The document provides an overview of the product planning process outlined in Chapter 4 of the textbook "Product Design and Development" by Karl T. Ulrich and Steven D. Eppinger. It discusses identifying product development opportunities, evaluating and prioritizing projects, allocating resources and planning timing. A case study of Xerox's Lakes project to develop a digital copier platform is provided as an example. Key aspects of product planning include developing a portfolio of projects aligned with company strategy, market segmentation, technology roadmaps, and balancing fundamentally new vs. incremental projects.
This document discusses the debate between standardization and customization in global marketing. It notes that while standardization allows companies to achieve economies of scale, full standardization may not be appropriate given variations across markets in customer preferences and regulations. Companies must determine the best combination of global and local activities. The document provides several examples of companies that take different approaches, such as McDonald's using a global brand but some localized products, and concludes that adjusting strategies to account for market variations enhances success.
The document discusses the product life cycle of marketing management. It begins by introducing the four stages of a product's life cycle: introduction, growth, maturity, and decline. It then provides examples like 3D TVs in the introduction stage and tablets in the growth stage. For each stage, it outlines the typical characteristics like low sales and high costs in introduction and rapidly rising sales in growth. Finally, it discusses implications of the product life cycle concept for assessing opportunities, threats, and adjusting marketing strategies.
This document outlines a framework for analyzing competitors. It discusses determining a competitor's objectives, assumptions, and current strategy. A competitor's strategy is informed by what they say through statements, reports, and interviews, and what they do through hiring, R&D, investments, partnerships, and acquisitions. It also mentions analyzing a competitor's resources and capabilities using SWOT analysis to understand their ability to respond to the competitive environment.
The document discusses Taguchi techniques for robust design and quality engineering. It describes the parameter design procedure which involves: (1) defining controllable parameters, uncontrollable noise factors, and measurable responses; (2) selecting an objective function to optimize; (3) planning experiments such as full factorial, fractional factorial, or orthogonal arrays; (4) running the experiment; (5) analyzing results to identify optimal parameter settings; and (6) selecting setpoints and conducting additional experiments if needed. The goal is to design products and processes that perform well even in the presence of uncontrollable noise factors.
Here are five possible metrics and units of measure for the customer need "The pen writes smoothly":
1. Friction coefficient - unitless
2. Ink flow rate - grams per minute
3. Starting force - grams of force
4. Line width variation - millimeters
5. Skip rate - number of skips per 100 words
The document discusses Porter's five forces model of competition. It explains the five competitive forces as threats of new entrants, power of suppliers and buyers, threat of substitute products, and rivalry among existing competitors. It provides details on how to assess the competitive intensity of each force. The five forces framework helps analyze an industry's structure to determine its attractiveness and develop competitive strategies. It is useful for competitive analysis but has limitations when environments change rapidly.
The document discusses various stages of business growth and strategies for growing a business. It outlines four stages of business growth: start up, initial growth, rapid growth, and continuous growth. It also discusses product lifecycles and different growth strategies businesses can employ, including market penetration, new products, alternative channels, diversification, integrative strategies, and horizontal/backward/forward integration. The key strategies suggested for increasing market share, sales and profits are to penetrate existing markets further, develop new products for existing and new customers, and pursue alternative distribution channels.
This document discusses identifying and analyzing domestic and international opportunities for new ventures. It covers opportunity recognition, assessing the size and growth of markets, and factors affecting entrepreneurial performance abroad like culture, economics, and politics. The document also summarizes various strategies for entering foreign markets, including exporting, non-equity agreements, and direct investment through options like licensing, turnkey projects, management contracts, joint ventures, mergers and acquisitions. Barriers to international trade and implications for global entrepreneurs are also mentioned.
Acceptance sampling is a quality control method used to accept or reject product batches based on random samples rather than testing every individual product. It allows companies to assess quality levels with statistical certainty without inspecting full batches. Single sampling uses one sample while double sampling uses two to determine acceptance or rejection. Acceptance sampling aims to balance producers' risk of good products being rejected with consumers' risk of defective products passing inspection. Quality levels are defined by acceptance quality level, lot tolerance percentage defective, and indifference quality level curves.
