Strategic new product development

Table of Contents

1. Introduction
   1. Objectives
   2. Learning goals
   3. Teacher page
2. Company strategy
   1. Corporate mission
   2. Business example: Mission
   3. Corporate strategy
   4. Strategic planning process within business units
   5. Business example: strategy
   6. Four examples of new strategies
   7. Exercise: What is your company's strategy?
   8. Summary
3. Introducing the NPD process
   1. Innovation and innovativeness
4. Idea stage: discovery
   1. About ideas and creativity
   2. Sources for new ideas
   3. Four examples of idea generation
   4. Stimulating ideas
   5. Summary
5. Gate 1: Idea screening
6. Stage 1: Scoping
7. Gate 2: Second screening
8. Stage 2: Build the business case
   1. Concept development
   2. Concept testing
   3. Four examples of concepts
9. Gate 3: Go-no go development
10. Stage 3: Development
11. Gate 4: Go-no go testing
12. Stage 4: Testing and validation
13. Gate 5: Go-no go launch
14. Stage 5: Launch
15. Gate 6: Post-launch review
16. Completion
    1. Comments
    2. Self-assessment
    3. Key messages
    4. Further reading
    5. Evaluation

Gate 6: Post-launch review

First of all, it is important to detect any problems that affect the company's value chain (from purchasing of resources to selling the final product) or may even affect customer satisfaction, in case the product does not perform as intended.

In addition, it is imperative to assess whether the product is performing according to pre-defined expectations. A good stage at which to review the project and the product's performance is at some point after commercialization, when the product becomes a 'regular product' in the company's product portfolio. Performance is then assessed with the latest data on revenues, costs, expenditures, profits etc.

The NPD project is concluded with a post-audit that analyses the strengths and weaknesses of the complete NPD process. What we can learn from this project? How can we do the next one better?