Creating breakthrough products : revealing the secrets that drive global innovation

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... Perpustakaan Raja Zarith Sofiah	35000000002371	HF5415.153 C34 2013	Open Access Book	Book	Searching... Unknown
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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.

Dee Kapur

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

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