Presenting, competitor analysis PowerPoint presentation slides. These PPT slides restrain one stage process to overcome your obstacles relating to marketing and competing. Flat designs are provided to have a clear understanding. We have included the topics dealing with identification, trademarks/logos, comparison and positioning based on your accurate data. Competitor ranking, revenue calculation, profit, and moreover, you can use these designs to explain your detailed studies regarding their internal/external portfolio. Market segmentation, competitor's average price per product and their advancing areas, thorough understanding and an attractive presentation can help you excel in your project. Also, you can lay down your ideas concerning, other corporate strategies and social media analysis. Merging these conceptual slides in your PowerPoint presentation will also encourage your company's work ethic proving beneficial. Our planners have incorporated images samples here which can easily be personalized for your fit. Use our, competitor analysis PPT slides in your competitor analysis, competitive intelligence, competitor landscape related presentations to precisely portray your aim. Our Competitor Analysis PowerPoint Presentation Slides are a sure bet. Guaranteed to win against all odds.
The document provides an overview of the key concepts and principles discussed in Chapter 1 of the 3rd edition of the textbook "Business Market Management". It discusses 4 main guiding principles: 1) regarding value as the cornerstone of business market management, 2) focusing on business market processes, 3) stressing doing business across borders, and 4) accentuating working relationships and business networks. It also outlines 3 main sections that are covered in the chapter: 1) value as the cornerstone, 2) managing business market processes, and 3) doing business across borders.
The document outlines the key steps in new product development: idea generation, product screening, concept testing, business and financial analysis, product development, test marketing, and commercialization. It then discusses various techniques for idea generation like dimensional analysis, problem analysis, and benefit structure analysis. It also identifies factors for successful new product development like having a high-quality new product process, a clear product strategy, and devoting adequate resources. Overall, the document provides an overview of the new product development process and highlights best practices for effective product innovation.
What is product development and its process?ONE BCG
Product Development is the total process that takes a service or a product from conception to market. It includes a series of steps like Conceptualization, design, development, etc.
This document outlines a generic product development process consisting of 7 stages: product planning, concept development, system-level design, detail design, testing and refinement, production ramp-up, and product launch. It describes each stage in the process, from developing an initial mission statement to launching the final product. The process transforms inputs like market needs and a mission statement into a finished product through stages of conceptualization, design, testing, and production preparation.
This chapter introduces product design and development. It discusses that successful product development relies on understanding customers, competitors, and creating high quality products. It also notes the challenges of coordinating cross-functional teams over long development periods. The chapter outlines the typical process for product development including planning, concept development, design, testing and production preparation.
This document provides an overview of competitor analysis. It defines key terms like competition, competitor, and competitor analysis. It discusses identifying competitors and evaluating them by looking at their objectives, strategies, strengths, weaknesses, market share, and classification as strong/weak and close/distant competitors. The document also covers designing competitive strategies based on a company's role as a market leader, challenger, follower, or nicher. It provides details on strategies for market leaders to expand demand, defend market share, and expand market share. Strategies for market challengers are also discussed.
This document discusses product design and development. It defines key terms like product, product development process, and design process. It outlines the six phases of product development as well as different product types. The document then discusses the life cycle of a product from need identification through retirement. It explains that product form should reflect function and outlines fundamental design rules. The document also introduces concurrent engineering as an evolution from previous design approaches, emphasizing cross-functional teams to develop products. Finally, it discusses the composition of effective concurrent engineering design teams.
Product design is the process of creating new products to sell to customers. It involves efficiently generating and developing ideas through a process that leads to new products. Key steps in product design include idea generation, concept screening, competitive analysis, concept testing, in-depth analysis, prototype development, and commercialization. An example is the design process for the iPhone, which involved estimating manufacturing and operating costs, developing resistive and capacitive touchscreen technologies, and generating over $150 million in profits from initial sales despite $150 million in research and development costs.
This document defines and discusses learning curves, which model how the time or costs required to produce units of a product decrease with cumulative production experience. It describes how learning curves can apply to both individuals and organizations. The key assumptions of learning curve theory are outlined. Methods for plotting and analyzing learning curves mathematically or using tables are presented, including determining the labor hours or costs required for specific units based on the learning rate percentage. Examples are provided to illustrate learning curve calculations and applications.
