innovation management -...

1 © IPEK – Institut für Produktentwicklung

Alle Rechte beim Institut für Produktentwicklung Karlsruhe. Jede

Verfügungsbefugnis, wie Kopier- und Weitergaberechte, liegt bei uns.

K.3.4.16.4.0.0.0.0_GLDC

Innovationsmanagement Marktpotential KIT – Universität des Landes Baden-Württemberg und

nationales Forschungszentrum in der Helmholtz-Gemeinschaft www.kit.edu

IPEK – Institut für Produktentwicklung

Innovation management

Identification of market potentials




K.3.4.16.4.0.0.0.0_GLDC

Innovationsmanagement Marktpotential

Product Innovation

company external boundary conditions




K.3.4.16.4.0.0.0.0_GLDC


From a „seller‘s market“ to a „buyer‘s market“

Increased price pressure and rising costs

Flexible reaction to customer demands

Shortened innovation times

„The fast one eats the slow one“

Manifold customer demands

Tendency towards small batch sizes

„Mass customization“

Drastic international political changes

Development of new nations and alliances (EU East enlargement),

opening for market economy (China) leads to the creation of new

markets, but also new competition

Competition between economies, not only companies

Tendency to market foreclosure (EU, NAFTA...)

Changing boundary conditions




K.3.4.16.4.0.0.0.0_GLDC


From the distributive trade to market economy

Buyer‘s market Seller‘s market

1940s 1950s 1960s 1970s 1980s 1990s 2000s

Pla

nn

ed

eco

no

my d

ue

to

wa

r

sh

ort

ag

e e

co

no

my

Exce

ss d

em

an

d,

be

gin

nin

g s

atu

ratio

n

of ce

rta

in m

ark

et a

rea

s

Incre

asin

g s

atu

ratio

n

of a

ll m

ark

et a

rea

s

Na

tio

na

l co

mp

etitio

n

is in

cre

asin

g

Ma

rke

t-orie

nte

d e

co

no

my

de

term

ine

d th

e b

uye

r‘s m

ark

et

Inte

rna

tio

na

l co

mp

etitio

n

is in

cre

asin

g

Str

on

g g

lob

al co

mp

etitio

n

risin

g e

co

no

mie

s in

Asia




K.3.4.16.4.0.0.0.0_GLDC


Time issue has two aspects:

Period of time

From the product idea till the market-entry

Tying-up of resources / outlay

Project management / Simultaneous Engineering

Point of time

Point of time of market entry

Strategical problem („First in market“ vs. „Me too“)

Influence on market-share and time in market / pay-off

Time issue




K.3.4.16.4.0.0.0.0_GLDC


More and more products are time-critical!

Time-critical: Life-time < 5 years

Especially critical: Life time/development time ≤ 2:1

The economical success of a „time-critical“ product is increasingly

depending on the date of market-entry.

Development costs +50%: Profit setback of 5 %

Development time +6 months: Profit setback of 30 % as Pay-Off-

Phase shortened

Time issue




K.3.4.16.4.0.0.0.0_GLDC


Product life times and

product development times

years

Electro-

technology

Mechanical

Engineering

Vehicle

Suppliers others

Product Lifetime

Product development time

compared:




K.3.4.16.4.0.0.0.0_GLDC


Design is a mental activity

Successful procedure

Aspects of solution-benefitting thinking processes

Aspects of solution-benefitting design processes

Product design as knowledge based development of

solutions

Additives for the support of the product design from the

point of view of psychology

Prototyping for the support of the product development

process

Psychological aspects of

product development




K.3.4.16.4.0.0.0.0_GLDC


Influences on the developing process

according to Dylla

Factual knowledge Motivation Emotions

Value system Thinking and acting

style Abilities

Organisational knowledge

Task

Available information

Means for work Social and

organisational integration

External

decissions

Working environment

Time

Market and customer




K.3.4.16.4.0.0.0.0_GLDC


Product design as a knowledge based

development of solutions I

Development of

solutions

Inner

knowledge:

Experience

implemented

solutions …

Outer

knowledge:

literature

patents

information …

Individual

thinking:

emotions

working memory

procedure ...




K.3.4.16.4.0.0.0.0_GLDC


Product design as a knowledge based

development of solutions II

Outer knowledge Inner knowledge

Solution thinking

thinking thinking

thinking

Jumping between “isles of knowledge”




K.3.4.16.4.0.0.0.0_GLDC


Product Innovation

Company internal boundary conditions

Organizational design




K.3.4.16.4.0.0.0.0_GLDC


The deployment of resources to achieve strategic goals is

reflected in:

The organization’s division of labor that forms jobs and

departments (Who does what?)

Formal lines of authority (Who reports to whom?)

The mechanisms are used for coordinating diverse jobs and roles

in the organization.

Strategy indicates what needs to be done.

Organizing shows how to do it.

Organizing




K.3.4.16.4.0.0.0.0_GLDC


Organizational structure:

The formal configuration between individuals and groups

with respect to the allocation of tasks, responsibilities, and

authorities within organizations.

Organizational chart:

A diagram representing the connections between the

various departments within an organization: a graphic

representation of organizational design.

