OPPORTUNITY IDENTIFICATION

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)
 BUKU REFERENSI
NEW PRODUCTS MANAGEMENT
by C. Merle Crawford C. Anthony Di Benedetto

EDISI Ke-7, 2003

• Ch 01-03 PART ONE – OVERVIEW &

OPPORTUNITY
1. The Strategic Elements of Product
Development
2. The New Products Process
3. Opportunity Identifi cation and
Selection: Strategic Planning for
New Products
Eleventh Edition 
 PENDAHULUAN
• The Basic New Products Process
Buku New Products Management
PHASE 1: OPPORTUNITY IDENTIFICATION AND SELECTION
• Chapter 1 a new product, how many new products really do succeed,
and how do firms achieve globalization in product development.
• Chapter 2 goes much deeper into the new products process. introduces
the key concepts of radical innovation, new service development, and
speed to market, and how each of these may have an impact on the
new products process.
• Chapter 3 discusses the product portfolio. Innovative ideas that can be
converted into high-potential new product opportunities can come
from many sources; product innovation strategies needs to be
assessed. This is a portfolio issue: When assessing any potential new
product, the firm needs to consider its technical viability (can we make
it?) and its market viability (will customers buy it?). Most fi rms will
have many other criteria, both fi nancial and strategic, that they
consider at this important step.
 PHASE 1: OPPORTUNITY IDENTIFICATION
AND SELECTION
The Strategic Elements of Product Development
• Generate new products opportunities as
spinouts of the ongoing business operation,
new products suggestions, changes in
marketing plan, resource changes, and new
needs/wants in the marketplace.
• Research, evaluate, validate, and rank them (as
opportunities, not specific product concepts).
Give major ones a preliminary strategic
statement to guide further work on them.
Oppor
tunity
Identif
ication
/
Selecti
on
What Is a New Product, and What Leads to
Success?

• The term new product can mean different

things to different people.
• Figure 1.4 shows that new products can
include new-to-the-world (sometimes called
really new ) products, as well as minor
repositionings and cost reductions.
• The list in Figure 1.4 may include things you
would exclude.
Figure 1.4 shows that new products
New Products Process Manager

• New products process manager, responsible

for helping project managers develop and use
good new product processes. Some of the
career tips we hear are:
• 1. Be multifunctional, not functionally
parochial. Have experience in more than one
function (marketing, manufacturing, and so
on).
New Products Process Manager #2

• 2. Be a risk taker, willing to do whatever is necessary to bring

a product to market, including facing the wrath of coworkers.
• 3. Think like a general manager. Scientists and sales managers
can lead new products teams, but they must cease being
scientists and sales managers.
• 4. Be a combination of optimist and realist, aggressor and
team player, leader and follower.
• 5. Develop your creative skills, both for new product concepts
and for new ways of doing things.
• 6. Be comfortable in chaos and confusion. Learn to work with
depressives, euphorics, and those with no emotion at all.
Product Opportunities as Derived from
Six Societal Trends
CH 2: THE NEW PRODUCTS PROCESS
• The Product Innovation Charter (PIC), Piagam
Inovasi Produk: The starting point for the
turnaround was a clear product innovation
charter (PIC),which starts with an honest situation
assessment and opportunity identification.
• The New Product Portfolio: In addition to a well-
functioning new products process, there needs
also to be an assurance that the fi rm is
developing the right products with respect to its
product portfolio.
The New Products Process
FIGURE
2.1
The
Phas
es of
the
New
Prod
ucts
Proce
ss
Evaluation Task New Products Process
• Phase 1: Opportunity
Identification and
Selection;
• Phase 2: Concept
Generation
• Phase 3:
Concept/Project
Evaluation
• Phase 4: Development
(includes both
technical and
marketing tasks)
• Phase 5: Launch
Contoh: New Skim Milk Product

FIGURE
2.3 The
volutio
n
from
Concep
t to
New
Produc
t
The Role of the Serial Innovator
The “process” followed by serial innovators is arguably not a process at all,
since that implies a series of steps and a fi xed order. There are several
activities that need to be done, but there is no particular order and a lot of
recycling and rethinking is necessary and expected. These steps include:

• Finding a problem that is important to customers, checking potential

market size and revenue stream.
• Understanding the problem, including technology, currently available
solutions,competition, and customer requirements.
• Determining if the problem is interesting to enough customers willing
to pay for it, and also interesting to the fi rm in terms of fi tting with
product strategy.
• Inventing a solution to the problem and checking for customer
acceptance with a prototype.
• Ensuring that the product goes into development, then gaining market
acceptance for the product.
Speeding the Product to Market
• Product development: accelerated product
development (APD), or speeding the product to
market.
• Accelerating time to market offers many benefits
to the firm.
• The product will be on the market for a longer
period of time before becoming obsolete, it can
attract customers early and possibly block
competitors with similar products that hit the
market at a later time, or it can help to build or
support a firm’s reputation.
Serial innovators
• New products researcher Abbie Griffin suggests
that serial innovators have five innate
characteristics one should look for:
• Systems thinking (can see ways to connect
disjointed information).
• High creativity (though, interestingly, not
exceedingly high!).
• Curiosity in several areas of interest.
• A knack for intuition based on expertise.
• A sincere desire to solve customer problems.
Spiral Development and the Role of Prototypes

Spiral development can be described as a “build-

testfeedback-revise” process:
• An early, nonworking version of the product, called a
focused prototype , is built (this might be a new cell
phone made of wood or foam, or perhaps it is a plastic
nonfunctioning prototype that looks real but lacks wires).
• The prototype is tested with customers, who express
likes, dislikes, purchase intentions, and so on.
• Customer feedback is obtained on what needs to be
changed.
• Based on the feedback, the next prototype is prepared
and the cycle continues
 CH 3: STRATEGIC PLANNING
FOR NEW PRODUCTS

• New Product Strategy Inputs and Identifying

Opportunities
• Top-level statements like these guide a whole
fi rm and are parts of what are sometimes
called mission statements.
• Explicit consideration of the role of new
products in the organization is strongly related
to success.
Product Platform Planning
• A product platform is defined as a set of
systems and interfaces that form a common
structure.
• It is from this common structure that a family,
or stream, of products can be developed
efficiently.
• In simple terms, a product platform can be
thought of as a basis for all individual product
projects within a family of products.
Product Innovation Charter (PIC)
• Piagam Inovasi Produk
• All of the above inputs (corporate mission, platform planning,
strategic fi t, and so on) are potentially used in the development
of a company’s new product strategy.
• Because of the importance of this step in driving all that comes
later in product development, we advocate a special name for
this strategy: the product innovation charter (PIC).
• Typically, the PIC is a document prepared by senior
management designed to provide guidance to the business
units on the role of innovation.
• The term PIC reminds us that the strategy is for products , not
processes and other activities, it is for innovation , and it is
indeed a charter (a document that gives the conditions under
which an organization will operate).
The components of a PIC
An Illustrative PIC for the Apple iPad
Why Have a PIC?
• Find opportunities for new product development.
Without a strategy, it is easy to lose focus and to
spend time and resources chasing the wrong
opportunities.
• The PIC provides the direction, other words, it defi
nes what sandbox the team is in, or wants to be in,
and also where it does not want to be.
• Without putting down the boards that defi ne the
size and shape of the sandbox (metaphorically
speaking), then any opportunity would seem to be a
good one.
Ringkasan Chapter 3
• Chapter 3 has dealt with the most important and difficult step
in the entire new products process: developing a sound
strategy to guide the company within the company—the
subset of people and resources charged with getting new
products.
• Strategy turns such a group into a miniature fi rm, a
microcosm of the whole. We looked at what such strategic
guidance might be—a format here called a product innovation
charter. We then studied the opportunities and mandates that
yield the charters and how the charters can vary. The chapter
ended by looking at some important issues that often arise
when discussing new product strategy.
 TUGAS BACA
• New Products
Management, Eleventh
Edition Published by
McGraw-Hill Education,
2 Penn Plaza, New
York, NY 10121.
Copyright © 2015 by
McGraw-Hill
Education.
• Part One Ch 01-03
• Ebook terlampir
 SEKIAN TERIMA KASIH

Acknowledgement:
Terima kasih dan penghargaan yang tinggi kepada
kontributor dalam slide ini. Penulis slide ini anonim, Slide ini
dikutip dengan dari berbagai sumber diantaranya dari buku,
jurnal, proseding dan web 29