The document discusses strategic planning and operations strategy. It provides an overview of the strategic planning process, including preparing a mission statement, creating a vision, setting goals, formulating strategies, designing tactics, evaluating performance, and measuring results. It also discusses different types of operations strategies such as competing on price, quality, time, and flexibility. Examples are provided of strategic plans for individuals and companies. The document also covers topics like measuring productivity, types of productivity measures, and ways to improve productivity.
The document discusses aggregate planning and master production scheduling. It provides an overview of aggregate planning, including forecasting demand and setting output levels to meet demand. It also discusses developing a master production schedule by disaggregating the aggregate plan into specific end items and timing of production. The master schedule covers a shorter horizon than the aggregate plan, typically 6-8 weeks. It aims to balance demand with capacity and production resources.
This document provides a marketing assignment on Maruti Suzuki that includes an introduction, history, and analysis of the 4 P's of Marketing - Product, Price, Place, and Promotion. It discusses Maruti Suzuki's wide range of affordable vehicle offerings across segments, its strategy to offer low prices through efficiency and reduce costs, and its extensive nationwide network of sales and service centers to provide accessibility to customers. The summary analyzes Maruti Suzuki's leadership in the Indian automobile market through its affordable people's cars and extensive distribution network.
Time study is a work measurement technique that determines the time for a qualified worker to complete a task at a defined level of performance. It involves observing and recording the time required by a worker to perform individual tasks in their regular work. The objectives of time study include increasing productivity, setting labor standards, and determining basic and standard times. It is used to analyze elements of a job, set performance standards, and improve work methods and processes.
The document discusses the underlying principles of learning curves, including that tasks take less time with repetition, the extent of decreased time follows a predictable pattern, and an example is provided of an individual's time decreasing on each of six term papers. It also describes types of individual and organizational learning and how learning curves can inform performance improvement through proper worker selection, training, motivation, specialization, tools, access to help, and task redesign.
This document discusses key factors in product and service design including cost, quality, time-to-market, customer satisfaction, and competitive advantage. It emphasizes increased attention to customer satisfaction, reducing timelines, environmental concerns, and designing user-friendly products that use fewer materials. Product and service design determines development costs and timelines, resulting quality, and ability to produce items. The design process involves translating customer needs into requirements, refining existing and developing new offerings, and testing prototypes. Regulations and standards also impact design.
The document discusses the concept of a learning curve and its application to industries. It shows that human productivity increases with experience, as costs are reduced the more times a task is repeated. For example, a study found that oil refineries achieved 33% higher production than design capacity due to experience. If experience is transferred systematically between employees, the learning curve is accelerated. The document also shows that starting a new industrial operation with experienced personnel through training can significantly reduce initial losses and lead to profits months earlier compared to learning through trial and error alone.
The document discusses various process strategies and tools for analyzing production processes. It describes four main types of process strategies - process focused, repetitive focused, product focused, and mass customization. Each strategy has different characteristics in terms of equipment used, worker skills required, scheduling, and costs. Tools for process design like flow diagrams, process charts, and value stream mapping are also outlined. The goal is to determine the most efficient process strategy to meet customer requirements at low cost.
The document discusses learning curves, which model how the time and costs to produce a product decrease as a workforce gains experience making it. As a workforce learns, there is a big reduction in the time needed to make additional units. The learning rate expresses the percentage reduction in time, such as an 80% learning curve. There are two methods to calculate learning curves - a tabular approach that calculates average times when output doubles, and an algebraic approach that uses an equation to calculate the time for any unit based on variables like time for the first unit, cumulative output, and the learning factor derived from the learning rate. Examples are provided to demonstrate calculating times for single units, ranges of units, and multiple ranges.
Operations strategy and competitivenessVaibhav Gupta
The document discusses operations strategy and its role in supporting business strategy. It explains that an operations strategy specifies how organizational resources will be used to achieve business goals. An operations strategy focuses on the specific capabilities that give a competitive edge, such as cost, quality, time, and flexibility. The document provides examples of how companies can compete based on these different dimensions through their operations strategies and functions.
- The ABC Company has received a production schedule to make 38 ski lift gondola cars over 6 months, with the first unit taking 1000 hours.
- Using a learning curve of 80%, it is estimated that the 38th unit would take around 310 hours to complete.
- The budget provides for a maximum of 30 direct labor employees per month and a total of 15,000 direct labor hours.