Basic concepts




K.3.4.16.4.0.0.0.0_GLDC


Functional organization structure




K.3.4.16.4.0.0.0.0_GLDC


Advantages

Decision authority is centralized

at the top of the organization

hierarchy

Career paths foster professional

identity with the business

function

High degree of efficiency

Economies of scale help

develop specialized expertise in

employees

Advantages and Disadvantages of the

Functional organization structure

Disadvantages

Communication barriers

Conflict between departments

Coordination of products and

services is difficult

Diminished responsiveness to

customers’ needs

Employees identify with functional

department goals and not

organization goals or needs of the

customer




K.3.4.16.4.0.0.0.0_GLDC


Product based organizational structure




K.3.4.16.4.0.0.0.0_GLDC


Advantages and disadvantages of the

Product based organizational structure

Advantages

Coordination among different

business functions

Improved and speedier service

Accountability for performance

Development of general

manager and executive skills

Disadvantages

Duplication of resources by two or

more departments

Reduced specialization in

occupational skills

Competition among divisions




K.3.4.16.4.0.0.0.0_GLDC


Matrix organization structure




K.3.4.16.4.0.0.0.0_GLDC


Advantages and disadvantages of the

Matrix organization structure

Advantages

Efficient utilization of scarce,

expensive specialists

Flexibility that allows new

projects to start quickly

Development of cross-functional

skills by employees

Increased employee

involvement in management

decisions affecting project or

product assignments

Disadvantages

Employee frustration and

confusion as a result of the dual

chain of command

Conflict between product and

functional managers over

deadlines and priorities

Too much time spent in meetings

to coordinate decisions




K.3.4.16.4.0.0.0.0_GLDC


Mutual Service Consortia: A type of strategic alliance in which two similar companies from the

same or similar industries pool their resources to receive a benefit that

would be too difficult or expensive for either to obtain alone.

Value-Chain Partnerships: Strategic alliances between companies in different industries that have

complementary capabilities.

Joint Ventures: Strategic alliances in which several companies work together to fulfill

opportunities that require the capabilities of one another.

Multi-organization structures:

Strategic alliances




K.3.4.16.4.0.0.0.0_GLDC


Companies can concentrate on core activities and

core competences

They are the key to new ideas, speed and flexibility

Joint ventures provide quick entry into new markets

Working with suppliers enhances products and services

Customer relationships provide early insights into

demands and needs

Why are alliances so important?




K.3.4.16.4.0.0.0.0_GLDC


Organizational Culture (OC)

Set of beliefs, values and norms, together with symbols like

events and personalities that represent the unique

character of an organization and provide the context for

action in it and by it.

OC can be supportive or unsupportive, positive or

negative. It can affect employees' ability or willingness to

adapt or perform well.

Organizational structure is relatively easy to describe and

implement, OC is less tangible and difficult to measure.

Organizational Culture (OC)

Definition




K.3.4.16.4.0.0.0.0_GLDC


Functions of Organizational Culture

Provides a sense of

identity for members

Enhances motivation and

commitment to the

organization‘s mission

Clarifies and reinforces

standards of behavior




K.3.4.16.4.0.0.0.0_GLDC


Dimensions of culture:

Organization Culture

Innovation

Stability

People orientation

Outcome orientation

Easygoingness

Detail Orientation

Team Orientation

Communication

Training & development

Rewards

Decision making

Risk-taking

Planning

Management practices

How far can OC be coined “top-down” from

executives to employees?




K.3.4.16.4.0.0.0.0_GLDC


Innovation Management contains the following subjects:

Identification of market potentials

Evidence of customer desires

Induction of decisions

Overview Innovation Management

© Prof. Albers. All rights reserved! Unauthorised copying prohibited. KIT – University of the State of Baden-Wuerttemberg and

National Research Center of the Helmholtz Association 28

find target groups

accept new products on market

find new products

find out market- and sales volume

reaction of market on existing products

impact on product design

find out competition

Market analysis – what for?


National Research Center of the Helmholtz Association

First strategic design field

competition/customer

own product

- wishes

- expectations

competition

market

customer

29




K.3.4.16.5.0.0.0.0_GLDC

Innovationsmanagement Kundenbedürfnisse

Customer expectations- and needs



The fish and not the fisher

should like the worm!

Customer orientation




K.3.4.16.5.0.0.0.0_GLDC


Customer needs

Quelle: Kleinschmidt, Geschka, Cooper (1996) - Erfolgsfaktor Markt

Customer needs

Actual needs

exist today and known by the affected people

Latently needs

exist today, but as such imperceptible

at the moment. Prospective needs

Don‘t exist yet, but will occur probably

in the future




K.3.4.16.5.0.0.0.0_GLDC


Target group analysis – Who is my customer?

Customer integration – What does my customer want?

Trend- and scenarioanalysis – What does my customer want

tomorrow?

Content overview




K.3.4.16.5.0.0.0.0_GLDC


TARGET GROUP ANALYSIS Who is my customer?




K.3.4.16.5.0.0.0.0_GLDC


Market segmentation is the separation of the total market in

homogenous group of purchasers

Market segmentation (cf. PE)

Total market

Segment 1

Segment 2

Segment 3

1

1 1

3 3

3 3 3

3

3

3

2

2

2

1

Quelle : K.4.2.76.0.0.0.0.0_GLDB_Methoden_Marktsegmentierung




K.3.4.16.5.0.0.0.0_GLDC


Formation of target groups based on target group factors:

Example: target groups students

2,1 Mio. students in germany

18 Mrd. EUR purchasing power per year

High income after the studies

Imprinting of the buying habits during the education

Opinion former, Trendsetter and dissiminators

Employes of tomorrow

National distribution at many sites

Formation of target groups




K.3.4.16.5.0.0.0.0_GLDC


Customer integration

Quelle: Wecht 2005, Frühe aktive Kundenintegration in den Innovationsprozess

Different possibilities to integrate the customer in the development

of innovative products are:

Customer survey

Customer observation

Customer cooperation



who needs

why

what

when

where

in what quantities

via what channels

for what price

under which conditions

customer groups?

consumer behavior?

product policy?

regarding the seasons?

location planing?

capacity planing?

distribution?

price policy?

condition policy?

