Competing on the Market Life Cycle
Write in the major company projects names on the life cycle.
Think not only about what has worked, but has failed, and why.
Enterprise Growth
Product Line Development
and Growth
Disruptive Technology
Stagnation
& Decline
Living Dead
Copyright © 2004 Marc H. Meyer
Do not reproduce without the permission of the author. mhm@neu.edu
An Enterprise Growth Engine
Strategy
Development
&
Consensus
New target market applications,
integrated into portfolio
manageement processs
Refresh team
1st investment: "Series A"
Observe Users
Create Concepts
Rapid Prototype
Lead User Feedback
Business Plan
Development
Product and Process
Platform Development
Focused Test Market
Review business plan, prototypes , test
market plan with senior management
Investment
Booard
2nd investment: "Series B"
Review results of test market
&
Capital and R&D expense projections for platforms
3rd investment: "Series C"
Scale and Ramp
Copyright © 2004 Marc H. Meyer
Decision to launc h
Sales valume and capital tuned to
initial ramp-up requirements..
Do not reproduce without the permission of the author. mhm@neu.edu
Ne xt Gen
Development
The Market Segmentation Grid: Users and Uses
Traditional Users
Segment A
Use / Application 3
Product/Service
Market Size
Market growth
Leading players / share
Use / Application 2
Product/Service
Market Size
Market growth
Leading players / share
Use / Application 1
Product/Service
Market Size
Market growth
Leading players / share
Copyright © 2004 Marc H. Meyer
Do not reproduce without the permission of the author. mhm@neu.edu
Segment B
New Users
Segment C
Segment D
Segment E
Developing the Product Strategy Map
(Based on a Growth Market Segmentation)
A Product Stratety Map for Brand X
Users
Age
Kids/Teens
Young Adults
Mature Adults
Uses
Health
Product Line 3
Functional Ingredients
Gifting
Satiation
Product Line 2
IndulgentVariety
Product Line 1
Flavors and Fun Packaging
Copyright © 2004 Marc H. Meyer
Do not reproduce without the permission of the author. mhm@neu.edu
Best:
Better:
Good:
Best:
Better:
Good:
Best:
Better:
Good:
Developing the Use Case Scenario
Before
Activities
1
During
3
1
After
Activities
2
3
1
2
2
For each activity
N
Points of Pain



