1. Successful Product Development
From Idea to Implementation
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3. We develop products &
take them to market.
We research, create, develop, test and deliver products to market.
85% of all products to market in 10 years;
Research underpins this performance
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5. Common Skills we apply through the delivery of all of our work
Research Develop Manage
Product & Service Brand & Graphic Life CycleThinking Business/Commercial
The areas we actively integrate in our workflow
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7. The Environment Raw materials & energy
SYSTEM UNDER ANALYSIS
agement
Waste Man
Emissions to air, land & water
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8. Product Development Process
a life cycle perspective
The 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
research idea prototype production to market in market
seed developed seed seedling sapling ricker mature kauri
The seed of the magestic Kauri is dispersed If the seed finds itself in dry but cool As a seedling they will develop The young sapling bristles After 50 years or more the trees will reach the The final size of a Kauri is often
after pollination by the wind travelling a conditions and isn’t deposited too oblong shaped green or reddish up a and grows a spiky forest canopy. The tree will slow it’s upward determined by it’s conditions, but can
distance of up to 1.5 km before settling deeply or eaten by insects or birdlife it borwn leaves quickly dependnig coat developing at a rate of streak and start to broaden and develop grow upwards of
ideally in the cool moist foliage under the will germinate and shed it’s coat after on how much direct sunlight they approximately 10-25cm a year. the iconic crown it is well known for. During 30-40 metres high and several metres
Manuka tree. The Kauri seeds special 35 days. Kauri seeds have bee known are exposed too. this time it will also start to shed the lower wide. Kauri can survive for thousands of
wing like form helps to carry it far from the to develop on fallen trees or even in the branches in a process called abscission years the oldest in New Zealand being
parent tree allowing it to grow gradually and litter at the base of the parent tree, a very leaving the trunk free of knots to become estimated at between
broaden over decades.(Stewart, Kauri, 2008) hardy habitat. what’s known as ‘poles’ or ‘rickers’. 1200-1500 years.
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9. Product Service
System
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10. 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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11. R esearch
Pro
d uc
in
a
tL
Ch
ife
Value
-Cycle
Product
System
Re
q u i re m e n t s
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12. Influencer
Stakeholder
Pro
du
a in c
tL
Ch
Customer
ife
Value
-Cycle
Product
System
User
Re
q u ire m e n t s
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13. Pro
du
in c
a
tL
Ch
ife
Value
-Cycle
Product
System
Re
q u i re m e n t s
Core
User Function
Technical
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14. Production
Distribution
Pro Retail
d uc
in
a
tL
Ch
ife
Value
-Cycle
Product Use
System
Re
nts
End-Of-Life
q u i re m e
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15. our framework
Our 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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16. Discovery PDS Concept Embodiment/Detail Commercialisation
PDS RESEARCH TECHNICAL DEVELOPMENT COMMERCIALISATION
R&D Strategy Research & Development Product Evaluation
Opportunity & Business Case Develop Core Products Product Assessed by Distributors
Secure Early Tech
Distributor Transfer
Foundation Research Approach prospective Certification Commercialisation Product Trial
Initial Research Investigation distributors & present Product Certification & Accreditation Entry Phase Product Trial carried out by Distributor
vision for early buy in
License Agreements
HoA & Supply Agreements
Tech Transfer
Transfer of Assets to Distributor
Pitch Presentation Principal Design Market Release
Create Sales Presentation Product Range & Technology Product Launch
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20. TASK SEQUENCE
Planning Research Communicate
PLAN & CLARIFY RESEARCH SPECIFY SCOPE COMMUNICATE
Into the industry product context and market Technical Should define the following: Plan Present
conditions that drive sales in the product
Define technical performance requirements
category. This is deliberately broad to establish Goals Cost Discuss
and other technical factors such as Standards.
connections between the consumer, the
product, the market and the distribution and Range
sale of the product.
Consumer Resource Assess
Define the consumer and market trends to
The Project understand where the product category is Performance Risk Review
moving and identify design opportunities.
The Product Programme Payback Conclusions
Economic
The Company Define the price points and margins along with Product Strategy Decision
other economic factors.
The Market Market Strategy
Environmental
Define product sustainability in the context of
The Consumer the product category using initial tool sets.