- The calculations show the labor hours required each month does not exceed 30 employees, but the total hours required is 16,581, exceeding the budget by 1,581 hours. Therefore, the budget will not be adequate.
The document discusses product design strategy and the product development process. It defines standard, customized, and modified product strategies and their objectives. The product development process involves idea development, screening, preliminary design/testing, and final design stages. It also outlines dimensions of product strategy including positioning, repositioning, overlap, scope, design, and elimination. Causes of new product failure and components of an effective product development system are summarized as well.
The case study discusses a company that failed to properly update its R&D, arrange prototype testing, and understand cultural differences in overseas markets. This led to communication gaps, overstock of unpopular products, and shortages of popular products. To improve, the company must enhance product quality, customer service, adopt a global marketing strategy, maintain proper inventory levels, and strengthen its distribution channels.
This chapter discusses operations strategy and competitiveness. It defines operations strategy and outlines the strategy design process. It discusses competitive dimensions like cost, quality, delivery speed, and flexibility. It also covers order qualifiers and winners. The chapter presents a framework for manufacturing strategy and steps to develop one. It defines concepts like productivity measures, partial measures, and multifactor measures. It provides an example to calculate productivity from input and output data.
This document discusses work study techniques used to analyze human work and improve efficiency. It defines work study, method study, and work measurement. Method study involves selecting work to study, recording relevant facts, examining critically, developing effective methods, installing methods, and maintaining methods. Work measurement techniques include time study, activity sampling, and predetermined time systems. The goal of work study is to optimize use of human and material resources by increasing productivity and reducing costs while improving working conditions.
The document discusses best practices for product design and development. It outlines key aspects of the process including identifying customer needs, establishing target specifications, concept generation, concept selection, concept testing, and setting final specifications. It also describes an evaluation framework that allows companies to compare their performance to industry benchmarks and best practices. The framework is used to develop an improvement plan by assessing a company's current situation, identifying gaps compared to best practices, and determining priorities based on business strategy and best practices.
This document discusses work design and work measurement. It defines work design as the study and design of work systems to improve productivity. Work measurement refers to establishing standard times for jobs by timing workers and accounting for factors like fatigue. The key techniques discussed are time study, where a qualified observer directly times work elements, and predetermined motion times for very short cycle work. The document outlines the processes of work measurement, including analyzing jobs, directly measuring times, and setting standard times.
This document discusses standardization, simplification, and specialization in product design and manufacturing. It states that these three processes are usually linked together and develop sequentially. Through standardization, essential features are defined and the minimum variety needed to meet requirements is scientifically determined. Simplification aims to reduce the variety of products and materials produced. Specialization naturally results from simplification, with workers focusing on specific tasks rather than completing full products. The document provides examples of standardization in the piston and nut/bolt industries. It also discusses the advantages of standardization, simplification, and specialization, as well as some potential disadvantages.
The document outlines a 5-step product planning process:
1) Identify opportunities through market segmentation, technology trends, and competitive strategies
2) Evaluate and prioritize projects using 4 perspectives: competitive strategy, market segmentation, technology trajectories, and product platforms
3) Allocate resources and plan project timing considering resource availability, technology readiness, and market/competition factors
4) Complete pre-project planning including developing a mission statement, assumptions, and staffing
5) Reflect on results and process to improve future planning
This document outlines strategies and processes for new product development. It discusses identifying opportunities, generating ideas, concept development, market research, concept screening, product development, positioning, marketing planning, test marketing, and commercialization. Key aspects of the process include cross-functional teams, concept testing with customers, iterative refinement, and "stage gates" to evaluate concepts before further investment. The document also notes common reasons for new product failures and levers to reduce risks and speed time to market.
The document describes the product design process, which includes key steps like product planning, concept development, embodiment design, and detail design. It discusses product planning in depth, including why it is important to determine the right mix of projects and provide each project with a focused mission statement. The document also covers gathering customer needs, generating concepts, and evaluating concepts to arrive at the best design.
This document outlines the course objectives, outline, and content for a Product Design course taught to 5th year Mechanical Design students. The key points are:
1. The course aims to teach students about the role of market, finance, and design in new product development and give them the abilities to create a new product.
2. The course outline includes chapters on product life cycle, conceptual design, embodiment design, managing projects, and types of designs. It involves lectures, quizzes, tests, and projects.