Basic questions referring to the sales

market research



market: demand of customer

amount

segments

competitor: market position

quantity

technology

internal: company

character

marketing quality

technology

Market analysis I



intermediary

channel of distribution,

trade chains

company

position of own

competition

customer

age, profession,

habits, ...

products

core, function and

design of product, conditions

Objects of market research



Productive goods Important for operation

Retail goods

cover requirements of

private households

opaque market

mass markets

only spot tests

often irrational

decisions

dependent on income

transparent market

rare mass markets total rising

mostly free from

personal interests

dependent on reflation

Distinctions of market research



primary data

when secondary data are

not sufficient then data

need to be ascertained

separately.

secondary data

data do exist, but still

have to be evaluated

panel special form of

data extraction

Exaltation of data in the market analysis



sa

tura

tio

n o

f th

e m

ark

et

growth

chances

market potential

(max. attainable sales volume per period)

Market potential

current

market

volume



source: FAZ from Oct., 13th 1997

year of

launch

1970

1972

1973

1976

product and description

market share percent

in the year after 1997

the launch

40 50

n/s n/s

n/s n/s

55 34

Iglo Rahmspinat: there has always been spinach before.

With a shot of cream it became the favorite vegetable of

many children and mothers.

Bifi: the „mini buffalo“, that‘s how Schafft called it after the

launch. It was a huge success and still has its regular place

in the sortiment.

Du darfst: with Du darfst Union of the German food works

did not only made diet margarine public, but created also

a new market. In the meantime, the diet sortiment

comprises about 60 products: skimming fats, cheese,

sausage, delicatessen salads, convenience foods,

Berentzen Apfelkorn: Germans love to drink apple juice

and corn. Berentzen made a soft spirit out of it. First of all,

many vendors and consumers did not exactly know how to

take it up. In the second year, apple corn banged in. Ten

million bottles had been sold just in Germany. In 1996 it still

had been eight million.

Successful new market launches in the

food sector I



source: FAZ vom 13.10.1997

1977

1978

1979

8 32

9 47

30 54

100 85

n/s n/s

20 30

Wrigley Orbit: the erstwhile innovative element: chewing gum without

sugar. Wrigley explained it to consumers with intensive commercials.

Now, Orbit is in the sector of chewing gum the strongest single brand..

Viss Scheuermilch: the result of long lasting researches was a

scrubbing milk from Leyer. Viss was something inbetween household

cleaning agents and abrasive powder and opened thusly a new

segment. The consumer-based success: scrub sparingly without

scratching any surfaces.

1.2.3.Frites: the clou of the frozen fries: ist preparation. Easy, fast and

without fat in a conventional oven. The „new“ fries created new demands

– last but not least because of the 1.2.3.-marketing.

Knorr Salatkrönung: Knorr created a totally new segment with the

Salatkrönung: dry dressings.

Milchschnitte: after long-lasting regional tests and suggestions of

recipes, the Ferrero management of the Milchschnitte proclaimed the

national launch. Many competitors tried to copy them – with no success.

Clausthaler: „Everything that a beer need“ - this slogan attracted people

and proclaimed Clausthaler to generic names for non-alcoholic beer.


food sector II




1980

1981

1986

1987

1991

16 18

6 28

4 13

1,5 14

10 53

5-Minuten-Terrine: Maggi opened the instant-meal market with the 5-

minute-terrine. The special feature: its package that at the same time

serves as a dish. The terrine went fast. In the first year, there had been

almost 10 million cups, in 1996 about 64 million.

Fruchtzwerge: the market entrance of the Fruchtzwerge was humble.

Seller and consumer didn‘t accept the kids quark. After one year of warm-

up time, the dwarfs finally broke through.

Frosch: the „frog“ brought life in the cleaner agent market. Erdal Rex

realized with the first company the idea of environment protection

into a brand and made it big. The success began at the time when

everybody cared about environment.

Fisherman‘s: the story about Fisherman‘s Friends goes back to the last

century. In 1977 the sugarcoated candy for cough came to Germany – first

in gas stations, stores and pharmacies. In 1987 also in supermarkets. The

original marketing was the main reason for the market leadership of

today.

Always: from the beginning there was the consumer requirement of

Always – try protection with thin ligatures. With a complex technology (gel

instead of cellulose) Procter & Gamble called attention and their market

leadership in the domestic market was guaranteed.


food sector III




1994

1995

62 62

11 15

20 27

4 7*

Red Bull: Red Bull was the outrider of a new beverages category -

energy drinks. The power drinks celebrated a huge success, but also had an

extrem breakdown shortly after. Only a few power drinks survived – Red Bull

stayed and became the generic name for energy drinks.

Megaperls: five years Henkel-strategists researched for a new

detergent-generation. The built up a special production line to make the

washing performance perfect. Megaperls was the result.

Calgonit Tabs 2 Phasen: Benckiser showed how decisive a

technological further development can be in the market. They added

to the cleaning power from approved brands like Calgonit and Tabs for

dish washers a blocker against lime coverings. An innoaation that

consumers immediately accepted.

LC 1: instead of taste version number 28 Nestlé counted on health.

Nestlé-makers called the probiotic yogurt LC 1. via commercials,

consumers learned this health aspect. Many people accepted it.

*MA 1997: 7 percent (70 percent on the probiotc-segment); n/s = not specified; market share = market share

on a value basis in the respective product segment in the first year after market launch as well as the

actual market share. Source: AC Nielsen/Lebensmittel-Zeitung.


food sector IV



market

analysis:

trend research (e.g. mega trend analysis)

panel research

definition of target groups

ad-hoc studies

lead-user-analysis

customer

wishes:

analysis of market- and requirement

situation

analysis of the special view section

interviews

quality function deployment (QFD)

lead-user-analysis

competition analysis: portfolio-positioning-segmentation-

analysis

benchmarking

product-reverse-engineering

Tools to find product profile

48



Analysis of use

who is my customer?

for what is he using it?

when is he going to use it?

where is he going to use it?

wherefore is he using it?

how is he going to use it?

