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TtM Product SolutionsBackground
15th January 2014
Mike HenryTime to Market
[email protected] Product Solutions Ltd
Tel: +44 1462 337461Mob: +44 7802 323678
“We accelerate growth”
Background
© 2000 to 2014 TtM
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© 2000 to 2014 TtM
Contents of Background Material
Who we are: Time to Market (TtM Product Solutions)
What we do: TtM …… Time to Money and Product Management
Who are some of our Clients
Time to Market Frameworks and Toolkits
How we can help you In Company Tailored or Customised Training
programme/courses
Public Training with partners
Product Life Cycle Management (PLM) Toolkit
End to End Product Management and Development
Business Model Generation and Product Management
TtMSoftTools: Software Packages
“We accelerate growth”
Background
© 2000 to 2014 TtM
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© 2000 to 2014 TtM
TtM Product Solutions was formed in 1994
We are a small, focused team helping organisations implement all aspects of Product Management and Innovation.
Experience from managing The Time to Market Association (over 7 years)
Assignments with a range of clients in UK and Internationally with Business to Business (B2B) and Business to Consumer (B2C) companies
Work internationally: UK; USA; Canada; France; Germany; Austria, Switzerland; Italy; Finland; Sweden; Poland; Czech Republic; Russia; India; China; Japan; Luxembourg; South Africa; Greece……..
Used to working with customers across functional and organisational boundaries.
Mike Henry has experience in all aspects of Global Product Life Cycle Management and Product Development, was educated as an Electronic and Software Engineer and has worked with organisations and companies in electronics, financial services, information systems, software, telecoms, engineering, …..
Time to Market (TtM Product Solutions Ltd.)
“We accelerate growth”
Background
© 2000 to 2014 TtM
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© 2000 to 2014 TtM
We help organisations and people gain skills and know how to achieve profitable growth from products, services and markets including:
Time to Market (TtM Product Solutions Ltd.)TtM = Time to Market ... Time to Money and Product Management
Product Management and Marketing (PM) Product Portfolio Management (PPM)
Product Life Cycle Management (PLM)
Product Portfolio Strategy (PPS) Voices of Customers (VoC) Product Competitive Analysis (PCA) Product Value Propositions (PVP) Product Innovation and Creativity (PIC) In Life Product Management (ILPM) In-bound and Out-bound Marketing (IOM)
We have a database of processes, methods and tools which we can tailor for a client’s situation and objectives supported by an implementation toolkit and Excel based ‘SoftTools’.
“We accelerate growth”
Background
© 2000 to 2014 TtM
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© 2000 to 2014 TtM
Who are some of our clients
“We accelerate growth”
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© 2000 to 2014 TtM
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© 2000 to 2014 TtM
Telecoms Electronics/ Electrical Engineering/ Manufacturing
B2C
B2B
Some of our clients in• Physical products• Engineering• Manufacturing
B2B= Business to Business; B2U = Business to Business UserB2C= Business to Consumer; B2E= Business to End User
Xerox
Hunting EngineeringMTL Instruments
Chemical Other
“We accelerate growth”
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© 2000 to 2014 TtM
B2C
B2B
Some of our clients in•Solutions•Software•Financial Services
B2B= Business to Business; B2U = Business to Business UserB2C= Business to Consumer; B2E= Business to End User
Xerox
Sony Broadcast
Oxford/Vickers Medical
Navstar
AEA Technology
Fuji Film Electronic Imaging
Hunting EngineeringMTL Instruments
GPT Business Systems
Marconi Instruments
Kalamazoo
Apricot
Insignia
ICL
Embedded Financial Services
Communications/ System Software
Business Solutions
Aero/ Defence/ Medical
MDIS
“We accelerate growth”
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© 2000 to 2014 TtM
Time to Market Framework
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© 2000 to 2014 TtM
Time to Market Product Management Framework
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© 2000 to 2014 TtM
End to End Product Life CycleManagement Processes
PPR: Product Portfolio Strategy and Roadmapping
PD: Product Definition
Voices of Customers (VoC) and Customer Insight