3. The course content covers topics like product planning and specification, stimuli for new products, developing product ideas, and the product life cycle model of introduction, growth, maturity, and decline
How to develop new products process, tips and pitfallsRowan Norrie
The document outlines the typical steps in a new product development process, including discover, define, develop, implement, and monitor. It discusses common problems that can occur at each step, such as insufficient market research during discovery, a weak business case in definition, and late discovery of supply issues in implementation. For each step, it also provides examples of key activities that should be carried out, such as gathering customer feedback, creating prototypes, and monitoring sales post-launch.
The document outlines the key stages of product development including idea generation, screening, business analysis, prototype development, marketing strategy, business model development, manufacturing, branding, product launch, and commercialization. It then discusses the need for product development to meet changing consumer demands, make new profits, and handle environmental threats from competition. Finally, it covers selection of materials and processes, prototyping, product launching, and the typical product lifecycle.
The document discusses product planning and development processes. It defines product planning and describes four types of product development projects. It then outlines the key steps in a typical product development process: identifying opportunities, evaluating and prioritizing projects, allocating resources and planning timing, completing pre-project planning, and reflecting on results. Key aspects of evaluating projects, different product types, and pre-project planning are also summarized.
Product definition starting point for medical device manufacturingKatherine Dalton
The document discusses the importance of product definition as the critical starting point for medical device manufacturing. It states that product definition involves developing a product strategy and plan to define target markets, customers, and competitive strengths. It also involves translating customer needs into a set of product requirements through techniques like Quality Function Deployment. The document emphasizes that properly defining requirements upfront and managing them throughout development is key to minimizing redesign iterations and ensuring medical devices can successfully navigate regulatory processes and certification.
R&D refers to activities companies undertake to innovate new products and services. The goal is to develop innovations that can be brought to market to improve the company's bottom line. The R&D process involves defining ideas, designing prototypes, developing selected ideas, and delivering final products to market after testing. Companies must balance integrating R&D objectives with business goals, effectively planning and managing R&D projects, and considering R&D as a strategic competency rather than just a collection of projects.
The document discusses strategic innovation and new product development. It outlines the key aspects of strategic innovation including new business models, new markets, and increased value for customers and companies. It also discusses the dimensions and features of strategic innovation.
The document then covers various aspects of new product development including identifying market opportunities and dynamics, developing marketing strategies, product testing, and commercialization. It provides examples of innovation platforms from companies like Apple and DSM. Finally, it discusses the process of new product development from strategy to commercialization.
The document discusses various aspects of strategic innovation including strategy, new business models, new markets, value creation for customers and companies, dimensions of strategic innovation, aspects of innovation like market impact, market opportunity, and market dynamics. It also talks about new product development process, factors for new product success, types of new products, and examples of innovation platforms from companies like Apple and DSM. The document provides an overview of key concepts in strategic innovation, new product development, and types of innovation.
Chapter 2
The New Products Process
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The Procter & Gamble Cosmetics SagaStarting point: senior management commitment to new products.P&G’s Cosmetics business unit had no clear product strategy, unfocused product initiatives, and too many customer segments being targeted – in short, a lack of focus.P&G Cosmetics skillfully used all three strategic elements and made the weak business unit profitable.
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P&G Cosmetics and the PICSituation Assessment:Underserved consumer market that wanted quality facial product such as cleansers, eye products, etc.Supply chain was uncoordinated as production and shipments were not tied to demand; market forecasts were not driving shipping schedules.PIC recommended a strategic focus on products for the face – other opportunities would not be pursued.
*
P&G Cosmetics and the New Products ProcessP&G Cosmetics used a phased process like that of Chapter 1.Project teams established early in process.Consumer research done early and used in the process (the voice of the customer).Tough evaluation steps were carefully implemented as new products were compared to best practices and benchmarks.
*
P&G Cosmetics and the New Product PortfolioP&G Cosmetics systematically added new products such that maximum buzz and excitement was created in the marketplace.If already several eye makeup products on the market, they would not immediately launch another. Management called this an “initiative rhythm” for product launch.
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P&G Cosmetics and the Role of Effective Team ManagementSenior Cosmetics executives were committed to success as was corporate level management.Initiative Success Managers were hired to lead strategy development, manage evaluation meetings, train employees, etc.The best team leaders were sought and rewarded based on performance.
