產(chǎn)品管理：newproductstrategy(doc11)英文版-產(chǎn)品策略-資料下載頁
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【導(dǎo)讀】notall--businessfunctions.ofthepany'soverallplan?customers."GoozéArethere. productdevelopment?"
【正文】 ed in daily operations, or micromanaging every aspect of the development process. At the senior leadership level, there has to be a deep mitment to innovation as a source of growth. This is behindthescenes stuff the conviction felt throughout the anization that resources are there for new product development, they won39。t be redirected for other purposes, and a disciplined game plan exists from start to finish. Only the pany39。s leaders can fulfill this role. The Voice of the Customer The Nicholas J. Webb Consulting Group Hearing the Voice According to TEC new product development experts Mitch Gooz233。 and Nick Webb, it39。s virtually impossible to overemphasize the importance of the voice of the customer. This principle starts as early as the idea generation phase, Gooz233。 says. Whether you employ surveys or conduct focus groups with documented leadusers, customers offer valuable input throughout the early stages, as well as during successive phases of development. Webb agrees. The reason so many new products fail in the marketplace is that they don39。t resonate with customers. If you look closely, you39。ll find that these manufacturers neglected to incorporate both quantitative and qualitative customer information in the process. Suggested methods for collecting customer data include: 10 ? Focus groups ? Surveys ? Customer site visits ? Interviews with distributors and/or retailers With prehensive customer research, product designers can better manage the process through a balance of verified customer desires and realistic anizational petencies. What does the Customer Want? Sometimes panies mistakenly conduct interviews with the intention of gathering new customers for existing products. If the goal is new product development, you shouldn39。t be sending researchers into the field to debate price or performance, Gooz233。 says. This should instead be a time for rigorous listening. Ask openended questions that are designed to reveal genuine needs and feelings among your customers. And then listen to the answers. Ideally, a crossfunctional product development team including representatives from manufacturing, engineering, operations, marketing, etc. should conduct these interviews. This way, critical functional areas arrive at a keener understanding of what the enduser needs and the environment in which they would use the intended product. Of course, not all panies can afford to do this. So whether you hire an outside marketing firm or use limited resources to conduct oneonone customer interviews, these are the types of questions you need answered: ? Who are our customers? ? What is their problem or need? ? How will the proposed new product answer that need or solve that problem? ? Does the new product offer advantages over what the petition has? 11 ? What factors will go into the customer39。s decision to purchase the new product? Webb also advises soliciting opinions beyond your existing customer base. What about people who use your petitor39。s products? What about lost accounts? What about potential customers? If you can find a way to reach these people, you39。ll significantly broaden the scope of information collected with the result being a greater understanding of how to meet customer demand for value, reliability and distinctive performance.
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