The Management Of Innovation, Product Development, And Entrepreneurship
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Chapter
19
The Management of Innovation, Product Development, and Entrepreneurship
PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. All rights reserved.
Innovation, Technological Change and Competition • Technology The skills, knowledge, experience, body of scientific knowledge, tools, computers, machines used in the design and production of goods and services.
• Quantum Technological Change A fundamental shift in technology that results in innovation of new kinds of goods and services. • The shifts from vinyl records to tape to CD to MP3 represent quantum technological changes in the recording industry.
© Copyright McGraw-Hill. All rights reserved.
19–2
Innovation, Technological Change and Competition • Incremental Technological Change Change that refines existing technology and leads to gradual improvements or refinements of products over time. • Improvements in gas mileage for internal combustion engines represent incremental technological changes in automotive manufacturing.
© Copyright McGraw-Hill. All rights reserved.
19–3
Effects of Technological Change • Technological change can be threatening to firms that are slow to change while, at the same time, providing benefits to those firms that change and adapt. Microsoft was quick to embrace graphic user interface programs and now is predominant in the software business. Microsoft failed to recognize the importance of the Internet and initially fell behind its competitors in the development of a web browser for its software customers. © Copyright McGraw-Hill. All rights reserved.
19–4
Product Life Cycles and Product Development • Product Life Cycle Changes in product demand from its introduction through its growth and maturity to its decline. • Embryonic stage: product is not widely accepted and has minimal demand. • Growth stage: many consumers seek out the product and buy it for the first time. • Mature stage: demand peaks since most buyers already have the product and only buy replacements. • Decline stage: demand falls off as the product becomes obsolete. © Copyright McGraw-Hill. All rights reserved.
19–5
A Product Life Cycle
© Copyright McGraw-Hill. All rights reserved.
Figure19.1
19–6
Product Life Cycles and Product Development • The Rate of Technological Change The rate of change determines the length of the product life cycle demand curve. • In the computer industry, life cycle is about 18 months; in the steel industry, it is many years.
© Copyright McGraw-Hill. All rights reserved.
19–7
The Relationship Between Technological Change and Length of the Product Life Cycle
© Copyright McGraw-Hill. All rights reserved.
Figure 19.2
19–8
Four Goals of New Product Development
© Copyright McGraw-Hill. All rights reserved.
Figure 19.4
19–9
Principles of Product Development • Principle 1: Use a Stage-Gate Development Funnel Forces managers to make choices among competing projects to avoid spreading organizational resources too thin. • Stage 1 considers all new ideas that are feasible and meet the strategic goals of the firm. • Stage 2 focuses on reviewing product development plans; with the best continuing on. • Stage 3 issues a contract book and focuses on responsibilities, budgets, and resources in a symbolic launch of the formal development. © Copyright McGraw-Hill. All rights reserved.
19–10
A Stage-Gate Development Funnel
© Copyright McGraw-Hill. All rights reserved.
Figure 19.5
19–11
Principles of Product Development (cont’d) • Principle 2: Establish Cross-Functional Teams Cross functional teams are a crucial part of effective product development. • Core members of the team are the people primarily responsible for the development effort. • Management must ensure there is coordination and communications between team members. • Teams are often located physically together. • Successful teams will develop a clear sense of their objectives and share a common mission.
© Copyright McGraw-Hill. All rights reserved.
19–12
Principles of Product Development (cont’d) • Principle 3: Concurrent Engineering The traditional engineering approach follows a sequential flow resulting in long development times and poor quality if managers do not communicate between departments. • By working concurrently, design and production issues are considered together. • Production concerns are addressed while the product is designed and can still be changed.
© Copyright McGraw-Hill. All rights reserved.
19–13
Sequential vs. Parallel Development Processes
© Copyright McGraw-Hill. All rights reserved.
Figure 19.7
19–14
Principles of Product Development (cont’d) • Principle 4: Involve Both Customers and Suppliers Products fail because their design does not meet the needs of customers. • Customer ideas and needs should be included in the design process. • Solicit customer input from many sources.
