Puttick Grid
Introduction
The Puttick Grid was developed by John Puttick, originally at PA Consulting and subsequently at the University of Warwick, and first published by the
DTI in ‘Factory for the Future’ (1995). The Grid was introduced as a methodology through which a manufacturing or service company could develop an
operational strategy which was wholly aligned to delivering specific customer values. To this end, the Grid assists companies to evaluate:

How does the market view a company’s product-market arena today

How will the market view a company’s product-market arena tomorrow
Thus the company is able to prepare its strategies and plans in the light of the how the customer views and appreciates the products it wishes to
acquire and the characteristics of the acquisition process, rather than how the organisation views its own products, strengths and weaknesses.
Product families are placed in one of four categories:

Super Value Goods

Products/Services with time-limited windows of opportunity (e.g. fashion goods, spares)

Consumer Durables

Commodities
Placement is based on two key criteria:

Uncertainty: Driven by changes in factors such as specification, quality, process reliability, level of demand, external influences (e.g. politics,
weather), fashion changes, supply changes, competitors’ actions etc., which typically cannot be forecast with certainty
Complexity: Determined by numbers of products and variants (including customisation), layers in bills of material, tiers in supply chain, purchased
items, suppliers, contractors, processes, and transactions
High
High
Product Complexity
Low
Super Value Goods
Fashion / spares
Consumer Durables
Commodities
Uncertainty
Low
TRANSFORMING CAPABILITY SUPPORT MATERIALS
LEADING VISION CREATION
Puttick Grid
Super Value Goods: Highly complex products, specific requirements for which are highly uncertain. The lifecycle of these products is generally long,
with up-grading and re-fitting common. Industries which best fit within this category are aerospace, defence, heavy electrical equipment and railway
equipment. Differentiation is based on fitness for purpose and service support.
Fashion / Spares etc.: These products are categorised by suddenly high demand, rapid depreciation and high rates of obsolescence, or the products
are suddenly needed and demand is immediately fulfilled. Industry sectors which fit within this category are food and drink, cosmetics, mobile phones
and emergency calls on contractors such as builders, plumbers and electricians. Emotional appeal and time to market within a limited window of
opportunity are key methods of differentiating fashion or spares products.
Consumer Durables: For consumer durables there is a medium term lifecycle with a strong focus on a second hand market. Industries such as
automotive, white goods and machine tools fit within this category. Value for money and availability are important differentiators for the consumer
durables products.
Commodities: These products are generally consumables which can be recycled such as simple components, paper, primary metals and glass. Price is
the key differentiator of commodity products.
The underlying concept behind the Puttick Grid is understanding the product families from the customer’s point of view. Customer perceptions of
products will determine where the product is placed in the grid:
High
Complexity
Low
High
•Requirements present a real challenge
•Few other suppliers have the capability
•Some risk of failure must be accepted
•Expect to pay for the privilege
•Owning one will raise my image
•“I must own one”
•Prepared to pay for exceptional service
•Rare capability that is urgently needed
•Can put us ahead of competitors
Uncertainty
•Recognised as good make
•Plenty of choice
•Not expected to pay silly prices
•Well proven products / services
•Service exceeds expectations
•Functionality satisfies needs
•Prepared to pay for something extra
•Numerous alternative suppliers
•Requirements easy to satisfy
•Expect low price today
•Expect even lower price tomorrow
•Service and quality are given
Low
TRANSFORMING CAPABILITY SUPPORT MATERIALS
LEADING VISION CREATION
Puttick Grid
Product positioning should be used to ensure that all business processes and requirements are aligned, including business imperatives:

Super Value Goods: leading edge technology; strong design and development;

Fashion / Spares: market vision; rapid time to market;

Consumer Durables: effective supply of defined product range; brand management;
Commodities: low cost supply to wide customer base
High
High
Machine
Tools
Low
Product Complexity
Power Gen.
Equip
Watches
Trainers
Mobile
Telephone
Uncertainty
Light
Bulbs
Metal Windows
Low
All aspects of the business should be focused on delivering the value ‘specified’ by the customer; including, values and behaviours, skills,
manufacturing technology (process, plant and equipment), supply chain management and financial configuration. However, positioning is not static
and can change over time, for example:
Broadly, there are three classes of strategies companies can adopt as a result of these evaluations:
1) Compete as a commodity provider
2) Differentiate their product(s) further in a specified quadrant
3) Create the means to move their product(s) ‘back up’ the Grid.
TRANSFORMING CAPABILITY SUPPORT MATERIALS
LEADING VISION CREATION
Puttick Grid
Further Information
Overview: Turner, S., 2002, ‘Tools for Success: A Manager Guide’, McGraw Hill Professional, Berkshire, UK
In-depth: Warwick Manufacturing group, University of Warwick
Instructions
The Puttick Grid on the next page may be used to capture your organisations product families from the customer’s point of view.
TRANSFORMING CAPABILITY SUPPORT MATERIALS
LEADING VISION CREATION
Puttick Grid
High
Complexity
Low
High
Uncertainty
Low
TRANSFORMING CAPABILITY SUPPORT MATERIALS
LEADING VISION CREATION