Customer wishes – analysis



Social orientation field

3. what? ... is the wanted effect? (material-, energy-,

information impact)

safety (S) comfortable traveling (CT)

2. who? ... is the requirement group (man, environment)

bus purchaser (tourist agency, traval organizer, etc.)

9. whereto? ... with relevant trends? (requirements, norms,

resourcses, man, environment, material, energy, ,,,,

space, time, information)

more cost-efficient lighter safer more comfortable good design excellent ergonomics

4. when? ... does the need arise? (time, period)

when used

1. for what ? ...has the task actually been assigned? What is the main goal,

the social need? (function, task)

safety (S) = ECE, EWG desire for innovations outdo competition rising prestige of

travel organiszations with bus and railway

new short distanced connection concepts

8. why? ... had the need not been realized or not or unsufficiently

been satisfied? Requiremnets, conditions, anticipations,

restrictions, motives.

(CT) cost/performance ratio other ergonomics demands

(S) lack of knowledge, technological development, new regulations

5. where? ... does the need arise? (place, surroundings, region)

(S) subconcious (CT) always when used

6. with what? ...had the need, the requirement been satisfied so far?

(figures, structures)

(S) no belt or lap belt (CT) design, seat adjustment,

additional parts like ashtrays, table

7. how? ... had the need, the requirement been satisfied so far?

(process, function)

(CT) soft materials ergonomics and design

50



Technological orientation field

3. what? ... Is the result of use or realization? (object)

soft/stiff backrest

2. who? ... benefits or realizes the system (subject)

competition project director: Bilfinger

9. where? ... do relevant trends of process and figures development go?

modular design platform strategy design

4. where? ... does the realization occur?

start: april 1998 prototype until end of 1998 production start: mid 1999

1. what for ? ...the task? What should be the special point of view?

desire for innovation attention on backrest

8. by what? ... is the system characterized? nature legal effects?

comfortable sitting protection of injuries

why? ... is a technical further development necessary?

change of ECE- and EWG-

norms

5. where? ... does the use/ realization occur? (location, environment

M3 (coach) M2 and M1 railway

6. with what ... does the realization occur? (figures)

steel, foam, wood, plastics

7. how? ... does the realization occur? (process)

energy consumption and destruction by deformation

energy conversion

51




K.3.4.16.5.0.0.0.0_GLDC


TREND- & SCENARIO

ANALYSIS

What does my customer want tomorrow?




K.3.4.16.5.0.0.0.0_GLDC


Trend analysis (cf. PE)

Quelle : K.4.2.123.1.0.0.0.0_GLDB_Methoden_Trendanalyse

Changes of social values and flows of different social classes can

be detected by a trend analysis.

Statements about future developments can be made based on

this knowledge as well as proposals for suitable product

politics and marketing strategies.