Product Competitive Analysis and Intelligence (PCA)
ILM: In Life Product Management
Product Value Propositions and Pricing Management (PVP)
PLI: Launch and Introduction
Product Value Network Management (PVN), Sales Support and Market Communications
Core Processes
Supporting Processes
PDP: Product Development Projects PipelinePRP:
P Rr eo pd lu ac ct e
ment
Money
Strategic Tactical
Conception Grave
Out-bound ProductManagement to Market
In-bound Product Management from Market
Market ResearchProduct Market Analysis
Voices of CustomersMarket Communications
Market DevelopmentSales Support
P Pr ho ad su ect O
ut
Product, Market, Technology Innovation Ideas
Business Process Initiative Ideas
Tools: Process Maps, RACI and Stakeholder Matrix
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KR: Key Resources
Business Model Canvas
PVP: Product Value Propositions
PP: Product, Service and Solution Portfolio
TP: Technology Portfolio
PVN: Product Value Network
SSP: Supply Side Partners (Collaborators & Suppliers)
ICS: Internal Colleagues/Stakeholders
DSP: Demand Side Partners or Collaborators
CIR: Contingents: Influencers/ Regulators
CSR: Sales Channels/ Routes to Market/
Customer Relationships/ Market Communications
VoC: Voices of Customers
CS: Customer Segments
Countries/ Cultures
CP: Competitors
Competitive Products
£R: Reward/ Revenue Streams (including Price and Profit)
£C: Cost Structure (including Risk)
KAP: Key Activities & Processes
£C £R
Markets
Suppliers
Adapted from: Business Model Generation: Alexander Osterwalder and Yves Pigneur
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‘Customised’ Training Programmes
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‘Customised’ Training Programmes
Customised Learning Programme/ Academy of Courses and other methods
Based on: Topic Modules
Sessions, Breakouts and ‘Homework’
Toolkits To implement processes, methods, skills and responsibilities
which are customised to the client’s needs.
Packaged at suitable levels to provide a learning pathway, of for example: Entry/Foundation Intermediate Advanced/ Mastery
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© 2000 to 2014 TtM
Entry/ Foundation
Approach for developing Product Management process, capability and skills using ‘Modular’ training and Product Management Toolkit
Level of ResponsibilityLevel of Responsibility
Advanced/Mastery
Intermediate
Capability and SkillsCapability and Skills
Foundation Modules and Tools
Selection of Modules and Toolkit
Integrated Modules, Toolkits and
implementation experience sharing
PPM Processes, Skills and Tools Modules Entry/ Foundation
End to End Product Life Cycle Management - Process Framework ERoles & Responsibilities of Product Manager and Stakeholder Management EVoC: Voices of Customers (VoC) and Customer/Market Insight EPLI: Product Launch and Introduction (PLI) EPVP: Product Value Propositions (PVP) and Product Portfolio E
PPM Processes, Skills and Tools Modules Intermediate
End to End Product Life Cycle Management - Process Framework IRoles & Responsibilities of Product Manager and Stakeholder Management IPPR: Product Portfolio Strategy and Roadmapping (PPR) IVoC: Voices of Customers (VoC) and Customer/Market Insight IPCA: Product Competitive Analysis and Intelligence (PCA); Competitor Analysis IPD: Product Definition (PD) IPDP: Product Development Projects Pipeline (PDP) IPLI: Product Launch and Introduction (PLI) IILM: In Life Product Strategy and Management (ILM) IPRP: Product Replacement and Product Phase Out: (PRP) IPVP: Product Value Propositions (PVP) and Product Portfolio IPricing and Profitability Management (PrPr) IPVN: Product Value Network (PVN) Management, Sales Support and Market Communications Improvement
I
PPM Processes, Skills and Tools Modules Advanced /Mastery
End to End Product Life Cycle Management - Process Framework APPR: Product Portfolio Strategy and Roadmapping (PPR) AVoC: Voices of Customers (VoC) and Customer/Market Insight APCA: Product Competitive Analysis and Intelligence (PCA); Competitor Analysis APD: Product Definition (PD) APDP: Product Development Projects Pipeline (PDP) AILM: In Life Product Strategy and Management (ILM) APVP: Product Value Propositions (PVP) and Product Portfolio APricing and Profitability Management (PrPr) A
To b
e cu
stom
ised
to
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t’s
requ
irem
ents
FPM Toolkit
IPM Toolkit
APM Toolkit
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Modular Toolkit
Modules Menu PPM Processes, Skills and Tools Modules Entry/