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The Phases of the New Products Process
Phase 1: Opportunity Identification/Selection
Phase 2: Concept Generation
Phase 3: Concept/Project Evaluation
Phase 4: Development
Phase 5: Launch
Figure 2.1
The Evaluation Tasks in the New Products Process
Figure 2.2
Opportunity Identification/
Selection
Concept Generation
Concept/Project Evaluation
Development
Launch
Direction;
Where should we look?
Initial Review:
Is the idea worth screening?
Full Screen:
Should we try to develop it?
Progress Reports:
Have we developed it?
Market Testing:
Should we market it?
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Phase 1: Opportunity Identification/Selection
Active and passive generation of new product opportunities as spinouts of the ongoing business operation. New product suggestions, changes in marketing plan, resource changes, and new needs/wants in the marketplace. Research, evaluate, validate, and rank them (as opportunities, not specific product concepts). Give major ones a preliminary strategic statement to guide further work on it.
*
Activities that Feed Strategic Planning for New ProductsOngoing marketing planning (e.g., need to meet new aggressive competitor)Ongoing corporate plan ...
This document discusses various aspects of product design and development. It covers the product development process and typical phases from planning to production ramp-up. It also discusses designing for customers through techniques like quality function deployment and the house of quality. Additionally, it discusses designing for manufacturability and measuring product development performance through various metrics. The goal is to develop products that meet customer needs while being efficient and cost-effective to manufacture and bring to market.
This document discusses product design and development. It outlines the key phases of the design process including concept development, system-level design, detail design, testing and refinement, and production ramp-up. The design process aims to satisfy customers by developing high quality, cost effective products through a cross-functional team approach. Key measures of an effective design process include product quality, cost, development time, and capability. Effective communication throughout the process is also emphasized.
This document summarizes the key steps in the product planning process as outlined in the 4th edition of the textbook "Product Design and Development". It discusses identifying opportunities through an opportunity funnel and evaluating projects based on competitive strategy. The planning process involves allocating resources and timing for projects, completing pre-project planning including mission statements, and reflecting on results. The goal is to identify the most important opportunities for the firm and support its competitive strategy through the product plan.
The document discusses product design and development. It covers 6 categories of new products, the new product development dilemma, the new product planning system, design of the product, responsibility for design, stages of a design project, use of critical path analysis in design, reducing design costs, integrated management of new product development, and the 8 stages of new product development including idea generation, screening, concept development and testing, marketing strategy development, business analysis, product development, market testing, and commercialization.
1. The document discusses product design and development, outlining categories of new products and challenges in new product development.
2. It describes the new product planning system and five stages of the design process. Critical path analysis can be used to control complex design tasks.
3. The eight stages of new product development are discussed: idea generation, screening, concept development and testing, marketing strategy, business analysis, product development, market testing, and commercialization.
The document outlines the product planning process, which involves 5 steps: 1) identifying opportunities, 2) evaluating and prioritizing projects, 3) allocating resources and timing, 4) completing pre-project planning, and 5) reflecting on results. It discusses identifying opportunities through various sources, prioritizing using strategies like market segmentation. A product plan identifies the portfolio and timing of products. Mission statements define the product vision, goals, markets, assumptions and stakeholders to guide each development project.
This document provides an overview of a presentation on delivering competitive exports when exchange rates are equal between currencies. It discusses idea generation and product development processes. It emphasizes strategic alignment of business priorities with opportunities through identifying customer needs and formulating strategies. A product-market matrix outlines different strategies like market penetration, development, product development, and diversification. Effective project management is key to avoiding downward spirals from issues like poor prioritization. A phase-gate product development process and portfolio management are presented as tools to manage projects and resources effectively.
Similar to Product design and development ch4 (20)
Join educators from the US and worldwide at this year’s conference, themed “Strategies for Proficiency & Acquisition,” to learn from top experts in world language teaching.
How to Install Theme in the Odoo 17 ERPCeline George
With Odoo, we can select from a wide selection of attractive themes. Many excellent ones are free to use, while some require payment. Putting an Odoo theme in the Odoo module directory on our server, downloading the theme, and then installing it is a simple process.
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Split Shifts From Gantt View in the Odoo 17Celine George
Odoo allows users to split long shifts into multiple segments directly from the Gantt view.Each segment retains details of the original shift, such as employee assignment, start time, end time, and specific tasks or descriptions.
