CONCEPT GENERATION

MTI Pengembangan Produk dan

Rekayasa Kualitas
@ 2023
 LINGKUP KULIAH
BAGIAN PENGEMBANGAN PRODUK

1. Pengantar Pengembangan Produk

2. Opportunity Identification
3. Concept Generation
4. Project Evaluation
5. Development
6. Product Testing
7. Launch
8. UTS (Midterm)
 PENDAHULUAN
• Referensi Utama: Ch 04 - 07 PART TWO - CONCEPT
GENERATION, C. Merle Crawford C. Anthony Di
Benedetto, New Products Management, Eleventh
Edition Published by McGraw-Hill Education, 2015
McGraw-Hill Education.

• What is a Product Concept? A concept includes:

– a specific product form (the attributes), bentuk produk,
geometry ?
– a specific technology (the source of the form), cara
membentuk produk
– a specific benefit for a particular usage situation, keadaan
yang membutuhkan produk
 PHASE 2: CONCEPT GENERATION

• Select a high
potential/urgency
opportunity, and begin
customer involvement.
• Collect available new
product concepts that fit
the opportunity and
generate new ones as
well.
• The Evolution from
Concept to New Product
Con
cep
t
Gen
erat
ion
CH4: CREATIVITY AND THE PRODUCT CONCEPT

• The Product Innovation Charter, Think about

these items from a hypothetical charter
(Chapter 3) :
• in a firm making bathtubs contohnya, Our
new product concepts should be useful to
older people and others with physical
handicaps.
• New products coming from these concepts
must make use of the firm’s strong design
capabilities, as well as copper metal.
Creativity and the Product Concept

Hal yang perlu diperhatikan

• The Product Innovation Charter
• Finding the Right People
• Activities to Encourage Creativity
• Special Rewards
• The Removal of Roadblocks
Preparation and Alternatives
• The Product Innovation Charter (PIC) 
piagam inovasi produk
• Human creativity:
Genius Thinking Strategie
1. Find many different ways to look at a problem
[Einstein]
2. Make their thoughts visible [da vinci]
3. Produce [Edison]
4. Make novel combination [e=mc^2]
5. Force relationships [kekule, snake bitting]
6. Think in opposite [neil bohr cahaya wave dan
partikel]
7. Think metaphorically [Bell]
8. Prepare themselves for chance [flemming,
pisisilin]
Hambatan Kreatifitas
Penghalang Kreativitas Perusahaan
New Product Concept
New product :
• Form:
bentuk/atrib
ut produk
• Technology
cara
membentuk
produk
• Benefit
The Concept Statement
• Ideas, concepts, new products, and so on are all
words in common use. But, as in all disciplines,
we have to clarify them for understanding.
• What is a concept statement? A concept
statement is a document that summarizes a
business idea to convince a reader of its
viability. These statements typically describe
the idea's components, target audience and
benefits in one to three paragraphs, depending
on how much information you include.
Sumber konsep
• Actively seek
out ready-
made new
product
concepts
• (1) Inside
sources
(employees)
(2) Outside
sources
Inovasi Terbuka
• The fi rst advocate of open innovation was Henry Chesbrough,
who viewed it as a new paradigm for innovation in which the
firm makes a strategic commitment to use the knowledge in
the external environment to improve innovation performance.
• Keuntungan dan Risiko Inovasi Terbuka
CH5: FINDING AND SOLVING CUSTOMERS’
PROBLEMS

Finding and Solving Customers’ Problems

(generik)
• Know Your Customers
• Relate To Their Needs
• State Their Problems
• Show Them You Have Their Solution
• Conclusion
Problem-based Concept Generation
Figure 5.1
Problem-Based Concept Generation
Source: Internal Records

• The most common source of needs and

problems comes from an organization’s
routine contacts with customers and others in
the marketplace.
• Daily or weekly sales call reports, fi ndings
from customer or technical service
departments, and tips from resellers are
examples. Sales fi les are peppered with
customer (and reseller) suggestions and
criticisms.
Inputs from Technical and Marketing