DELIVERABLES
CLARIFICATION RESEARCH DEFINITION SCOPE COMMUNICATION
Defined Project and its Objectives. Define Customer Requirements. Set Design Goals/Objectives. Project plan. Present the Documented PDS for review.
Define and outline the Product, Service, or Define Technical Requirements. Define intended product item/range. Risk Assessment and Management. Management review and clarification.
System. Define Intended markets, investigate drivers Set Performance Goals. Financial Assessment (ROI, IRR, NPV). Assessment of the project viability. v
Detail Company Specific Information. and product positioning. Set Technical Targets. Resource Requirements. Decision to proceed, request further
Define the Markets. Investigate competing product price points, Define testing & development programme. Provisional Costing. information or to stop.
Identify the primary consumers/users. performance levels and general attributes. Define Product Life Cycle/Product System in
Document Resource and/or material and relation to user groups.
production factors. Define Product Functional Unit.
Investigate Intellectual Property landscape. Define Product implementation strategy.
Investigate distribution and Supply Chain Define the proposed market entry strategy.
aspects. Establish enviornmental characteristics/targets.
Investigate Environmental Aspects and
Impacts.
Research relevant standards and compliance
issues for target markets.
Friday, 8 March 13

21. TASK SEQUENCE
Planning Research Communicate
PLAN & CLARIFY RESEARCH SPECIFY SCOPE COMMUNICATE
Into the industry product context and market Technical Should define the following: Plan Present
conditions that drive sales in the product
Define technical performance requirements
category. This is deliberately broad to establish Goals Cost Discuss
and other technical factors such as Standards.
connections between the consumer, the
product, the market and the distribution and Range
sale of the product.
Consumer Resource Assess
Define the consumer and market trends to
The Project understand where the product category is Performance Risk Review
moving and identify design opportunities.
The Product Programme Payback Conclusions
Economic
The Company Define the price points and margins along with Product Strategy Decision
other economic factors.
The Market Market Strategy
Environmental
Define product sustainability in the context of
The Consumer the product category using initial tool sets.
DELIVERABLES
CLARIFICATION RESEARCH DEFINITION SCOPE COMMUNICATION
Defined Project and its Objectives. Define Customer Requirements. Set Design Goals/Objectives. Project plan. Present the Documented PDS for review.
Define and outline the Product, Service, or Define Technical Requirements. Define intended product item/range. Risk Assessment and Management. Management review and clarification.
System. Define Intended markets, investigate drivers Set Performance Goals. Financial Assessment (ROI, IRR, NPV). Assessment of the project viability. v
Detail Company Specific Information. and product positioning. Set Technical Targets. Resource Requirements. Decision to proceed, request further
Define the Markets. Investigate competing product price points, Define testing & development programme. Provisional Costing. information or to stop.
Identify the primary consumers/users. performance levels and general attributes. Define Product Life Cycle/Product System in
Document Resource and/or material and relation to user groups.
production factors. Define Product Functional Unit.
Investigate Intellectual Property landscape. Define Product implementation strategy.
Investigate distribution and Supply Chain Define the proposed market entry strategy.
aspects. Establish enviornmental characteristics/targets.
Investigate Environmental Aspects and
Impacts.
Research relevant standards and compliance
issues for target markets.
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25. The challenge
How do you
Identify & Develop
a winning product?
(Before you have done it)
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26. Ingredients of Success
Raw materials Process Timing
(Your Resources) (Your Structure & Sequence) (Decisions & Execution)
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27. Observation is Free
A few things falling into line at the right time.
Trends & changes can be observed.
By you !
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28. Get into Place
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29. Be Original
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30. My Ideas better than yours
Ideas are like possessions
Idea’s are a battleground for Ego’s
Where objectivity has no place
and yet.
Objective decision making is central to our
ability to develop products successfully.
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31. Depth of Field
Don’t take a narrow field of view,
take a broad view of as much as
possible
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32. 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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33. Degree of Change
Scope
Research Base
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34. 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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35. Lead or be Led
Moving from being led to leading is
challenging. Build up to it.
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36. Customer Experience
Customer
Experience
It is about being resourceful, doing
more with less, and thinking
differently
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37. 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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38. 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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39. 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.
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40. No.8 Wire
No.8 Wire
It is about being resourceful, doing
more with less, and thinking
differently
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