K.3.4.16.5.0.0.0.0_GLDC


Megatrends 01 - 04

Quelle : Burmeister und Glockner 2008, Megatrend




K.3.4.16.5.0.0.0.0_GLDC


Megatrends 05 - 08





K.3.4.16.5.0.0.0.0_GLDC


Megatrends 09 - 12





K.3.4.16.5.0.0.0.0_GLDC


Megatrends 13 - 16





K.3.4.16.5.0.0.0.0_GLDC


Megatrends 17 – 20




source: Linde

MEGATRENDS I – social requirements

: rising tendency

: falling tendency

Requirement of …

adaptation

autonomy

individual uniformication

attachment

experience

free time

recreational activities

spiritual work

pleasure

illusion

information

comfort

physical work

human performance

mobility

qualification

Requirement of …

protection

self-expression

self-organization

self-realization

safety

Technology

Tradition

Environment

distinction

reliability

59


National Research Center of the Helmholtz Association Ouelle: Linde

MEGATRENDS II –

social requirements

: rising tendency

: falling tendency

Consciousness of esthetics

Consciousness of education

Consciousness of effectivity

Consciousness of leisure

Consciousness of joy

Consciousness of danger

Consciousness of health

Consciousness of hygiene

Consciousness of identity

Consciousness of cooperation

Consciousness of culture

Readiness for individual power

Readiness for local liaison

Consciousness of neophily

Consciousness of price

Readiness for qualification

Consciousness of quality

Readiness for risks

Self-confidence

Consciousness of safety

Consciousness of society

Consciousness of solidarity

Consciousness of environment

Consciousness of conservation of value


















Readiness for risks

Self-confidence























Readiness for risks

Self-confidence






60



source: Linde

MEGATRENDS –

social ressources

proportion of older people

proportion of intellectual work

proportion of high-qualified work

amount of free manpower

globalization

international cooperation

polarization of living standard

: rising tendency

: falling tendency

source: Linde

61



source: Linde

: rising tendency

: falling tendency

MEGATRENDS –

technological requirements

Color of material

Expenditure of material

Utilization of material

Replaceability of material

Bonding elasticity of material

Ceramification of material

Circuit closeness of material

Phase transition of material

Plastification of material

Purity of material

Reclaiming of material

Foaming of material

Structural modularity of material

Transparency of material

Upgrading of material

Diversity of material

Energy input

Energy utilization

Energy exchangeability

Energy density

Potential constance of energy

Energy pulsation

Energy retrieval

Storage of energy

Energy upgrading

Energy efficiency

Relative expenditure of information

Provision of information

Density of information

Use of information

Upgrade of information

Utilization of space

Required space

Space dimensions

Structural modularity of space

Effect of space

Utilization of time slice

Elasticity of motion

Complexity of motion

Organizational form dynamics

Diversity of organization

Structural bonding of organization

Self-organization

Control work

62



MEGATRENDS –

technological requirements

Adaptation of system

Bonding of system

Effectiveness of system

Life-cycle of system

Mulit-functionality of system

Sensoration of system

Safety of system

Stability of system

Transparency of system

Conditions of system

Activation of function

Adaptation of function

Division of function

Autonomy of function

Duration of function

Integration of function

Intensity of function

Continousness of function

Programmability of function

Self-comletion of function

Self-control of function

Safety of function

Simplification of function

Activation of structure

Adaptation of structure

Bonding of structure

Dynamic sampling of structure

Intergration of structure

Modularity of structure

Diversity of structure

: rising tendency

: falling tendency

source: Linde

63



MEGATRENDS –

technological ressources

Resource of …

macroeconomic work capacity

macroeconomic proficiency level

macroeconomic capability

macroeconomic qualification

macroeconomic specialization

usual energy sources

available information

available raw materials

usable industry area

available knowledge

available development capacities

available development time

: rising tendency

: falling tendency

source: Linde

64



Evaluating megatrends

na

me

Mr.

Eh

em

an

n

Mr.

Ha

are

r

Mr.

Vo

ge

l

Mr.

Ge

bh

ard

t

Mr.

Ha

ke

l

Mr.

Ru

dzka

Mr.

Ku

nz

Mr.

Vö

lkle

Mr.

Bilf

ing

er

cla

ssi-

fica

tio

n

increasing trends ave

rag

eva

lue

sta

nd

ard

de

via

-tio

n

ran

g-

kin

g

requirement 1 6 6 2 5 2 5 5 4,4 1,6 23 -

requirement 2 7 6 2 8 1 2 7 4,7 2,7 21 -

: 10 9 9 9 10 10 10 9 9,5 0,5 2 will be considered

: 9 6 7 7 7 3 5 8 6,5 1,7 16 -

: 3 2 2 4 3 2 3 9 3,5 2,2 26 -

: 5 3 4 6 4 9 4 6 5,1 1,8 19 -

: 8 4 5 6 7 3 5 9 5,9 1,9 18 -

: 7 5 5 7 8 10 6 6 6,8 1,6 15 -


requirement 1 7 8 7 8 10 10 6 8,0 1,4 8 will be considered

requirement 2 2 3 5 3 5 3 4 3,6 1,0 25 -

:

8 9 8 9 10 8 4 8,0 1,8 8 will be consideres


na

me

Mr.

Eh

em

an

n

Mr.

Ha

are

r

Mr.

Vo

ge

l

Mr.

Ge

bh

ard

t

Mr.

Ha

ke

l

Mr.

Ru

dzka

Mr.

Ku

nz

Mr.

Vö

lkle

Mr.

Bilf

ing

er

cla

ssi-

fica

tio

n

increasing trends ave

rag

eva

lue

sta

nd

ard

de

via

-tio

n

ran

g-

kin

g

requirement 1 6 6 2 5 2 5 5 4,4 1,6 23 -

requirement 2 7 6 2 8 1 2 7 4,7 2,7 21 -


: 9 6 7 7 7 3 5 8 6,5 1,7 16 -

: 3 2 2 4 3 2 3 9 3,5 2,2 26 -

: 5 3 4 6 4 9 4 6 5,1 1,8 19 -

: 8 4 5 6 7 3 5 9 5,9 1,9 18 -

: 7 5 5 7 8 10 6 6 6,8 1,6 15 -


requirement 1 7 8 7 8 10 10 6 8,0 1,4 8 will be considered

requirement 2 2 3 5 3 5 3 4 3,6 1,0 25 -

:

8 9 8 9 10 8 4 8,0 1,8 8 will be consideres

: 10 9 9 9 9 10 9 9 9,3 0,4 3 will be considered: 6 6 7 7 10 7 8 7,3 1,3 11 -

: 3 2 2 4 8 5 4 4,0 1,9 24 -


: 7 8 5 8 7 8 6 7,0 1,1 13 -

: 8 9 7 8 8 8 9 8,1 0,6 6 will be considered

: 3 3 1 2 1 2 4 2,3 1,0 29 -

: 4 3 4 5 10 3 6 5,0 2,3 20 -

: 3 3 6 3 1 3 5 3,4 1,5 27 -

: 3 4 2 1 1 2 4 2,4 1,2 28 -

: 2 3 5 4 8 6 4 4,6 1,8 22 -


: 10 5 5 5 7 9 5 6 6,5 1,9 16 -

: 8 7 5 7 10 7 5 7,0 1,6 13 -

requirement 1 7 6 7 7 10 7 6 7,1 1,2 12 -

requirement 2

8 8 7 8 9 8 8 8,0 0,5 8 will be considered

:

8 8 7 9 9 8 8 8,1 0,6 6 will be consideredressourc

es

table for weighing important boundary conditions (Megatrends)

rating

(10= very important, 1=not important)

socia

lre

quirem

ents

technic

alre

quirem

ents

65



source: Volkswagen

universal-

vehicles

transport

low price compact

great price

special

vehicles

individualism

van

transporter

future-nostalgie-cars

Luxury and

Travel limosines

Family cars

City cars

Second cars

Fragmentation of the automobile market

(Nischenbildung)

66




K.3.4.16.5.0.0.0.0_GLDC


Scenarios are consistent, in itself plausible development path.

Normally a minimum of two scenarios is considered.