• Direct Inputs from Technical and Marketing

Departments
• Understanding about end users and other
stakeholders also lies in the minds of
marketing and technical people. Most of them
have spent time with customers and end
users, sometimes many years of it.
Problem Analysis
• It seems that every history of an industry, a
business firm, or a famous business person cites
some key time when a new good or service
capitalized on a problem that others didn’t sense
or appreciate.
• But problem analysis is much more than a simple
compilation of user problems. Although the term
problem inventory is sometimes used to describe
this category of techniques, taking the inventory
is only the beginning—analysis is the key.
Contoh: Problem Analysis Applied to the
Smartphone
Problem Analysis Procedure
The general approach is the following:
• Step One Determine the appropriate product or activity category
for exploration. This has already been done if the product
innovation charter has a use, user, or product category dimension in
the focus statement.
• Step Two Identify a group of heavy product users or activity
participants within that category. Heavy users are apt to have a
better understanding of the problems,and they represent the bulk
of the sales potential in most markets. A variation isto study non
users to see if a solvable problem is keeping them out of the market.
• Step Three Gather from these heavy users or participants a set of
problems associated with the category. Study the entire system of
product use or activity. This is the inventory phase mentioned
earlier, but far more is involved than just asking respondents to list
their problems. A good method of doing this is asking
Metodologi
• Methodologies to Use, The generalized structure of
problem analysis still contains the question of how to
gather the list of customer problems. Many methods
have been used, but the task is diffi cult. The
customer or user often does not perceive problems
well enough to verbalize them.
– Expert
– Published Sources
– Stakeholder Contact (to seek out the voice of the
customer (VOC))
• Interviewing
• Focus Group
• Observation
Scenario analyses
Guidelines have been suggested for conducting a good scenario analysis:
• 1. Know the now. The participants must have a good understanding of the current
situation and its dynamics, otherwise the future they envision will not be realistic or
useful for idea generation.
• 2. Keep it simple. Participants will likely have diffi culty understanding reallycomplex
scenarios.
• 3. Be careful with selecting group members. A group of about six, with contrasting or
complementary viewpoints and prior experiences, works best.
• 4. Do an 8- to 10-year projection. Too far out, and the participants are guessing. Not
far enough out, and the respondents will just extend whatever is going on now.
• 5. Periodically summarize progress . This keeps the group on track and avoids
contradictions.
• 6. Combine the factors causing changes. Scenarios should not be determined byjust
one factor.
• 7. Check fi t or consistency at the end.
• 8. Once you have done the scenario analysis, plan to use it several times. These can
be expensive.
• 9. Reuse the group. The more scenario analyses they do, the more they enjoy the task,
and the better they get at it.
Solving the Problems (1)
• Group Creativity; New products people use individual
problem-solving effort, but many think that group
creativity is more effective.
• Brainstorming; Because brainstorming techniques have
been around so long, they are widelyabused and misused.
It is good to be able to recognize bad brainstorming,
because bad brainstorming just does not work.
• Electronic Brainstorming and Computer-Assisted
Creativity Techniques; Despite its popularity, brainstorming
has several drawbacks. Only one person can talk at a time,
and social loafi ng may occur (average work intensity may
be lower in a group setting). Further, some individuals may
still fear being criticized for having unpopular ideas.
Solving the Problems (2)
• Online Communities ; Online communities (or virtual
communities ) have revolutionized customer information
gathering. An online community can be defi ned as any
group that interacts using a communications medium such
as online social networking.
• Disciplines Panel; Several of today’s leading new products
consulting fi rms believe creativity groups should actually
work on a problem, not just talk about it, particularly in
situations calling for signifi cant innovation. Their approach
is to assemble experts from all relevant disciplines and
have them discuss the problem as a disciplines panel.
Concept Generation Techniques in Action
• creativity-stimulating techniques that can be used to generate
concepts;
• 1. Using Props (Menggunakan Alat Peraga). Life Savers Company
wanted to develop new fl avors. They hired a consultant who fi lled a
room with samples of fruits, varieties of perfumes,and lists of dozens
of ice cream fl avors. Life Savers’ Fruit Juicers line came out of the
session. P&G’s Duncan Hines Pantastic party cakes came from an idea
stimulation session where greeting cards were among the props used.
• 2. Role Playing (Bermain Peran) . Bausch and Lomb’s Polymer
Technologies Division came up with the idea of cushioning material
bonded to the lens surface by getting pairs of executives to play the
roles of eyeball and contact lens. The actors had to think of ways the
lens could stop hurting the eyeball while role playing.
• 3. Imitating Nature (Meniru Alam). Goats eat waste and emit it in
the form of small pellets. This idea inspired Whirlpool in its
development of the Trash Smasher compactor.
CH6: ANALITICAL ATTRIBUTE APPROACH

• Analytical Attribute Approaches: Introduction

and Perceptual Mapping.
• Understanding Why Customers Buy a Product?