Foundation Intermediate Advanced
/Mastery
1 End to End Product Life Cycle Management - Process Framework F I A 2 Roles & Responsibilities of Product Manager and Stakeholder Management F I 3 PPR: Product Portfolio Strategy and Roadmapping (PPR) I A 4 VoC: Voices of Customers (VoC) and Customer/Market Insight F I A 5 PCA: Product Competitive Analysis and Intelligence (PCA); Competitor Analysis I A 6 PD: Product Definition (PD) I+ A 7 PDP: Product Development Projects Pipeline (PDP) I+ A 8 PLI: Product Launch and Introduction (PLI) F I 9 ILM: In Life Product Strategy and Management (ILM) I A
10 PRP: Product Replacement and Product Phase Out: (PRP) I 11 PVP: Product Value Propositions (PVP) and Product Portfolio F I A 12 Pricing and Profitability Management (PrPr) I+
13
PVN: Product Value Network (PVN) Management, Sales Support and Market Communications Improvement(PVN comprises: Sales Channels/ Routes to Market; Demand Network Partners; Influencers and Contingents; Internal Vale Network of Stakeholders and Colleagues; Supply Chain) I+
14 PIC: Product Innovation and Creativity A 15 Market and Technology Strategy A 16 Market Intelligence and Segmentation I+ 17 Product Positioning, Messaging and Marketing Communications including Social Networking I+ 18 New Product Development (NPD) I+ 19 Time to Market Compression I+ A 20 Lean/ Agile Product Development I+ A 21 Business Model Generation and Implementation I+ A
To b
e cu
stom
ised
to
the
clien
t’s
requ
irem
ents
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Product Management ToolkitIntermediate PM Level (IPM)
(VoC) Topic Guides/ Questionnaires
What + HowChecklist
Product – Market 2- Axis Model
Product Portfolio Structure
DPM
Product Portfolio Roadmap
pQFD
Advanced SWOT: Product Competitive and Price
PVP vs PriceCompetitive Positioning
MoSCoW
Artefacts
Customer ProfilesCustomer SegmentsAdoption CharacteristicsProduct Value Network
Voices of Customers (VoC) Win/Loss Questionnaires and Analysis
Reward/Risk/ Resource Model
(RRRM)
SMART ObjectivesRACI MatrixStakeholder Map/MatrixExtended P's, C's and R's Checklist
Commercial Plan, Technical Plan,
Information Database
Sales Metrics Monitor
PLI Checklist
Product – Life Cycle 2- Axis Model
Exam
ple
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Workshops are designed and delivered to be very interactive and comprise: Sessions which are interactive powerpoint presentations by the facilitator which are delivered with
questions and answers to stimulate discussion and appropriate levels of debate. The Sessions include examples of tools and case studies
Breakouts which are structured group work to process and discuss implementation and are facilitated by the trainer. Typically groups comprise 4 to 6 people to ensure that individuals have the opportunity to interact and participate.
Post Course assignments (‘Homework’) to embed learning and use of tools
When delivering workshops the agenda and timing is adjusted dynamically to meet the needs of the participants and includes the principles and practices relating to the Kolb Learning Cycle.
Workshop/Seminar Style and Delivery will be interactive and comprise a balanced set of Sessions and Breakouts to maximize learning, interaction and the needs of participants
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‘Standard’ Training Courses
Can be delivered ‘As Is’ or Tailored for In Company requirements and delivery: Product Management Product Strategy Product Innovation Product Launch and Introduction
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Product Management‘Standard’ Training Course
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Objectives
All attendees should:* Understand Principles and Practices of Product Management
* Become exposed to the framework of processes and tools for end to end Product Life Cycle Management (PLM)
* Understand the importance of having a good knowledge of Customers’ current and future needs
* Understand the importance of having a good knowledge of Competitors and Competitive Products (current and future)
* Understand how to generate compelling Customer Product Value Propositions
* Understand some of the methods and tools relating to Product Portfolio Strategy
* Be introduced to Product Launch and Introduction process and tools and begin to apply them appropriately for their own situation
* Be introduced to the process and tools for Product Replacement/ Phase Out
* Be introduced to In Life Product Management and Marketing process and tools.