Scenario analysis

Quelle: Shell 2009, Shell PKW-Szenarien bis 2030




K.3.4.16.5.0.0.0.0_GLDC


1) The combustion engine and conventional fuels will still take a

main role

2) It is necessary to develop in the meantime a wide portfolio of

alternative drivetrain and fuel technologies

3) The transformation of previous energy- and mobility systems

is an ambitious and complexe task.

An early action at automobile producer and fuel developer

scale is necessary as well as an early coordination between

politics and companies

Conclusions from the scenarios

Quelle: Shell 2009, Shell PKW-Szenarien bis 2030



Analysis of products from competition

feature - data from MF - institutes (quality,

equipment details, prices, etc.)

customer - survey, e. g. as product ranking

conjoint measurement finds out partial

contributions so that a global judgement can be

developped

Preferences research within the framework of

product design



Kano model

Aims of the Kano model

more exact estimation of the impact of customer

orientation to customer satisfaction

development of customized service packages for

different costumer segments

creation of competition advantages compared to

the competition

deflection of priorities for product development

(auxiliary means to trade-off)

benchmarking / comparison with products from

competition



bad good

customer

satisfaction raptured

not

unhappy

disappointed

Requirements of rapture

(rarely mentioned: new)

Basic requirements

(rarely mentioned, e.g. safety, car drives perfectly, non-toxic food)

Performance requirements

(generally mentioned e.g. l/Km)

Degree of performance

Kano model



Kano model

The Kano procedure:

identifcation of customer requirements

setup of Kano-questionary

realization of interviews with customers

analysis and interpretation



Kano model

Identification of customer requirements

What does the customer associate when he uses product X?

What problems/nuisances/complaints does the customer

connect with product X?

What criteria does the customer consider when he buys product

X?

Which new characteristics or service features can better fulfil

the expectations of the customer?

What would the customer change on product X?



Kano model

Setup of Kano-questionary

formulation of questionary needs to be oriented after customers

view (no description of the problem that is to solve)

every product characteristic with 2 questions:

1) reaction of customer when product characteristic is available

2) reaction of customer when product characteristic is not

available

5 alternatives to respond



Kano Model

Setup of a Kano-questionary



Kano model

Realization of interviews with customers

there are many methods of questionings to realize interviews

with customers

especially standardized oral interviews are qualified for Kano-

surveys



Kano model

Realization of interviews with customers



Avoid customer dissatisfaction

Kano model

degree of performance

few much

Cu

sto

mer

sati

sfa

cti

on

hig

h

low

requirements of rapture

suprise effects

innovations

attractive characteristics

additional characteristics

differentiation to competition

Rapture for brand

performance requirements

are defined, direct expressed demands

„the more the better“

higher degree of performace

higher degree of satisfaction

basic requirements

are silently preconditioned

are implicitnesses


National Research Center of the Helmholtz Association © mkl

QFD – Quality Function Deployment

Quality Function Deployment (QFD)

79



QFD - Tasks

Since 1966, Quality Function Deployment (QFD) has

been used world wide in every industry and sector to:

prioritize spoken and unspoken customer wows,

wants, and needs

translate these needs into technical characteristics

and specifications and

build and deliver a quality product or service by

focusing everybody toward customer satisfaction.

80



QFD – Characteristics

Characteristics:

QFD is a quality system that implements elements of Systems Thinking

(viewing the development process as a system) and Psychology

(understanding customer needs, what 'value' is, and how customers or

end users become interested, choose, and are satisfied, etc.).

QFD is a quality method of good Knowledge or Epistemology (how do

we know the needs of the customer? how do we decide what features to

include? and to what level of performance?)

QFD is a quality system for strategic competitiveness; it maximizes

positive quality that adds value; it seeks out spoken and unspoken

customer requirements, translate them into technical requirements,

prioritize them and directs us to optimize those features that will bring

the greatest competitive advantage.

QFD is the only comprehensive quality system aimed specifically at

satisfying the customer throughout the development and business

process -- end to end.

81



source: Hering/Triemel/Blank

QFD – Central Worksheet QFD

15. Work steps13. Balance

6. Goal

4. How ?

14. Focal points

of selling

1 2 3 4 5

1. What?

7. Difficulty

5. Measurable

targeting data

12. Competition

and comparison

9. Technical

significance

15. Critical

features

+++0-

--

11. Analysisof the client‘sevaluation

12. Evaluation of

the product

3. Service

weight

2. Weighting

Customer requirement

8. Designation0 = none1 = scarcely2 = middle3 = strong

15. Work steps13. Balance

6. Goal

4. How ?

14. Focal points

of selling

1 2 3 4 5

1. What?

7. Difficulty

5. Measurable

targeting data

12. Competition

and comparison

9. Technical

significance

15. Critical

features

+++0-

--

11. Analysisof the client‘sevaluation

12. Evaluation of

the product

3. Service

weight

2. Weighting

Customer requirement

8. Designation0 = none1 = scarcely2 = middle3 = strong

82



QFD – Process (I)

Step 1: Customer Requirements The QFD-Team (consisting of different functional areas

and ideally the customer) determine the customer

requirements (e.g. with help of the metaplan-technique)

Step 2: Weighting the Customer Requirements Each Requirement has to be weighted and ranked

according to its importance or priority

Step 3: Service Weight Members of the Service have the possibility to compare

the weighting of their own activities with the customer

requirements. Task of this Strength-Weakness-Profile is

to call the attention of the service to the customer

requirements.

83



QFD

(House of Quality)

1 2 3

gearbox

84



QFD – Process (II)

Step 4: Definition of the Product Features The most important features of the product will be

defined (e.g. with help of the metaplan-technique).