Suppliers are also critical to the success of a product. • Include them during concurrent engineering. • Seek out their ideas and input early in the process. © Copyright McGraw-Hill. All rights reserved.
19–15
Entrepreneurship • Entrepreneurs Individuals who notice opportunities and take the responsibility for mobilizing the resources necessary to produce new and improved goods and services. • Entrepreneurs start new businesses and carry out all of the management functions. • Entrepreneurs assume all of the risks for losses and receive all of the returns (profits) from their ventures.
© Copyright McGraw-Hill. All rights reserved.
19–16
Entrepreneurship (cont’d) • Intrapreneurs Individuals (managers, scientists, or researchers) who work inside an existing organization and notice an opportunity for product improvements and are responsible for managing the product development process. • Intrapreneurs frustrated with the lack of support or opportunity at their firm often leave and form their own new ventures.
© Copyright McGraw-Hill. All rights reserved.
19–17
Entrepreneurship and New Ventures • Characteristics of entrepreneurs—most share these common traits: Open to experience: they are original thinkers and take risks. Internal locus of control: they take responsibility for their own actions. High self-esteem: they feel competent and capable. High need for achievement: they set high goals and enjoy working toward them.
© Copyright McGraw-Hill. All rights reserved.
19–18
Entrepreneurship and Management • To become involved in an entrepreneurial firm: Start your own business as an entrepreneur. Work for a growing entrepreneur in their firm. Develop a plan for the new business • Designing a plan to guide the business is similar to a product development plan. • Firms without plan usually fail
Franchising allows you to purchase a plan and the experience of existing firm to reduce risk. © Copyright McGraw-Hill. All rights reserved.
19–19
Developing a Plan for a New Business Step 1
Notice product opportunity and develop a basic business idea: What goods/services to produce and who are the customers/markets?
Step 2
Conduct strategic analysis (SWOT) to identify: Strengths, Weakness, Opportunities, Threats.
Step 3
Is the business opportunity feasible?
Step 4
Prepare a detailed business plan including mission, goals, strategic and financial objectives, resources required, and a timeline of events.
© Copyright McGraw-Hill. All rights reserved.
Table 19.1
19–20
19
The Management of Innovation, Product Development, and Entrepreneurship
PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. All rights reserved.
Innovation, Technological Change and Competition • Technology The skills, knowledge, experience, body of scientific knowledge, tools, computers, machines used in the design and production of goods and services.
• Quantum Technological Change A fundamental shift in technology that results in innovation of new kinds of goods and services. • The shifts from vinyl records to tape to CD to MP3 represent quantum technological changes in the recording industry.
© Copyright McGraw-Hill. All rights reserved.
19–2
Innovation, Technological Change and Competition • Incremental Technological Change Change that refines existing technology and leads to gradual improvements or refinements of products over time. • Improvements in gas mileage for internal combustion engines represent incremental technological changes in automotive manufacturing.
© Copyright McGraw-Hill. All rights reserved.
19–3
Effects of Technological Change • Technological change can be threatening to firms that are slow to change while, at the same time, providing benefits to those firms that change and adapt. Microsoft was quick to embrace graphic user interface programs and now is predominant in the software business. Microsoft failed to recognize the importance of the Internet and initially fell behind its competitors in the development of a web browser for its software customers. © Copyright McGraw-Hill. All rights reserved.
19–4
Product Life Cycles and Product Development • Product Life Cycle Changes in product demand from its introduction through its growth and maturity to its decline. • Embryonic stage: product is not widely accepted and has minimal demand. • Growth stage: many consumers seek out the product and buy it for the first time. • Mature stage: demand peaks since most buyers already have the product and only buy replacements. • Decline stage: demand falls off as the product becomes obsolete. © Copyright McGraw-Hill. All rights reserved.
19–5
A Product Life Cycle
© Copyright McGraw-Hill. All rights reserved.
Figure19.1
19–6
Product Life Cycles and Product Development • The Rate of Technological Change The rate of change determines the length of the product life cycle demand curve. • In the computer industry, life cycle is about 18 months; in the steel industry, it is many years.
© Copyright McGraw-Hill. All rights reserved.