* Be introduced to a Toolkit for Product Life Cycle Management to maximise profit
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PM: Day 1
COURSE CONTENT 09.00 to 17.00
Sessions are interactive powerpoint presentations by the facilitatorBreakouts are structured individual and/or group work to process and discuss implementation Coffee/Tea breaks and Lunch are scheduled with respect to Sessions and Breakouts
Day 1
Session 1S0 Introduction, Objectives, Agenda, Issues and Priorities
Session 1S1 Product Management Principles and Practices
x Break
Session 1S2 End to End Product Life Cycle Management - Process Framework
x Lunch
Session 1S3 Customer Product Value Proposition Definition and Development
x Break
Breakout 1B1 Generate Product Value Proposition
Session x Bring forward topics from Day 2
x Close for the Day
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PM: Day 2
COURSE CONTENT 09.00 to 17.00
Sessions are interactive powerpoint presentations by the facilitatorBreakouts are structured individual and/or group work to process and discuss implementation Coffee/Tea breaks and Lunch are scheduled with respect to Sessions and Breakouts
x Day 2
x Recap
Session 2S1 Product Portfolio Strategy, Roadmap and Reward/Risk/Resource Priorities
x Break
Breakout 2B1 Your approach for Product Portfolio Strategy
Session 2S2 Voices of Customers and Market Intelligence
x Lunch
Breakout 2B2 Voices of Customers in your Company
x Break
Session 2S3 Competitor and Product Competitive Intelligence
Breakout 2B3 Competitor and Product Competitive Intelligence in your Company
x Close for the Day
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PM: Day 3
COURSE CONTENT 09.00 to 17.00
Sessions are interactive powerpoint presentations by the facilitatorBreakouts are structured individual and/or group work to process and discuss implementation Coffee/Tea breaks and Lunch are scheduled with respect to Sessions and Breakouts
x Day 3
x Recap
Session 3S1 Product Launch and Introduction and Product Replacement
x Break
Breakout 3B1 Product Launch and Introduction improvements in your company
Session 3S2 In Life Product Management
x Lunch
Breakout 3B2 Product Manager's role in In Life Product Management for your product portfolio.
x Break
Breakout 3B3 Revisit Customer Product Value Proposition Generation
Breakout 3B4 Action Planning for Product Management:Priorities for End to End Product Management Processes and Tasks in your companyDraft List of Tools to Implement
x Wrap Up and Evaluation
x Workshop Ends
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Background for Examples
Most examples has been generated from projects with real Clients Wherever possible we include ‘real life’ examples and case studies Because of client confidentiality, in some cases, the data, outputs and identity of the client have been
changed and ascribed to a fictional company called MobIS (Mobile Information Solutions) MobIS’ product portfolios are targeted at both Consumers/ End Users (termed B2E) and Business
Users (termed B2U) who want to access information from mobile devices. Two of the product portfolios are listed:
Information on the Move (IM) International Market Information on the Move (IM2)
CustomersInformation on the Move (IM)
Sport and News B2E for people on the move, targetted with content such as news, sport results and fashion at Adult Personal Users
Information on the Move (IM)
Stocks and Shares B2U for people who work in Financial Services, Banking and FinanceMedium Size Companies
International Market Information on the Move (IM2)
International Market Information:> Company News and Information> Mergers and Acquisitions> International Travel Information and Booking> Stock Market News
B2U for people who work in Financial Services, Banking and FinanceMedium Size CompaniesLarge Companies and Corporates
MobIS
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Product Management Toolkit
Customer ProfilesCustomer SegmentsAdoption Characteristics
Voices of Customers (VoC) Topic Guides/ Questionnaires
What + HowChecklist
Product – Market 2- Axis Model
Product Portfolio Structure
Product – Life Cycle 2- Axis Model
Product Portfolio Roadmap
pQFD
Advanced SWOT: Product Competitive
PVP vs PriceCompetitive Positioning
Commercial Plan, Technical Plan,
Information DatabaseMoSCoW
Artefacts
For reference
For reference
DPM
What?
Who?