Step 5: Measurable Target Value Definition of quantified measurable data for each Product

Feature as Target Value (e.g. 1,0-1,4mm; 2.500 Nm)

Step 6: The Goal The QFD-Team decides whether the defined Target

Values are

•sufficient (O)

•have to be increased ()

•have to be diminished ()

85



QFD

(House of Quality)

4

5

6 gearbox

86



QFD – Process (III)

Step 7: Degree of Difficulty The Team decides how difficult the realisation of step 5

and step 6 will be (1=easy ... 10=very difficult)

Step 8: The interrelationship Matrix Every Customer Requirement has to be compared with

every Product Feature with regard to its correlation.

Question: „In how far does Product Feature X contribute

to the fulfillment of Customer Requirement Y?

( 0 no correlation, 1 weak corr., 2 med. corr., 3 strong corr. )

87



QFD

(House of Quality)

7

8

gearbox

88



work step QFD

(4)

(6)

(13)

positive interaction

negative interaction

89



QFD

(House of Quality)

14

gearbox

90



QFD –

example: product planning of a pencil

91





own

product

- wishes

- expectations

market

customer competition

92




Product

customer - wishes

- expectations

competition

market

own

product

93




K.3.4.16.4.0.0.0.0_GLDC


ABC-ANALYSIS Analysis of the own products




K.3.4.16.4.0.0.0.0_GLDC


The ABC-analysis is a method to classify products in 3 different

groups (A, B, C) with regard to their turnover and their profit

Approach (for turnover):

Calculation turnover of each product (sales x price)

Calculation of the percentage on the overall turnover for each

product

ranking

Cumulating of the percentage ratios

Classification in ABC groups

ABC-Analysis – approach




K.3.4.16.4.0.0.0.0_GLDC


Products are split in 3 different classes, f. ex.:

Hint: Each company define the percentage of their products for themselves

Classification according percentage ratios

class Share of

turnover products

A 50% ~10%

B 30% ~20%

C 20% ~70%




K.3.4.16.4.0.0.0.0_GLDC


A rolling bearing producer has the following facts about his

products:

Case study ABC-analysis

product sales price [€/piece.]

A 14.000 5,5

B 10.000 14

C 5.000 14,5

D 2.000 9

E 20.000 10

F 3.000 14,5

G 18.000 20

H 10.000 4,5




K.3.4.16.4.0.0.0.0_GLDC


The turnover/ product is calculated from sales x price

Example.: 14.000 x 5,5 €/St. = 77.000 €

Step 1: calculation turnover per product

product sales price [€/piece] turnover/product

A 14.000 5,5 77.000

B 10.000 14

C 5.000 14,5

D 2.000 9

E 20.000 10

F 3.000 14,5

G 18.000 20

H 10.000 4,5




K.3.4.16.4.0.0.0.0_GLDC


The turnover/product is divided by the total turnover.

Example.: 77.000 € / 956.000 € = 8,05 %

Step 2: %- ratio of the total turnover/ product

Product sales price [€/piece] turnover/product % of turnover

A 14.000 5,5 77.000 8,05

B 10.000 14 140.000

C 5.000 14,5 72.500

D 2.000 9 18.000

E 20.000 10 200.000

F 3.000 14,5 43.500

G 18.000 20 360.000

H 10.000 4,5 45.000

sum 956.000




K.3.4.16.4.0.0.0.0_GLDC


Ranking of the products according their shares of the total

turnover

Example: Product G (37,66%) position 1

Step 3: Ranking

product sales price turnover/ product % of turnover position

A 14.000 5,5 77.000 8,05 4

B 10.000 14 140.000 14,65 3

C 5.000 14,5 72.500 7,58 5

D 2.000 9 18.000 1,88 8

E 20.000 10 200.000 20,92 2

F 3.000 14,5 43.500 4,55 7

G 18.000 20 360.000 37,66 1

H 10.000 4,5 45.000 4,71 6

sum 956.000 100




K.3.4.16.4.0.0.0.0_GLDC


The shares are added according the total turnover of the ranking.

Example.: 37,66 % + 20,92 % = 58,58 %

Step 4: cumulation of the percentage

position product % of turnover cumulated turnover

1 G 37,66 37,66

2 E 20,92 58,58

3 B 14,65

4 A 8,05

5 C 7,58

6 H 4,71

7 F 4,55

8 D 1,88




K.3.4.16.4.0.0.0.0_GLDC


A-products render 50% of the total turnover, B-products another

30%. All other products are C-products.

Step 5: classification in ABC-groups

position product % of turnover cumulated turnover

1 G 37,66 37,66

2 E 20,92 58,58

3 B 14,65 73,22

4 A 8,05 81,28

5 C 7,58 88,86

6 H 4,71 93,57

7 F 4,55 98,12

8 D 1,88 100,00

50%

80%

A

B

C




K.3.4.16.4.0.0.0.0_GLDC


The ABC-analysis of a product should be carried out for the shares

of profits as well as for the shares of turnover

ABC-Analysis for shares in turnover- and profits

Quelle: Ehrlenspiel 2007, Kostengünstig Entwickeln und Konstruieren





own

product

- wishes

- expectations

market

customer competition

104




K.3.4.16.4.0.0.0.0_GLDC


PORTFOLIO-ANALYSIS Analysis of the own and competitive products




K.3.4.16.4.0.0.0.0_GLDC


The Portfolio- analysis is a method of strategically planning

The result of a portfolio analysis is a simple graphical

presentation of complex connections

The most popular portfolio images are:

Boston Consulting Group portfolio (BSG-Portfolio, four-field-matrix)

McKinsey portfolio (nine-field-matrix)

Portfolio-Analysis



gro

wth

of

mark

et

Question Marks

Poor Dogs Cash Cows

Stars

?

market share low high

high

low

Market strategical product analysis I



Product life cycle and portfolio

developing

sales

time

intro-

duction

growth

saturation decline

gro

wth

of

mark

et

market share low high

high

low

?




