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Searching... | 35000000002371 | HF5415.153 C34 2013 | Open Access Book | Book | Searching... |
Searching... | 30000010306734 | HF5415.153 C34 2013 | Open Access Book | Book | Searching... |
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Summary
Summary
For years, Jonathan Cagan's and Craig M. Vogel's Creating Breakthrough Products has offered an indispensable roadmap for uncovering new opportunities, identifying what customers really value, and building products and services that redefine markets -- or create entirely new markets. Now, the authors have thoroughly updated their classic book, adding new chapters on service design and global innovation, plus new insights, best practices, and case studies from both U.S. and global companies. Their new Second Edition compares revolutionary (Apple-style) and evolutionary (Disney-style) approaches to innovation, helping decision-makers choose between them, and make either one work. Cagan and Vogel provide more coverage of Value Opportunity Analysis and ethnography, as well as new case studies ranging from Navistar's latest long-haul truck to P&G's reinvention of Herbal Essence. Throughout, readers will find up-to-date insights into identifying Product Opportunity Gaps that can lead to enormous success; navigating the "Fuzzy Front End" of product development; and leveraging contributions from diverse product teams -- while staying relentlessly focused on customers' values and lifestyles, from strategy through execution. Using additional visual maps and illustrations, they've made their best-selling book even more intuitive and accessible to both industry and academic audiences.
Author Notes
Jonathan Cagan is the George Tallman and Florence Barrett Ladd Professor of Mechanical Engineering and Co-Director of the Master of Product Development at Carnegie Mellon University. Globally known for his rigorous and effective approach to product innovation, Cagan works extensively in research on innovation processes and tools, and teaching and leading innovation teams in both university and corporate settings. Cagan has worked with a variety of companies ranging from Fortune 100 to entrepreneurial start-ups such as Apple, Navistar, GlaxoSmithKline, and Philips Respironics. www.JonathanCagan.com.
Craig M. Vogel is Associate Dean for Graduate Studies in the College of Design, Architecture, Art, and Planning at the University of Cincinnati. He is also a professor in the School of Design with an appointment in Industrial Design. He is a Fellow, Past President Elect, and Chair of the Board of the Industrial Designers Society of America (IDSA). He is a cofounder and president of the Live Well Collaborative, a nonprofit company working with corporations to address the challenges and opportunities of a globally aging world.
Table of Contents
Foreword | p. xix |
Acknowledgments | p. xxi |
About the Authors | p. xxiii |
Preface | p. xxv |
Glossary of Acronyms and Terms | p. xxxv |
Part 1 The Argument | p. 1 |
Chapter 1 What Drives New Product Development | p. 2 |
Redefining the Bottom Line | p. 3 |
Positioning Breakthrough Products | p. 5 |
Products, Services, and Product-Service Ecosystems | p. 7 |
Identifying Product Opportunities: The SET Factors | p. 10 |
POG and SET Factor Case Studies | p. 15 |
The Margaritaville Frozen Concoction Maker | p. 15 |
The BodyMedia FIT System | p. 19 |
Starbucks | p. 25 |
The GE Healthcare Adventure MRI Series | p. 28 |
Summary Points | p. 33 |
Notes | p. 34 |
Chapter 2 Moving to the Upper Right | p. 36 |
Integrating Style and Technology | p. 37 |
Style Versus Technology: A Brief History of the Evolution of Style and Technology in the Nineteenth and Twentieth Centuries | p. 40 |