How?Benefits & ExpectationsFor customers: • Functionality (BU): Up to date Stocks and Shares information and
instant access to other critical information• Functionality (BU): Easy travel arrangements• Usability (BU): Clear display of information and easy navigation • Usability (BU): Alerts for important messages and information• Usability (BU): Should require little training to get maximum benefit• Performance (TB): Connection from anywhere in the world• Performance (TB): Fast and secure download • Setup (TB): Wire free connectivity to laptops, networks etc.• Supportability (TB): Global support• Economics (EB): Attractive Total Cost of Ownership and Flexible Terms
and Conditions
Target Customers Segments:Medium Size Financial Services Companies
Business Users (BU):Financial Business Executives
Technical Buyers (TB):IT Directors
Economic Buyers (EB):Financial Directors
Key Selling Points to provide benefits and expectations to customers• Functionality/Performance: Fast access (< 2secs) to the most important
channels of financial information while on the move• Functionality: Business www.ebookers.com privileged travel access • Technology: Advanced handset range with intuitive use and 'industry
strength' security.• Functions: MobIS prioritised alerts and On handset training • Setup: Bluetooth self configuring capability • Supportability: MobIS website for Integration Guides and Application
Newsletters • Economics: Range of subscriptions, Free upgrades and Flexible Terms • Supportability: Dedicated MobIS's 24/7 technical support team
Product Value PropositionInformation on the Move (IM) Stocks and Shares
Date: <date>Product Manager: <Product Manager>
Against what?
Competitive Products
Company: Purple Product: Share PricesCompetitive Opportunities and Threats Slow access to information (>5secs) Poor connectivity× Low initial price
Company: Wino Product: Stock TradesCompetitive Opportunities and Threats Slow access to information (>4secs)× Low initial price× Great travel booking facilities with www.lastminute.com
Opportunity for MobIS× Threat for MobIS
WHO
WHAT
do they want
HOWdo we provide
Against WHATdo we compete
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Product Strategy‘Standard’ Training Course
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Product Strategy ‘Standard’ Workshop Outputs3 days workshop
Strategic opportunities to improve the financial and other performance of Product Portfolio
Customer, Applications, Competitive, Market, Technical, Macro and other Trends Product Innovations, Product Developments or Product Improvements Improvements in Operations, Market Communications, Sales Support and Sales Product Management initiatives Priorities for projects, changes and other actions to implement Product Portfolio
Strategy …………
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Product Strategy ‘Standard’ Workshop Agenda3 days
Session: Introduction, Objectives, Agenda, Issues and Priorities
Session: Principles and Practices
Session: Customers, Markets and Trends
Breakout: Product Portfolio and Market 2-Axis Model
Session: Customer Product Value Propositions
Breakout: Compelling Customer Product Value Propositions Generation
Session: Product Portfolio and Roadmapping
Breakout: Roadmap Generation
Session: Product Competitive Analysis
Breakout: Product Competitive SWOT (Strengths, Weaknesses, Opportunities and Threats)
Session: Market Attractiveness, Product Strength and Macro Trends
Breakout: Directional Product Matrix
Session: Toolkit Walkthrough, Priorities and Actions
Breakout: Priorities and Actions for each Product Portfolio
Sessions are interactive powerpoint presentations by the facilitatorBreakouts are structured individual and/or group work to process and discuss implementation Coffee/Tea breaks and Lunch are scheduled with respect to Sessions and Breakouts
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PPS Toolkit and Process
OUTPUTS: Product Portfolio and Pricing Strengths, Weaknesses, Opportunities and Threats (SWOT)
OUTPUTS: Priorities and Actions
4. Product Portfolio SWOT Analysis, Competitive and Price (PCA)
5. Artefacts, Priorities and Actions
OUTPUTS: Market and other trends, Customers Requirements and Product Portfolio Gaps
OUTPUTS: Updated PVPs.