19–7
The Relationship Between Technological Change and Length of the Product Life Cycle
© Copyright McGraw-Hill. All rights reserved.
Figure 19.2
19–8
Four Goals of New Product Development
© Copyright McGraw-Hill. All rights reserved.
Figure 19.4
19–9
Principles of Product Development • Principle 1: Use a Stage-Gate Development Funnel Forces managers to make choices among competing projects to avoid spreading organizational resources too thin. • Stage 1 considers all new ideas that are feasible and meet the strategic goals of the firm. • Stage 2 focuses on reviewing product development plans; with the best continuing on. • Stage 3 issues a contract book and focuses on responsibilities, budgets, and resources in a symbolic launch of the formal development. © Copyright McGraw-Hill. All rights reserved.
19–10
A Stage-Gate Development Funnel
© Copyright McGraw-Hill. All rights reserved.
Figure 19.5
19–11
Principles of Product Development (cont’d) • Principle 2: Establish Cross-Functional Teams Cross functional teams are a crucial part of effective product development. • Core members of the team are the people primarily responsible for the development effort. • Management must ensure there is coordination and communications between team members. • Teams are often located physically together. • Successful teams will develop a clear sense of their objectives and share a common mission.
© Copyright McGraw-Hill. All rights reserved.
19–12
Principles of Product Development (cont’d) • Principle 3: Concurrent Engineering The traditional engineering approach follows a sequential flow resulting in long development times and poor quality if managers do not communicate between departments. • By working concurrently, design and production issues are considered together. • Production concerns are addressed while the product is designed and can still be changed.
© Copyright McGraw-Hill. All rights reserved.
19–13
Sequential vs. Parallel Development Processes
© Copyright McGraw-Hill. All rights reserved.
Figure 19.7
19–14
Principles of Product Development (cont’d) • Principle 4: Involve Both Customers and Suppliers Products fail because their design does not meet the needs of customers. • Customer ideas and needs should be included in the design process. • Solicit customer input from many sources.
Suppliers are also critical to the success of a product. • Include them during concurrent engineering. • Seek out their ideas and input early in the process. © Copyright McGraw-Hill. All rights reserved.
19–15
Entrepreneurship • Entrepreneurs Individuals who notice opportunities and take the responsibility for mobilizing the resources necessary to produce new and improved goods and services. • Entrepreneurs start new businesses and carry out all of the management functions. • Entrepreneurs assume all of the risks for losses and receive all of the returns (profits) from their ventures.
© Copyright McGraw-Hill. All rights reserved.
19–16
Entrepreneurship (cont’d) • Intrapreneurs Individuals (managers, scientists, or researchers) who work inside an existing organization and notice an opportunity for product improvements and are responsible for managing the product development process. • Intrapreneurs frustrated with the lack of support or opportunity at their firm often leave and form their own new ventures.
© Copyright McGraw-Hill. All rights reserved.
19–17
Entrepreneurship and New Ventures • Characteristics of entrepreneurs—most share these common traits: Open to experience: they are original thinkers and take risks. Internal locus of control: they take responsibility for their own actions. High self-esteem: they feel competent and capable. High need for achievement: they set high goals and enjoy working toward them.
© Copyright McGraw-Hill. All rights reserved.
19–18
Entrepreneurship and Management • To become involved in an entrepreneurial firm: Start your own business as an entrepreneur. Work for a growing entrepreneur in their firm. Develop a plan for the new business • Designing a plan to guide the business is similar to a product development plan. • Firms without plan usually fail
Franchising allows you to purchase a plan and the experience of existing firm to reduce risk. © Copyright McGraw-Hill. All rights reserved.
19–19
Developing a Plan for a New Business Step 1
Notice product opportunity and develop a basic business idea: What goods/services to produce and who are the customers/markets?
Step 2
Conduct strategic analysis (SWOT) to identify: Strengths, Weakness, Opportunities, Threats.
Step 3
Is the business opportunity feasible?
Step 4
Prepare a detailed business plan including mission, goals, strategic and financial objectives, resources required, and a timeline of events.
© Copyright McGraw-Hill. All rights reserved.
Table 19.1
19–20
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