In the Beginning | p. 40 |
The Growth of Consumer Culture | p. 41 |
The Introduction of Style to Mass Production | p. 42 |
Post-World War II Growth of the Middle Class and the Height of Mass Marketing | p. 44 |
The Rise of Consumer Awareness and the End of Mass Marketing | p. 45 |
The Era of Customer Value, Mass Customization, and the Global Economy | p. 46 |
Positioning Map: Style Versus Technology | p. 47 |
Lower Left: Low Use of Style and Technology | p. 48 |
Lower Right: Low Use of Style, High Use of Technology | p. 49 |
Upper Left: High Use of Style, Low Use of Technology | p. 50 |
Upper Right: High Use of Style and Technology | p. 50 |
Positioning Map of Margaritaville Frozen Concoction Maker | p. 52 |
Positioning Map of BodyMedia FIT System | p. 53 |
Positioning Map of Starbucks | p. 55 |
Positioning Map of GE Adventure Series | p. 56 |
Knockoffs and Rip-offs | p. 57 |
The Upper Right and Intellectual Property | p. 59 |
Revolutionary Versus Evolutionary Product Development | p. 60 |
Summary Points | p. 62 |
References | p. 62 |
Chapter 3 The Upper Right: The Value Quadrant | p. 64 |
The Sheer Cliff of Value: The Third Dimension | p. 65 |
The Shift in the Concept of Value in Products and Services | p. 66 |
Qualities and a Customer's Value System: Cost Versus Value | p. 70 |
Value Opportunities | p. 73 |
Emotion | p. 74 |
Aesthetics | p. 75 |
Product Identity | p. 75 |
Impact | p. 76 |
Ergonomics | p. 77 |
Core Technology | p. 80 |
Quality | p. 80 |
Value Opportunity Charts and Analysis | p. 81 |
VOA of Margaritaville Frozen Concoction Maker | p. 84 |
VOA of BodyMedia FIT System | p. 86 |
VOA of Starbucks | p. 87 |
VOA of GE Adventure Series MRI | p. 89 |
The Time and Place for Value Opportunities | p. 90 |
VOs and Product Goals | p. 91 |
The Upper Right for Industrial Products | p. 93 |
The Upper Right of Commodity Products: Trading off Value among the Aluminum Can, the Plastic Bottle, and the Glass Bottle | p. 96 |
Summary Points | p. 98 |
References | p. 98 |
Chapter 4 The Core of a Successful Brand Strategy: Breakthrough Products and Services | p. 100 |
Brand Strategy and Product Strategy | p. 101 |
Corporate Commitment to Product and Brand | p. 105 |
Corporate Values and Customer Values | p. 108 |
Managing Product Brand | p. 109 |
Building an Identity | p. 110 |
Company Identity Versus Product Identity | p. 111 |
Building Brand Versus Maintaining Brand | p. 114 |
Starting from Scratch: Cirque du Soleil | p. 114 |
Redefining a Brand: Herbal Essences | p. 115 |
Maintaining an Established Identity: Harley | p. 118 |
Brand and the Value Opportunities | p. 120 |
Summary Points | p. 122 |
References | p. 122 |
Part 2 The Process | p. 125 |
Chapter 5 A Comprehensive Approach to User-Centered, Integrated New Product Development | p. 126 |
Clarifying the Fuzzy Front End of New Product Development | p. 127 |
A New Way of Thinking | p. 128 |
iNPD Is Only Part of the Process | p. 130 |
User-Centered iNPD Process | p. 132 |
Resource Allocation | p. 156 |
Allocating the Time Resource: Scheduling | p. 157 |
Allocating the Cost Resource: Financing | p. 158 |
Allocating the Human Resource: Team Selection | p. 159 |
Summary Points | p. 160 |
References | p. 160 |
Chapter 6 Integrating Disciplines and Managing Diverse Teams | p. 162 |
User-Centered iNPD Facilitates Customer Value | p. 163 |
Understanding Perceptual Gaps | p. 166 |
Team Functionality | p. 171 |
Team Collaboration | p. 171 |
Negotiation in the Design Process | p. 172 |
Team Performance | p. 176 |
Part Differentiation Matrix | p. 181 |
Team Conflict and the PDM | p. 188 |
PDM and the Role of Core Disciplines | p. 190 |