1. Market, Voices of Customers (VoC), Trends and Win/Loss Analysis
2. Customer Product Value Propositions (PVP)
3. Product Portfolio and Roadmapping (PPR)
OUTPUTS: Actions relating to Product Portfolio Development, Product Launches, Business Improvements, Market Communications and Sales Strategy
Evaluation Loop
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Product Portfolio Strategy Toolkit
What + HowChecklist
Product – Market 2- Axis Model
Product Portfolio Structure
Directional Product Matrix DPM
Product Portfolio and Trend Roadmap
Advanced SWOT: Product Competitive and Price
Customer ProfilesCustomer Segments
Market, Voices of Customers (VoC) and other trends
RACI MatrixExtended P's, C's and R's Checklist
Priority Ref Market, Macro or Other Trends Region or Country 1 Region or Country 2 Action
H 1 Sales Revenue or Volume trendsM 2 Market Share trendL 3 Customer or Industry trendsH 4 Applications trendsH 5 Pricing TrendsH 6 Margin or profitability trendsH 7 Competitor TrendsH 8 Competitive Products trendsH 9 Market Communications trendsH 10 Changes in Competitors' Sales
Channels or Routes to MarketH 11 Contingent: Regulatory, Standards,
….. TrendsH 12 Macro Trends: DemographicsH 13 Macro Trends: EconomicH 14 Macro Trends: EnvironmentalH 15 Macro Trends: Regulatory and
PoliticsH 16 Macro Trends: SocialH 17 Macro Trends: TechnologyH 18 Macro Trends: OtherH 19 OtherH 20 Other
ArtefactsCommercial Plan,
Technical Plan, Information Database
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Product Innovation and Creativity‘Standard’ Training Course
What to Innovate Product
Product Portfolio/Pipeline Product Value Propositions Price
Market Applications covered Sales and Market Communications to
Customers Competitive actions Geographical reach Regulations, Standards
Technology Information Technology Product Technology Operational Technology
Business Model/ Processes Business Model Customers’ Processes Our Processes
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Objectives
Be introduced to the principles of Product, Market, Technology and other Innovation Understand and explore ways to increase creativity and innovative thinking Understand types of Innovator companies and approaches outside your industry Explore principles and practices relating to Disruptive, Revolutionary and
Evolutionary Innovation and how it might apply in your company Understand how Proposition Portfolio Strategy and Roadmapping, innovation
information from Voices of Customers (Gemba, Adoption Characteristics, Kano) and Competitive Intelligence promote innovation
Discuss Lean and Agile Principles and Practices for Product and Software Development
Be introduced to Jugaad Innovation and discuss use in current and developing markets
Discuss and work with a comprehensive set of methods and a toolkit for implementing innovation
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Innovation and Creativity: Methods and Toolkit
ImaginationIngenuity
Ideas Invention
Improvisation
Creativity
Types of Innovation: Disruptive
Revolutionary
Evolutionary
Methods Toolkit
+ Innovators: Need seekers (NS); Market readers (MR); Technology drivers (TD)
+ Proposition Portfolio Strategy and Roadmapping
+ Gemba, Adoption Characteristics, Kano+ Imagining Newcomers+ Competitive Forces+ Competitive Intelligence+ Step-Stretch-Leap+ BHAGs (Big Hairy Audacious Goals)+ Purposeful Evolution+ Agile Software Development+ Lean Product Development+ Jugaad Innovation
+ Brainstorming (and reversal)+ Lennonisms ‘imagine there’s .’+ Imagineering+ Synectics+ Problem Solving and Fishbone+ Scenario Planning+ Mind-mapping
Innovation Strategy and Drivers: NS, MR, TD Compelling Product Value Propositions Buyer Profiles and User Personas Portfolio, Trend and Technology Roadmaps Directional Product Matrix (DPM) Macro Trends Product Value Network Competitor Forces Competitive SWOT Newcomer Opportunities and Threats Step-Stretch-Leap Worksheet Agile Principles and Practices Lean Principles and Practices Jugaad Principles and Practices
Synectics/ SCAMPER Fishbone/ Ishikawa Scenario maps Mind-maps De Bono’s Hats
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Day 1
COURSE CONTENT 9.30 to 18.00
Sessions are interactive powerpoint presentations by the facilitatorBreakouts are structured individual and/or group work to process and discuss implementation Coffee/Tea breaks and Lunch are scheduled with respect to Sessions and Breakouts
Day 1
Session 1S0 Introduction, Objectives, Agenda, Issues and Priorities
Session 1S1 What is Innovation?Exercise: Seeing things differently
x Break
Session 1S2 Ways to increase creativity and innovative thinking - Part 1
Breakout 1B1 Imagining a Newcomer
x Lunch
Session 1S3 Innovators: Need seekers; Market readers; Technology Drivers from Apple, Samsung and Google
x Break
Breakout 1B2 Innovation for your product, market and technology portfolios
Session x Bring forward topics from Day 2
x Close for the Day
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Day 2
COURSE CONTENT 09.00 to 18.00
Sessions are interactive powerpoint presentations by the facilitatorBreakouts are structured individual and/or group work to process and discuss implementation Coffee/Tea breaks and Lunch are scheduled with respect to Sessions and Breakouts
x Day 2
x Recap
Session 2S1 Proposition Portfolio Strategy and Roadmapping and Inbound Innovation
x Break
Breakout 2B1 Trend and Portfolio Roadmaps
Session 2S2 Generations of Product Development and Technology Innovation methods
x Lunch
Breakout 2B2 Your company's approach for Development and Innovation
x Break
Session 2S3 Disruptive, Revolutionary and Evolutionary Innovation (BHAGS, Step-Stretch-Leap, Purposeful Evolution)
Breakout 2B3 How does Disruptive, Revolutionary and Evolutionary Innovation apply in your company?