Points of Pleasure



Pain 1
Pain 2
Etc
Competitors


Copyright © 2004 Marc H. Meyer
Do not reproduce without the permission of the author. mhm@neu.edu
Activities
Firm A, Offering
Firm B, Offering
Pleasure 1
Pleasure 2
Etc
3
Perceived and Latent Needs
Perceived Needs
Needs Users Can Readily Articulate
Latent Needs
Frustrations: Users Can't See a Solution
Perceived Need 1
(Performance)
Latent Needs
(An Emotion - > Need -> Solution)
Consumer Example
Fear of getting lost -> real-time locator -> handheld GPS.
Perceived Need 2
(Cost)
Business Example
Cannot charge credit card from my truck -> take a credit card in
the field -> cell phone credit card charge device.
Perceived Need 3
(Quality)
Healthcare Example
Patient mortality from wrong medications ->
insure that patient X gets medication Y at time Z ->
mobile RFID medication cart links to pharmacy
Perceived Need 4
(Ease of use)
Perceived
If the buyer is not the user
and middlemen are involved:
Copyright © 2004 Marc H. Meyer
Do not reproduce without the permission of the author. mhm@neu.edu
User
Buyer
Channel
Partner
Latent
Product Design: Mapping Needs to Product Concepts to Technologies
Target User
Needs/Frustrations
Map Features
Address Needs
Product Concept
Subsystem Innovations
(Examples)
User Need 1 (Perceived)
Prroduct Feature 1
Enhance existing module
User Need 2
Product Feature 2
New technology, R&D in progress
Unser Need 3
Product Feature 3
New user interface, exterior styling
User Need 4 (Latent)
Product Feature 4
Components from Supplier X
User Need 5
Product Feature 5
Services team.
Copyright © 2004 Marc H. Meyer
Do not reproduce without the permission of the author. mhm@neu.edu
The Product Line Architecture Block Diagram
Layer 1
The User
Other Systems
Subsystem 1
Subsystem 2
Subsystem 3
Layer 2
Layer 3
Subsystem 4
Subsystem 5
Subsystem 6
....
Layer N
Subsystem N
Other System Resources
For each subsystem specify:
Purpose, focus
Link to specific design documents
Internal engineering owner or external partner
Potential and/or status of IP (Intellectual property)
Copyright © 2004 Marc H. Meyer
Do not reproduce without the permission of the author. mhm@neu.edu
Strive for one interface mechanism
for each subsystem.
Some interfaces, such as a User Interface.,
are major subsystems in their own right.
The Product and Platform Roadmap
Year 1
Year2
Year 3
Year 4
Year 5
Good
Initial features
Better
Added features
Best
Added features
New "Best"
Added features
Good
Better
Best
Good
Better
Products Line(s)
Product 1
Product 2
Product 3
Platforms
Shared Subsystems or Processes
Gen 1
Gen 2
Gen 3
Subsystem A
Good
Initial capabilities
Better
Added capabilities
Best
Added capabilities
Subsystem B
Good
Initial capabilities
Better
Added capabilities
Best
Added capabilities
Subsystem C
Good
Initial capabilities
Better
Added capabilities
Best
Added capabilities
Copyright © 2004 Marc H. Meyer
Do not reproduce without the permission of the author. mhm@neu.edu
“Bottoms Up” Resource Planning
Product Strategy
Users A
Users B
Use C
Prod Line 3
Use B
Use A
Users C
TEAM 3
TEAM 2
Prod Line 2
Prod Line 1
TEAM 1
User
Research
Product
Dev
Process
Dev
Package
Dev
Mft
Engineering
Sales
Total by
Team
TEAM 1
0.5
1
0.25
0.25
0.25
1
3.25
TEAM 2
1
2
1
0.25
1
1
6.25
TEAM 3
1
2
1
0.25
1
1
6.25
2.5
5
2.25
0.75
2.25
3
Total by
Copyright © 2004Function
Marc H. Meyer
Do not reproduce without the permission of the author. mhm@neu.edu
Market-Platform Teams
Use this to organize cross-functional market teams, R&D teams, and the interactions between them.
Try to make your organization look like the products you make.
Current Markets
Market Teams
New Markets
Business/Market Manager
Business/Market Manager
Business/Market Manager
Business/Market Manager
Business Planning by
Integration Engineer
Integration Engineer
Integration Engineer
Integration Engineer
Small, Multifunctional
Services Manager
Services Manager
Services Manager
Services Manager
Management Teams
Sales Expert
Sales Expert
Sales Expert
Sales Expert
Finance
Finance
Finance
Finance
Engineering Manager
Engineering Manager
Engineering Manager
Engineering Manager
Product Req Mgr
Product Req Mgr
Product Req Mgr
Product Req Mgr
Staff
Staff
Staff
Staff
R&D Teams
Vertical Market Products
Fill this in if you have
Common Product 1
Engineering Manager
Product Reqs Mgr
Staff
common applications.
Common Product 2
Engineering Manager
Product Reqs Mgr
Staff
Common Subsystem 1
Engineering Manager
Staff
Common Subsystem 2
Engineering Manager
Staff
Common Subsystem 3
Engineering Manager
Staff
Hope you have these!
Copyright © 2004 Marc H. Meyer
Do not reproduce without the permission of the author. mhm@neu.edu
Cross Functional Team Members
Market Research
Name
Manufacturing - Production
Current Job
Name
Fill in these tables…..
Joe
Current Job
Karen
Ralph
Sarah
Joe D.
Team Leaders
Name
Current Job
Steve
Engineering - Development
Name
Art
Current Job
Rich
Scott
Rob
Support Functions
Legal, Finance, HR
Lee
Copyright © 2004 Marc H. Meyer
Do not reproduce without the permission of the author. mhm@neu.edu
Sales - Channel Dev.
Name
Current Job
WWW
Comp Lit
Monthly Detail
Engineering Schedule
Market Research
PR Plan
& Activities
Sales Plan &
Activities
Product Family Roll-out Schedule
and Resource Plans
Architecture Block Diagram
Copyright © 2004 Marc H. Meyer
Do not reproduce without the permission of the author. mhm@neu.edu
The "I DUNNO" Post-it Board
Application
Story Boards
Parallel Activities
Use this to define the activities of each team, and who is reponsible for specific projects,
and where different functional groups need to work together to solve specific problems.
Parallel Activites
Unknown Issue & Action to Resolve Issue
Production
Engineering
Core
Core
Understand market needs
Mkt-Eng
Competitor research - product breakdow ns
Marketing
Integrate market data - pick market focus
Core
Define platform architecture
Engineering
Cost modeling
Eng-Prod
Define production plan
Production
Define business model
Core
Marketing
Etc …
Schedules and budgets should support line items.
Copyright © 2004 Marc H. Meyer
Do not reproduce without the permission of the author. mhm@neu.edu
Type
Assign Team Members
Date
Who
Status