• Induction and perceptual mapping  Induksi

dan pemetaan perseptual
• What and why approach ?  pendekatan ... Apa
dan mengapa
• Analitical attributte technique  Teknik analitik
atribut
Product Attribute
• A Typology of Attributes
Analyzing Product Attributes for Concept
Generation and Evaluation

• Analytical attribute techniques allow us to

create new product concepts by changing one
or more of its current attributes or by adding
attributes, and to assess the desirability of these
concepts if they were to be developed into
products.
• That is, these techniques can be used in concept
generation (which will be approached), but also
in concept evaluatio n and even further along in
the new products process
Gap Analisis
• Gap analysis is a
statistical technique
with immense
power under certain
circumstances.
• Its maps of the
market are used to
determine how
various products are
perceived by how
they are positioned
on the market map.
Determinant Gap Maps

• shows a map of snacks prepared by members

of a new products team seeking to enter the
snack market. The map consisted of two
dimensions (they personally thought
crunchiness and nutritional value were
important in snacks).
• Scales ran from low to high on both factors.
Each brand then in the market was scored by
the managers on each of the two factors.
Perceptual Gap Maps Based on
Attribute Ratings (AR)
• Unlike the
determinant gap map
method,
• Attribute ratings (AR)
perceptual gap
mapping asks market
participants (buyers
and users of the
FIGURE 6.3 A Data Cube
product) to tell what
attributes they believe
products have.
Attribute perception
• Attribute Perceptions Questionnaire;
• You have commissioned a research study in which female respondents were
asked to identify all the brands of swimsuits they are familiar with and to rate
them on each of the attributes on 1-to-5 Likert-type scales (see Figure 6.4 ).
Brand rating
• The average ratings
of each brand on
each attribute are
presented in the
snake plot of Figure
6.5 .
• The snake plot (the
name refers to the
snakelike shape of
the lines that join
the points) reveals
some useful
information.
Data Reduction Using Multivariate
Analysis
• Factor Analysis
– Reduces the original number of attributes to a smaller
number of factors, each containing a set of attributes that
“hang together” [Mengurangi jumlah atribut asli ke
sejumlah faktor yang lebih kecil, masing-masing berisi
seperangkat atribut yang "saling berdekatan“]
• Cluster Analysis
– Reduces the original number of respondents to a smaller
number of clusters based on their benefits sought, as
revealed by their “ideal brand” [Mengurangi jumlah
responden asli ke sejumlah kecil kelompok berdasarkan
manfaat yang mereka dapatkan, seperti yang diungkapkan
oleh "merek ideal” mereka]
Selecting the Number of Factors
Catatan
• Eigen value dan eigen vektor adalah istilah
yang digunakan dalam aljabar linear,
persamaan diferensial linear, matriks linear,
dan transformasi linear.
• Persamaannya cukup sederhana, yaitu Ax =
Aλ, di mana A adalah matriks atau suatu
persamaan, x adalah eigen vector yang tidak
boleh nol, dan λ adalah eigen value yang
merupakan besaran skalar.
Factor Loading Matrix
• FIGURE 6.7 Factor Loading Matrix for Swimsuit Data
Factor-Score Coefficient Matrix
• FIGURE 6.8 Factor-Score Coefficient Matrix
AR Perceptual Map
• FIGURE 6.9 AR Perceptual Map of Swimsuit Brands
Noted: AR perceptual maps
• AR perceptual maps suffered a criticism early on that
led to a variation preferred by some product
innovators.
• The problem was that users sometimes make
purchase decisions using attributes they cannot
identify. These phantom attributes.
• don’t show up on the lists, are not included as map
dimensions, and by their absence distort the
analysis.
• Also, some users have diffi culty scoring attributes,
even when they are aware of them, because they are
simply unable to, or are unwilling to do so.
Perceptual Gap Maps Based on
Overall Similarities (OS)
• OS techniques do not require customers to rate choices on
individual attributes.
• Rather, these techniques run on perceptions of overall similarities
between pairs of brands. If there are fi ve choices (as in the
swimsuit example), there are 10 possible pairs. There are a couple
of ways the data can be collected.
• Respondents could rank the pairs from most similar to most
dissimilar, or rate pairs on, say, a 1-to-9 Likert-type scale where 1 is
“very similar” and 9 is “very dissimilar.” If we had gathered
similarities data on swimsuits using Likert-type similarity scales, we
might have ended up with average similarity ratings as shown in
Figure 6.10 . This figure shows that customers tend to see Sunfl are
and Molokai as relatively similar (recall that lower ratings mean
greater similarity), and Aqualine and Sunfl are as very dissimilar.
Comparing AR to OS Perceptual Mapping
• Comparing AR to OS Perceptual Mapping
Case: Comparing Smartphones (A)
• The smartphone, or mobile phone with advanced computing capability
and connectivity features, is a part of daily life for an increasing number
of people, and needs no introduction. Early smartphones combined the
features of a cell phone and personal digital assistant (such as a Palm
Pilot), while later models added portable media players, digital cameras
and video cameras, and GPS navigation capability.
CH7: TRADE-OFF ANALYSIS AND QUALITATIVE