x Close for the Day
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Day 3
COURSE CONTENT 09.00 to 17.00
Sessions are interactive powerpoint presentations by the facilitatorBreakouts are structured individual and/or group work to process and discuss implementation Coffee/Tea breaks and Lunch are scheduled with respect to Sessions and Breakouts
x Day 3
x Recap
Session 3S1 Ways to increase creativity and innovative thinking - Part 2
x Break
Session 3S2 Lean and Agile Principles and Practices for Product and Software Development
Breakout 3B1 Discussion on Lean and Agile
x Lunch
Session 3S3 Jugaad Innovation and use in developing and developed markets
x Break
Facilitated Discussion
3B2 Methods and Toolkit for Product, Market and Technology InnovationAction planning
x Wrap Up and Evaluation
x Workshop Ends
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Product Launch and Introduction (PLI)‘Standard’ Training Course
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Product Launch and Introduction (PLI)‘Standard’ Workshop Outputs 3 days workshop
Understanding best practices and associated tools for planning and implementing Product Launch
Product Launch strategies for Big Bang, Phased or Soft Launch, Minimal Launch, Re-Launch, ....
Launch planning and key milestones Compelling and competitive Product Value Propositions for product positioning Product messaging using Product Value Claims model Tools to evaluate Product readiness, Customer readiness, Sales and
Operational readiness Effective internal communications, Market Communications Mix and Sales/
Routes to Market …………
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Product Launch and Introduction (PLI)‘Standard’ Workshop Agenda 3 days
Session: Introduction, Objectives, Agenda, Issues and Priorities
Session: Product Launch and Introduction in End to End Product Life Cycle Management
Session: Overview of Product Launch and Introduction (PLI) Process and Toolkit
Breakout: Issues/Pitfalls for Product Launch and Introduction in your company
Session: Developing compelling Product Value Propositions for launch
Breakout: Generate Product Value Propositions
Session: Product Launch Strategy and Planning linked to Product Replacement
Breakout: Product Launch Planning and Launch Pack - prioritisation of methods and tools
Session: Product Readiness and Internal Launch
Breakout: Product Readiness and Internal Launch for your launches
Session: External Launch and introduction for sales, markets and customers
Session: External Launch: early supply and support and PLI monitoring and adjustment
Breakout: External Launch:introduction for sales, markets and customers for your launches
Session: PLI Completion and Transfer to In Life Product Management
Breakout: Action Planning for Product Launch
Sessions are interactive powerpoint presentations by the facilitatorBreakouts are structured individual and/or group work to process and discuss implementation Coffee/Tea breaks and Lunch are scheduled with respect to Sessions and Breakouts
“We accelerate growth”
Background
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© 2000 to 2014 TtM
Types of Product External Launch
Soft Launch /Progressive/Phased LaunchPotential rationales: If want to phase geographically
If want to supply to a limited set of customers to get fast feedback
and/or If product(s)/ product range is not fully ready and/or internal launch is not complete and/or Limited marketing resources (people and money)or Want to capture some customers and revenue to
justify more internal or external investment
Soft Launch /Progressive/Phased LaunchPotential rationales: If want to phase geographically
If want to supply to a limited set of customers to get fast feedback
and/or If product(s)/ product range is not fully ready and/or internal launch is not complete and/or Limited marketing resources (people and money)or Want to capture some customers and revenue to
justify more internal or external investment
Minimal Launch Low priority product(s)/ regulatory product(s), or Minor revision or update or product range addition, or Targeted at niche or specific customer base, or Part of a rolling or phased launch
Minimal Launch Low priority product(s)/ regulatory product(s), or Minor revision or update or product range addition, or Targeted at niche or specific customer base, or Part of a rolling or phased launch
Full Launch (Big Bang)
for new product(s) or a major change to current product(s) intended to :
Maximise market awareness Maximise sales leads/revenue Stimulate Sales Motivation and Momentum Generate competitive differentiation