K.3.4.16.4.0.0.0.0_GLDC


Which actions should be initiated for the products A,B,C and S

(tractor coupling)?

Case study: portfolio-Analysis

Customer benefit

Provider benefit

B

C

A

S



identification

and solution

of problems

creative

branch

specialist

creative

system

changer

society and

culture

changer

solution of known

problems with new

appendages

innovative

branch

specialist

section

innovator

society

innovator

solution of known

problems with new

appendages

classical

branch

specialist multi universalist

oriented in

one branch

oriented in

many

branches

universal-oriented

in cultures,

society, ecology

Nine-field-matrix of role understanding



achievement potential

product quality

market share

finance situation

production structure

cost situation

marketing concept

.

.

- 3 -2 -1 0 +1 +2 +3

checked

strategic

business unit

strongest competitor

strength-weakness-analysis



Principle

determination of connection between the total product evaluation and the product characteristics

preference analysis by customers or potential customers

Output

emphasis of relevant purchase characteristics (= value of benefits of characteristic values)

statements about product characteristics that strongly influence purchase decisions.

General conditions

The interviewee has to evaluate the product in total and balance simultaneously many product characteristics (=conjoint) that then comes close to a realistic product evalutation when purchasing.

Conjoint-analysis

principle and general conditions




K.3.4.16.4.0.0.0.0_GLDC


PATENT RESEARCH Does my new product exist yet?




K.3.4.16.4.0.0.0.0_GLDC


Patent research is the search for known state of art in:

Patent-literature

(Patents, published patent applications),

Non patent-literature

(scientific articles, professional journals, exhibition brochures, ...)

Patent research - definition

Quelle: http://de.wikipedia.org/wiki/Patentrecherche

http://de.wikipedia.org/wiki/Patentrecherche




K.3.4.16.4.0.0.0.0_GLDC


Patents are granted for inventions, which are new, based on a

inventive activities and can be used for commercial purposes

costs:

application + examination + research: approx. 450 EUR

Annual perpetuation: as of the third year 70 EUR increasing up to

1.940 EUR for the 20. year

Patent is published 18 month after application by the patent

office

Maximum runtime is 20 years or till

the perpetuation fees are not paid

Fundamentals patent application

Quelle: http://www.bmwi.de




K.3.4.16.4.0.0.0.0_GLDC


Significance of trade mark rights

Protection of copies/ prohibition of a use by third parties

Licensing revenues or licensing exchange

Necessity for the competitors to elude the patent

Proof of innovation force inclination of the companies image

General assumption of patent protection:

Who gets a monopole protection for an innovation is motivated

to develop something new and serves the further development

of the whole society

Why saving knowledge?




K.3.4.16.4.0.0.0.0_GLDC


State of the art to create ideas or to build up existing inventions

Competitor analysis: What does the competitor and how?

To check if the own invention exist already before patent

application

Research of existing expired patents, which usage is free

Aim of patent research




K.3.4.16.4.0.0.0.0_GLDC


1. Selection of research relevant patent classes

2. Create a keyword list of invention features

3. Search synonyms and/or possible generic terms of the

characterizing keywords

4. Translate the terms in English

5. Connect the search terms with operators in accordance with the

particular platform

6. Further research with the given references in the documents

(„reference hunting“)

Important: Document research results and intermediate steps!

How am I doing a research?

Quelle : http://gepard.bioinformatik.uni-saarland.de/old_html/html/PatentrechtBioethik_SS06.htm




K.3.4.16.4.0.0.0.0_GLDC


The patent owner can choose between 3 different methods to

calculate the compensation for damage:

Loss of profit

Afterwards established license analogy

Gained profit by not legal use of the patent

Dimensioning examples for compensations of damage:

US-damage volume 1999 allover: ca. 4 billion US $

USA 1992-1999: 31 cases of patent infringements with judicial awarded compensation for damage sums > 100 billion US $

Compensation for damage of patent

infringement




K.3.4.16.4.0.0.0.0_GLDC


Examples of patent infringements in the US

Polaroid Corporation vs. Eastman Kodak Company 873,158,971 $

Microsoft vs. Intertrust 440,000,000 $

Pitney Bowes Inc. vs. Hewlett-Packard Co. 400,000,000 $

Smith International, Inc. vs. Hughes Tool Co. 204,809,349 $

Procter & Gamble vs. Paragon Trade 178,400,000 $

Exxon vs. Mobil Oil 171,000,000 $

Viskase vs. American National Can 164,000,000 $

Cardiac Pacemakers Inc. vs St. Jude Medical Inc. 140,000,000 $

Fonar vs. General Electric 128,705,766 $




K.3.4.16.4.0.0.0.0_GLDC


Polaroid vs. Eastman Kodak (1985-1991)

The facts

Polaroid owns 20 basic patents of instant-cameras and -films

Eastman Kodak as a competitor with a strong urge of expansion manufactures instant-cameras and -films

Claim from Polaroid against Kodak cause of patant infringement with a demand of compensation of damage, interests and lawyer costs: 14 Mrd. US $

Decision

Patent infringement by kodak is confirmed

Prohibition of kodak instant camera and –film production and distribution

Compensation of damage payment

Payments Kodak

Costs for production stop (approx.): 200 Mio. US $

Sum of compensation to Polaroid: 873 Mio. US $

(sum compensation of damage 437 Mio. US $)

(plus interest 436 Mio. US $)

Compensation lawyer costs Polaroid 48 Mio. US $

innovation management -...

Documents