• Analytical Attribute Approaches: Trade-Off

Analysis and Qualitative Techniques
• Trade-Off Analysis: Trade-off analysis (often
called conjoint analysis ) is a technique that is
more commonly used in concept evaluation.
Using Trade-Off Analysis to Generate Concepts

• Trade-off analysis refers to the analysis of the process

by which customers compare and evaluate brands
based on their attributes or features.
• Conjoint analysis is the name of one of the most
common analytical tools used to assess trade-offs
(much like factor analysis is a tool that is used to
develop perceptual maps).
• Trade-off analysis is thus the broader term. In this text,
we will use “conjoint analysis” when we are specifi cally
referring to that technique for assessing trade-offs.
• Coffee has three determinant attributes: fl avor,
strength, and intensity of aroma.
Factor Utility Scores–Coffee Example
Preference Rankings of One Respondent
Conjoint Analysis Output—Salsa Data
Is Conjoint the Right Method?
• While conjoint analysis is a very widely used technique in
new product research, it can be misused if one is not
careful.
• First, one should be able to break down the product into
discrete attributes (such as spiciness, thickness, and color
in the salsa example).
• Conjoint analysis assumes that customers combine these
features rationally when evaluating brands, and there are
cases where this is not a realistic assumption.
• A young consumer may reveal in conjoint analysis that she
prefers thick, mild, green salsa, but will actually choose an
extra-thick, spicy brand because that’s the brand her mom
used to buy.
Guidelines for conjoint analysis
• Would include the following:
• 1. One should know what the determinant attributes are
before doing the conjoint analysis. AR gap mapping or one
of the qualitative techniques can be helpful in this regard.
• 2. Respondents should be familiar enough with the
product category and the attributes to be able to provide
meaningful data on preference or purchase likelihood.
Conjoint may be less useful for new to-the-world
products.
• 3. The firm should be able to act on the results; in other
words, actually develop a product that delivers the
combinations of attributes preferred in the conjoint
analysis.
Qualitative Techniques

• Dimensional Analysis Dimensional analysis

uses any and all features, not just
measurements of dimensions (such as spatial
—length, width, and so on). The task involves
listing all of the physical features of a product
type.
Contoh: Dimensional Attributes of a Flashlight
Checklists
• From early forms of dimensional analysis evolved
one of today’s most widely used idea-generating
techniques—the checklist. The most widely
publicized checklist was given by the originator of
brainstorming:
• Can it be adapted? Can something be substituted?
• Can it be modifi ed? Can it be magnifi ed?
• Can it be reversed? Can it be minifi ed?
• Can it be combined with anything? Can it be
rearranged in some way?
Checklist of Idea Stimulators for Industrial
Products
Templates for Creativity
Relationships Analysis

• Several of the concept-generating methods we

have been looking at compare things:
Perceptual maps compare attributes, and
group creativity is stimulated by reasoning
from a known to an unknown
• These two techniques are the two-
dimensional matrix and the morphological
matrix . Both are examples of types of
relationships analysis
Two-Dimensional Matrix Used for New
Insurance Products

• The simplest format for studying relationships

Morphological or Multidimensional Matrix

• Morphological matrix, simultaneously combines more

than two dimensions. The matrix can include many
dimensions, and the technique originated many years
ago when a scientist was trying to further development
on what became the jet engine.
Analogy

• We can often get a better idea of something by

looking at it through something else—an analogy.
Analogy is so powerful and popular that it is used
heavily as part of the problem-solving step in
problem-based methods
• Just think of how many analogies are involved in
computing terminology: cut-and-paste, recycle bin,
browsing, surfi ng, briefcase, folder, and so many
other terms are familiar to us in noncomputer
contexts, and the use of these terms in computer
settings is intuitively obvious to computer users.
 TUGAS BACA
• Ch 04-07 PART TWO -
CONCEPT GENERATION

• New Products
Management, Eleventh
Edition Published by
McGraw-Hill Education, 2
Penn Plaza, New York, NY
10121. Copyright © 2015
by McGraw-Hill
Education.
• Ebook terlampir
 RINGKASAN

Concept Generation / Ideation

• Step 1: Clarify the Problem  Perjelas
Masalahnya
• Step 2: Search Externally 
Cari Eksternal
• Step 3: Search Internally  Cari Internal
• Step 4: Explore Systematically  Jelajahi secara
sistematis
• Step 5: Reflect on the Results and the Process
 Renungkan Hasil dan Prosesnya
of Idea Stimulators for Industrial Products
 SEKIAN TERIMA KASIH

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