Usually requires substantial money, resource and focus Can be part of an overall marketing and sales campaign
Full Launch (Big Bang)
for new product(s) or a major change to current product(s) intended to :
Maximise market awareness Maximise sales leads/revenue Stimulate Sales Motivation and Momentum Generate competitive differentiation
Usually requires substantial money, resource and focus Can be part of an overall marketing and sales campaign
Our Return on Investment should be a key factor on deciding Type or Scale of
Launch
Implication: Type of Launch helps determine the process and tools used for Product Launch and Implementation
Re-Launch of current products Re-Stimulate Sales Motivation and Momentum
Re-Launch of current products Re-Stimulate Sales Motivation and Momentum
“We accelerate growth”
Background
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© 2000 to 2014 TtM
Product Launch and Introduction Toolkit
Product Launch Plan and Checklist Launch Timeline Tracker Mini-Product Value Proposition (PVP) Product Launch Pack/Kit Market Communications Mix Stakeholder Matrix
Product Readiness Criteria and Checklist Customer/Sales Readiness Criteria and Checklist Organisational Readiness Criteria and Checklist
Launch SWOT Chart (Strengths, Weaknesses, Opportunities, Threats)
Product Launch Metrics Dashboard
Planning
Readinessand Launch
Monitoringand Adjustment
“We accelerate growth”
Background
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© 2000 to 2014 TtM
Phase Out with Launch of a Replacement
Can take a long time
Phase Out and Launch need to be well synchronised
“We accelerate growth”
Background
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© 2000 to 2014 TtM
TtMSoftTools: Software Packages to implement tools for Product Portfolio and Product Life Cycle Management
TtMSoftTool ID TtMSoftTool Title and Description
SPS Product Portfolio Strategy and Road Mapping
SSL Project Selection and Priorities
SVC Voices of Customers Collection and Analysis
SCA Product Competitive Analysis
SPD Product Definition and pQFD (pragmatic Quality Function Deployment)
SPL Product Launch Planning and Information
SPI Product Life Cycle and In Life Management
SVP Product Value Propositions Management
SPM Product Management
SPP Product and Market Portfolio Management
“We accelerate growth”
Background
© 2000 to 2014 TtM
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© 2000 to 2014 TtM
Mike Henry – Interests and Experience
Mike Henry was educated as an electronics engineer, graduated from Leeds University and subsequently carried out postgraduate research in medical computing at the University of Dundee.
He has been involved in the development, integration and marketing of software and electronics systems in a wide variety of applications.
With Xerox, Mike was the Electronics and Software Manager for a development programme which was used as a pilot for Xerox's Product Development Process. He lead product development and management of photocopiers and document image management workstations, with teams based in the UK, Netherlands, East and West Coasts of USA, Japan and Korea.
Mike joined Crosfield Electronics (now Fuji Film Electronic Imaging) as a member of the marketing department. He took the lead in developing and implementing the company Product Life Cycle Process (PLP), with the major objectives of reducing time to market, stimulating product innovation and increasing life cycle profitability. He was accountable for Product Strategy and Planning for EMEA, Japan (With Fuji Film) and Americas (with DuPont).
Mike now leads Time to Market (TtM Product Solutions) as Managing Director.He has completed projects with over a hundred companies in the UK, USA, Canada, Switzerland, Italy, Finland, Poland, Russia, Japan, China and India relating to Product Management, Product Strategy and Innovation.
Mike specialises in Product Management, Product Value Propositions (PVP), Voices of Customers (VoC) and Product Competitive Analysis (PCA) and together with his colleagues provides a wide range of training and implementation programmes to clients in many markets, including: electronics, engineering, telecommunications, software and data services, chemical, financial services, government, retail etc.
“We accelerate growth”
Background
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© 2000 to 2014 TtM
That’s all Folks – Thank you
Mike HenryTime to Market
[email protected] Product Solutions Ltd
www.ttm.co.ukTel: +44 1462 337461
Mob: +44 7802 323678
Mike will be very happy to receive:
Any QuestionsComments or
Feedback