SUBJECT: Visor product‚ Handspring Executive Summary Handspring‚ the client‚ is asking IDEO to design Visor product in approximately 10 months. The design needs to be fully compatible and less expensive version of Palm V‚ development of which took two years. Such short development time would require IDEO to compromise on its proven development process and sacrifice the emphasis on innovation. Further more‚ Visor needs to be superior to Palm V with an ability to allow adding new functionality easily
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every mineral supply in the house. Mr. Okie was persuaded to join 3M as the company first product developer. The wetordry found immediate acceptance in automobile plants and repair shops. The next critical event occurred in 1925 when Dick Drew a young laboratory technician was sent to deliver sandpaper samples to an auto repair shop for testing seeing the problem that workers were having refinishing the new two-tone paint jobs‚ Drew began to work with sandpaper adhesives‚ developing a paper coating
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DEVELOPMENT Technical The same process for the generic line was used to create the Tamarind Candy except where the ingredients were added. The automation remained the same and that was all the adjustment needed to actually make the product. During this process the terms and procedures are defined and standardized to ensure quality and specification are met consistently. All designs of the candy should have been completed with a prototype. The prototype being a rough version that is
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1. How was Samsung able to go from copycat brand to product leader? Samsung was a copycat brand from the time it started to around the 90s. Some of the first items they made were calculators and black and white TVs. In 1993 Samsung unveiled a new strategy that they called “New Management”. They made the decision not to be a cheap copycat brand anymore. Samsung cut ties with low end retailers like Kmart and Wal-Mart. They started distributing at stores like Circuit City and Best Buy. They started
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Professor Davis Chapter 9 Case Study Google: New-Product Innovation at the Speed of Light 1. The new product development process at Google is free flowing‚ fast-tracked‚ and without boundaries. Google encourages their employees to “think outside the box” and come up with new ideas‚ no matter how crazy they may seem. Once an idea is proposed‚ they sent it to testing right away. They try to put a product into use no more than 6 months after development has started; they are not into having 2-year production
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share increase New markets Acquisitions Growth is expensive Market in many industrialized countries and industries are mature and increasingly commoditized; gains in market shares are expensive and acquisitions often don’t work Even traditional product development (line extensions‚ improvement‚ and product modifications) seems depleted (useless) and only serves to maintain market share Shareholders and executives want a steady stream of profitable and high profile new products‚ but management
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awareness of products and services Definitions Market penetration- its selling a existing a product in a existing store for example a Tesco in Brighton‚ as there are products in the existing store. New product development- new product development is doing research and development on the product‚ for example researching the advantages and disadvantages on the previous product and seeing what improvements could be made. Developing new products is important
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Case study An analysis of 3M‚ the innovation company Introduction Any review of the literature on new product development and innovation management will uncover numerous references to 3M. The organisation is synonymous with innovation and has been described as ‘a smooth running innovation machine’ (Mitchell‚ 1989). Year after year 3M is celebrated in the Fortune 500 rankings as the ‘most respected company’ and the ‘most innovative company’. Management gurus from Peter Drucker to Tom Peters continually
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2 New Product Development 2.1 Introduction New product development is a multi-stage process. Many different models with a varying number of stages have been proposed in the literature. We briefly review these models and propose a new model that is better suited to decision making regarding product performance and specification. In this chapter we start with a discussion of products and product life cycle in order to set the background for the later sections of the chapter. The outline of the
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1970s and 80s the company grew more rapidly than ever‚ based on innovative products and new businesses. For example‚ they diversified into cosmetics‚ hygiene and floppy disks. By 1991 sales were $4.7 billion and the company made 564 household products; by 2000 these figures were around ¥100bn across 650 products. How They Manage Innovation Kao combine the strengths of a disciplined and formalized product development system with the cultural values of learning and continuous improvement to
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