copyright © 2004 Marc H. MeyerDo not reproduce without the permission of the author. [email protected]
Cross Functional Team Members
Name Current Job Name Current Job
Joe Karen
Sarah Ralph
Joe D.
Name Current Job
Steve
ArtName Current Job Name Current Job
Rich Scott
Rob
Lee
Manufacturing - Production
Fill in these tables…..
Legal, Finance, HR
Sales - Channel Dev.
Market Research
Team Leaders
Engineering - Development
Support Functions
Copyright © 2004 Marc H. MeyerDo not reproduce without the permission of the author. [email protected]
WW
WC
omp
Lit
A rch itec tu re B lo ck D ia g ra m
P ro d u ct F a m ily R o ll-o u t S ch ed u lea n d R eso u rce P la n s
M o n th ly D eta ilE n g in eer in g S ch ed u le
A p p lica tio nS to ry B o a rd s
Sal
es P
lan
&A
ctiv
itie
sP
R P
lan
&
Act
ivit
ies
Mar
ket
Res
earc
h
T h e " I D U N N O " P o st-it B o a rd
Copyright © 2004 Marc H. MeyerDo not reproduce without the permission of the author. [email protected]
Parallel ActivitiesUse this to define the activities of each team, and who is reponsible for specific projects,and where different functional groups need to work together to solve specific problems.
Parallel ActivitesUnknown Issue & Action to Resolve Issue Type Date Who StatusAssign Team Members Core
Understand market needs Mkt-Eng
Competitor research - product breakdow ns Marketing
Integrate market data - pick market focus Core
Define platform architecture Engineering
Cost modeling Eng-Prod
Define production plan Production
Define business model Core
Etc …
Schedules and budgets should support line items.
Engineering Production
Marketing
Core