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    NPD Ch. 5

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    NPD Ch. 5

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    rakanmaharema
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    Copyright:

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    1 views13 pages

    NPD Ch. 5

    Uploaded by

    rakanmaharema

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 13

    Chapter 5

    Problem: Finding and Solving Customers’


    Problems

    McGraw-Hill/Irwin –
    Merle Crawford Anthony Di Benedetto 9th Edition Copyright © 2008 by The McGraw-Hill
    Problem-Based Concept Generation
    Figure 5.1

    5-2
    Problem Analysis: General Procedure

    1. Determine product or activity


    category for study.
    2. Identify heavy users.
    3. Gather set of problems associated
    with product category.
    4. Sort and rank the problems according
    to importance.

    5-3
    Problem Analysis Applied to the Cell Phone
    Figure 5.2

    • Keeping the unit clean. • Health risks?


    • Breaks when I drop it. • Can’t cradle between ear and
    • Battery doesn’t stay charged shoulder.
    long enough. • Antenna breaks off.
    • Finding it in dark. • Flip cover breaks off.
    • Battery dies in mid-conversation. • Disruptive instrument.
    • Can’t see facial/body language.
    • Who “out there” hears me?
    • Rings too loud/too soft.
    • Dropped calls.
    • Wrong numbers.
    • Looking up numbers.
    • Fear of what ringing might be
    • Voice fades in and out. for.
    • Hard to hold.

    5-4
    Problem Analysis: Sources and Methodologies

    • Experts
    • Published Sources
    • Contacts with Your Business Customers
    or Consumers
    – Interviewing
    – Focus groups
    – Observation of product in use
    – Role playing

    5-5
    Typical Questions for Problem Analysis
    Focus Groups

    • What is the real problem here – what if the


    product category did not exist?
    • What are current attitudes and behaviors of
    focus group members toward the product
    category?
    • What product attributes and benefits do the
    focus group members want?
    • What are their dissatisfactions, problems, and
    unfilled needs?
    • What changes occurring in their lifestyles are
    relevant to the product category?

    5-6
    Observation and Role Playing in Problem
    Analysis

    • Carmakers send their designers out to parking


    lots to watch people and how they interact with
    their cars (Ford called this “gorilla research”).
    • Honda got insights as to how large the
    passenger compartments of their SUVs should
    be by observing U.S. families.

    5-7
    Scenario Analysis

    • Extending The present to see what it will look


    like in the future.
    • Leaping: Into the future to pike a period.
    • Leap studies: static or dynamic

    5-8
    Relevance Tree Form of Dynamic Leap
    Scenario
    Figure 5.4

    5-9
    Guidelines for conducting a good scenario
    analysis
    Figure 5.6

    • Know the now:


    • Keep it simple:
    • Be careful with selecting group members
    • Do an 8 to 10 year projection
    • Periodically summarize progress
    • Combine the factors causing changes
    • Check fit
    • Plan to use several times
    • Reuse the group

    5-10
    Solving the Problem

    • Group Creativity Methods/Brainstorming


    • Principles of Brainstorming:
    – Deferral of Judgment
    – Quantity Breeds Quality
    • Rules for a Brainstorming Session:
    – No criticism allowed.
    – Freewheeling -- the wilder the better.
    – Nothing should slow the session down.
    – Combination and improvement of ideas.

    5-11
    Brainstorming Techniques

    • Brainstorming circle
    • Reverse brainstorming
    • Tear-down
    • Phillips 66 groups (buzz groups)
    • Delphi method

    5-12
    Electronic Brainstorming

    • Supported by GSS (group support systems) software.


    • Overcomes many drawbacks of brainstorming (only one
    can talk at a time, fear of contributing, “social loafing”).
    • Participants sit at networked terminals.
    • Contributions are projected on screen, and also recorded
    (so no errors are made in transcription).
    • Can be done over multiple sites via computer linkups or
    videoconferencing.
    • Can handle larger size groups (into the hundreds).

    5-13

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