Issues in Team Management: Team Empowerment | p. 191 |
Understand the Corporate Mission | p. 192 |
Serve As a Catalyst and a Filter | p. 192 |
Be Unbiased | p. 193 |
Empower and Support the Team | p. 194 |
Let the Team Become the Experts | p. 196 |
Recognize the Personality and Needs of the Team | p. 196 |
Use of an Interests-Based Management Approach | p. 196 |
Visionaries and Champions | p. 198 |
Summary: The Empowered Team | p. 199 |
iNPD Team Integration Effectiveness | p. 199 |
Summary Points | p. 200 |
References | p. 201 |
Chapter 7 Understanding the User's Needs, Wants, and Desires | p. 204 |
Overview: Usability and Desirability | p. 205 |
An Integrated Approach to a User-Driven Process | p. 210 |
Scenario Development (Part I) | p. 212 |
New Product Ethnography | p. 214 |
Using Ethnography to Understand Parrotheads | p. 220 |
Lifestyle Reference and Trend Analysis | p. 223 |
Ergonomics: Interaction, Task Analysis, and Anthropometrics | p. 225 |
Interaction | p. 225 |
Task Analysis | p. 228 |
Anthropometrics | p. 231 |
Scenarios and Stories | p. 236 |
Scenario Development (Part II) | p. 236 |
Storytelling | p. 238 |
Broadening the Focus | p. 241 |
Other Stakeholders | p. 241 |
Identifying Users in Nonconsumer Products: Designing Parts within Products | p. 243 |
Product Definition | p. 244 |
Visualizing Ideas and Concepts Early and Often | p. 247 |
Summary Points | p. 252 |
References | p. 253 |
Research Acknowledgments | p. 254 |
Part 3 Further Evidence | p. 255 |
Chapter 8 Service Innovation: Breakthrough Innovation on the Product-Service Ecosystem Continuum | p. 256 |
The Era of Interconnected Ecosystems: Product, Interface, and Service | p. 257 |
Empathy Versus Logic | p. 260 |
Traditional Service Design | p. 262 |
Umpqua: Designing a Bank Like a Product | p. 265 |
UPS Moves Beyond the Package Delivery Industry | p. 267 |
The Disney Renaissance: The Ultimate Entertainment Service | p. 272 |
Interaction Design | p. 276 |
Interaction Through a Multisensory Interactive Teaching Tool | p. 277 |
Summary Points | p. 279 |
References | p. 280 |
Chapter 9 Case Studies: The Power of the Upper Right | p. 282 |
Reinventing the Classroom with Upper Right Seating Systems: The I DEO and Steelcase Node | p. 283 |
Ball Parks Play in the Upper Right: The Dallas Stadium and PNC Park | p. 291 |
Innovation in Machining: Kennametal Beyond Blast Titanium Manufacturing | p. 296 |
Electric Vehicle Innovation: Bringing Upper Right Transportation to the Twenty-First Century | p. 300 |
Upper Right Open Innovation Partnerships between Companies and Universities | p. 305 |
Innovation along the Highway: Navistar International LoneStar | p. 307 |
The 50+ and Environmental Responsibilities: Designing a New Refillable Sustainable Packaging System | p. 311 |
Making University-Industry Innovation Partnerships Work | p. 315 |
Summary Points | p. 316 |
Endnotes | p. 316 |
Chapter 10 Case Studies: The Global Power of the Upper Right | p. 318 |
The BRIC Countries | p. 319 |
Brazil: Innovation and Growth in South America | p. 320 |
China: Haier, The First Major Chinese Global Brand | p. 323 |
India: Design Impact and Social Responsibility in India | p. 328 |
Be Green Packaging: The World Is Flat Meets Cradle to Cradle in Connect+Develop | p. 330 |
DesignSingapore Council: The Third Component from the Little Country That Can | p. 332 |
Summary Points | p. 335 |
References | p. 335 |
Chapter 11 Where Are They Now? | p. 338 |
Changing SET Factors | p. 339 |
The OXO GoodGrips Peeler | p. 340 |
The Crown Wave | p. 346 |
Retired Case Studies | p. 343 |
Summary Points | p. 360 |
Epilogue | p. 361 |
Future Innovators | p. 361 |
Have Faith in the Leap | p. 363 |
References | p. 365 |
Index | p. 367 |