New Product DevelopmentTMNYU-SCPS x50.9252 Sec. 1Final Presentation11/04/07SHOWPOPR, POP IT, Showpopr graphics, logos, designs, and page headers are trademarks of Showpopr, Inc.

Introduction New Website and Network Extend the Concert Experience Beyond the Show Connect Fans With Artists and Discover More Self Expression, Community, Individuality

Background Incorporated 2007 Privately Held (Seed Stage) Based in NYC Launched BamboozleTV January 2007 (partner) Phase 1 Showpopr.com under development

Our Goals (12 month) Establish a strong, growing membership5,000 registered by May 2008100,000 registered by January 2009 RevenueAdvertising/Sponsorship $750/day by January 2009 Services $10,000/month by January 2009 Secure financing within 12 months time Grow from 1 to 5+ full time staff 12 Software Development Releases in 2008

The Challenge: Limited resources (human and $$$) Very fluid marketplace Tons of ideas (apps, features, functions, revenue)Use the Stage-Gate process to prioritize and turn ideas into manageable Products

12534DevelopmentScopingBuild Business CaseDiscoveryTesting & ValidationLaunchReviewGate 1Gate 4Gate 2Gate 3Gate 5 Stage-Gate Processfor New Product Development

STAGESGATESParallel activities performed by various functional silosGather information for next decision point, or GateA Gate is go/stop decision point, Consists on three components

1. Deliverables: results from previous Stage 2. Criteria: against which the project is judged parameters project must meet to go forward3. Output: decision to go/stop/hold plan for next stage list of deliverables for next gate

Who are the evaluators?Showpopr Board of Advisors

Four to Six membersRepresent functional areasMeet once a quarterDefine and evaluate criteriaAssist in stage/gate process

Stage1DISCOVERYGather IdeasIdea BankUser FeedbackTechnology PartnersContent PartnersCommunityCompetitorsSolve problemsGenerate RevenueMeet a Market Demand

Discover / Uncover OpportunitiesGenerate IdeasExamples

IDEAS

Gate 1Deliverables: Ideas from Idea Bank

Output: All Ideas checked Yes, even the flagged onesIdeas are now called ProjectsThe Idea ScreenCriteria: Strategic Alignment ?Project Feasibility?Market Opportunity and Attractiveness?Showpopr resources expertise?Major Risks or Complicated? (flag if yes)Use ChecklistThis is a broad and gentle screen

SCOPINGActivities: Preliminary Market AssessmentInternet Landscape SurveySurvey CompetitorsTalk To Key UsersTalk To Key PartnersActivities: Preliminary Technical AssessmentTalk To Technology Partners about cost and feasibilityRisky and Complicated (flagged projects)

Stage2Preliminary investigation of each project from Gate 1Output:Market size, potential, acceptance, broad product definitionOutput:Technical Feasibility, Rough Dev time and Cost, Dev and Legal Risk

Gate 2Deliverables: One Sheet Assessments from Scoping (Stage 2)

Output: Projects checked Yes AND highest scoringSecond ScreenDoes evidence suggest product can win in the marketplace? Criteria: Checklist from Gate 1 (repeat)Use ChecklistUse Scoring ModelMore Rigorous Screen

Stage3BUILD BUSINESS CASEOutput: Business CaseProduct DefinitionFunctional SpecificationProject JustificationProject Plan

Activities: Competitive AnalysisMarket AnalysisTechnical AssessmentOps AssessmentFinancial AnalysisProduct DefinitionLegal/Risk AssessmentConcept TestingCritical Homework StageConducted by project leader with input from functional resourcesTimeline: Two weeks

Gate 3Deliverables: Business Case for Project

Output: Projects checked Yes AND highest scoringCriteria: Checklist from Gate 2 (repeat)

Prioritization Criteria (scored)Strategic: project aligns with strategyProduct Advantage: unique benefits to userMarket Attractiveness: size, growth, competitionSynergies: core competenciesTechnical: complexity, uncertainty, gapRisk/Reward: profitability, ROI, payback, certainty,

Stage4DEVELOPMENTActivities:Detailed Design and Development BeginsAgile DevelopmentRapid PrototypingAlpha BuildsIn-House TestingDesign Operations and Production Process

Develop Marketing Plan

Project Management: On Time, On Budget

Test and Validation Plan

Gate 4Deliverables: Functioning PrototypeMarketing PlanOps PlanTesting and Validation Plan

Output: Project checks Yes Go To TestingCriteria: Checklist from Gate 3 (repeat)Prioritization Criteria from Gate 3 (review)

Stage5TESTING & VALIDATIONActivities:In-House Product TestingTrial in Production EnvironmentUser Acceptance Field TrialTest Market (geo, demographic)Revise Business Analysis (new revenue/cost data)

Output:Product Test ResultsMarketing Test ResultsBusiness Plan

Gate 5Deliverables: Product Test ResultsMarketing Test ResultsBusiness Plan

Output: Project checks Yes Go To LaunchCriteria: Checklist from Gate 4 (repeat)Prioritization Criteria from Gate 4 (review)

No Critical Errors?

Stage6LAUNCHActivities:Implement Full Technology DeploymentImplement Full Marketing PlanImplement Full Ops Plan Develop Post Launch Review Process

Output:Post Launch Review Plan

Stage7POST LAUNCH REVIEWActivities:Review Product PerformanceCompare to ProjectionsAssess Strengths and Weaknesses(What Was Learned, What Can Be Done Better?)

Output:Product Review Assessment

SHOWPOPR, POP IT, Showpopr graphics, logos, designs, and page headers are trademarks of Showpopr, Inc.

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