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Lecture_Notes_Unit4_Chapter_8_9_10_RDBMS for the students affiliated by alaga...Murugan Solaiyappan
Title: Relational Database Management System Concepts(RDBMS)
Description:
Welcome to the comprehensive guide on Relational Database Management System (RDBMS) concepts, tailored for final year B.Sc. Computer Science students affiliated with Alagappa University. This document covers fundamental principles and advanced topics in RDBMS, offering a structured approach to understanding databases in the context of modern computing. PDF content is prepared from the text book Learn Oracle 8I by JOSE A RAMALHO.
Key Topics Covered:
Main Topic : DATA INTEGRITY, CREATING AND MAINTAINING A TABLE AND INDEX
Sub-Topic :
Data Integrity,Types of Integrity, Integrity Constraints, Primary Key, Foreign key, unique key, self referential integrity,
creating and maintain a table, Modifying a table, alter a table, Deleting a table
Create an Index, Alter Index, Drop Index, Function based index, obtaining information about index, Difference between ROWID and ROWNUM
Target Audience:
Final year B.Sc. Computer Science students at Alagappa University seeking a solid foundation in RDBMS principles for academic and practical applications.
About the Author:
Dr. S. Murugan is Associate Professor at Alagappa Government Arts College, Karaikudi. With 23 years of teaching experience in the field of Computer Science, Dr. S. Murugan has a passion for simplifying complex concepts in database management.
Disclaimer:
This document is intended for educational purposes only. The content presented here reflects the author’s understanding in the field of RDBMS as of 2024.
Feedback and Contact Information:
Your feedback is valuable! For any queries or suggestions, please contact muruganjit@agacollege.in
Is Email Marketing Really Effective In 2024?Rakesh Jalan
Slide 1
Is Email Marketing Really Effective in 2024?
Yes, Email Marketing is still a great method for direct marketing.
Slide 2
In this article we will cover:
- What is Email Marketing?
- Pros and cons of Email Marketing.
- Tools available for Email Marketing.
- Ways to make Email Marketing effective.
Slide 3
What Is Email Marketing?
Using email to contact customers is called Email Marketing. It's a quiet and effective communication method. Mastering it can significantly boost business. In digital marketing, two long-term assets are your website and your email list. Social media apps may change, but your website and email list remain constant.
Slide 4
Types of Email Marketing:
1. Welcome Emails
2. Information Emails
3. Transactional Emails
4. Newsletter Emails
5. Lead Nurturing Emails
6. Sponsorship Emails
7. Sales Letter Emails
8. Re-Engagement Emails
9. Brand Story Emails
10. Review Request Emails
Slide 5
Advantages Of Email Marketing
1. Cost-Effective: Cheaper than other methods.
2. Easy: Simple to learn and use.
3. Targeted Audience: Reach your exact audience.
4. Detailed Messages: Convey clear, detailed messages.
5. Non-Disturbing: Less intrusive than social media.
6. Non-Irritating: Customers are less likely to get annoyed.
7. Long Format: Use detailed text, photos, and videos.
8. Easy to Unsubscribe: Customers can easily opt out.
9. Easy Tracking: Track delivery, open rates, and clicks.
10. Professional: Seen as more professional; customers read carefully.
Slide 6
Disadvantages Of Email Marketing:
1. Irrelevant Emails: Costs can rise with irrelevant emails.
2. Poor Content: Boring emails can lead to disengagement.
3. Easy Unsubscribe: Customers can easily leave your list.
Slide 7
Email Marketing Tools
Choosing a good tool involves considering:
1. Deliverability: Email delivery rate.
2. Inbox Placement: Reaching inbox, not spam or promotions.
3. Ease of Use: Simplicity of use.
4. Cost: Affordability.
5. List Maintenance: Keeping the list clean.
6. Features: Regular features like Broadcast and Sequence.
7. Automation: Better with automation.
Slide 8
Top 5 Email Marketing Tools:
1. ConvertKit
2. Get Response
3. Mailchimp
4. Active Campaign
5. Aweber
Slide 9
Email Marketing Strategy
To get good results, consider:
1. Build your own list.
2. Never buy leads.
3. Respect your customers.
4. Always provide value.
5. Don’t email just to sell.
6. Write heartfelt emails.
7. Stick to a schedule.
8. Use photos and videos.
9. Segment your list.
10. Personalize emails.
11. Ensure mobile-friendliness.
12. Optimize timing.
13. Keep designs clean.
14. Remove cold leads.
Slide 10
Uses of Email Marketing:
1. Affiliate Marketing
2. Blogging
3. Customer Relationship Management (CRM)
4. Newsletter Circulation
5. Transaction Notifications
6. Information Dissemination
7. Gathering Feedback
8. Selling Courses
9. Selling Products/Services
Read Full Article:
https://digitalsamaaj.com/is-email-marketing-effective-in-2024/
(T.L.E.) Agriculture: Essentials of GardeningMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏.𝟎)-𝐅𝐢𝐧𝐚𝐥𝐬
Lesson Outcome:
-Students will understand the basics of gardening, including the importance of soil, water, and sunlight for plant growth. They will learn to identify and use essential gardening tools, plant seeds, and seedlings properly, and manage common garden pests using eco-friendly methods.
AI Risk Management: ISO/IEC 42001, the EU AI Act, and ISO/IEC 23894PECB
As artificial intelligence continues to evolve, understanding the complexities and regulations regarding AI risk management is more crucial than ever.
Amongst others, the webinar covers:
• ISO/IEC 42001 standard, which provides guidelines for establishing, implementing, maintaining, and continually improving AI management systems within organizations
• insights into the European Union's landmark legislative proposal aimed at regulating AI
• framework and methodologies prescribed by ISO/IEC 23894 for identifying, assessing, and mitigating risks associated with AI systems
Presenters:
Miriama Podskubova - Attorney at Law
Miriama is a seasoned lawyer with over a decade of experience. She specializes in commercial law, focusing on transactions, venture capital investments, IT, digital law, and cybersecurity, areas she was drawn to through her legal practice. Alongside preparing contract and project documentation, she ensures the correct interpretation and application of European legal regulations in these fields. Beyond client projects, she frequently speaks at conferences on cybersecurity, online privacy protection, and the increasingly pertinent topic of AI regulation. As a registered advocate of Slovak bar, certified data privacy professional in the European Union (CIPP/e) and a member of the international association ELA, she helps both tech-focused startups and entrepreneurs, as well as international chains, to properly set up their business operations.
Callum Wright - Founder and Lead Consultant Founder and Lead Consultant
Callum Wright is a seasoned cybersecurity, privacy and AI governance expert. With over a decade of experience, he has dedicated his career to protecting digital assets, ensuring data privacy, and establishing ethical AI governance frameworks. His diverse background includes significant roles in security architecture, AI governance, risk consulting, and privacy management across various industries, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: June 26, 2024
Tags: ISO/IEC 42001, Artificial Intelligence, EU AI Act, ISO/IEC 23894
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Find out more about ISO training and certification services
Training: ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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2. Product Design and Development
Karl T. Ulrich and Steven D. Eppinger
5th edition, Irwin McGraw-Hill, 2012.
Chapter Table of Contents:
1.Introduction
2.Development Processes and Organizations
3.Opportunity Identification
4.Product Planning
5.Identifying Customer Needs
6.Product Specifications
7.Concept Generation
8.Concept Selection
9.Concept Testing
10.Product Architecture
11.Industrial Design
12.Design for Environment
13.Design for Manufacturing
14.Prototyping
15.Robust Design
16.Patents and Intellectual Property
17.Product Development Economics
18.Managing Projects
3. Session Outline
Product development opportunities Sourcing ideas on a regular
basis
Market competition Planning products w.r.t competition
Technology The concept of technology S-curves
Portfolio planning The need for balanced portfolios; product-
process change map & aggregate product planning
Mission statements For each project
4. Objectives & Strategy
Product development teams generally begin with a project mission
statement.
This relates strongly to concepts of corporate strategy.
A cross-functional planning process develops the product
development team's mission statement.
Note: The multiple-product, multiple-project context of product
development in established firms.
The ability to choose the right set of development projects and
to define the scope of these projects in such a way that they are
complementary
6. Product Planning
Ensures product development projects support the broader
business strategy of the company.
Addresses:
What product development projects will be undertaken?
What mix of fundamentally new products, platforms and derivative
products should be pursued?
How do the various projects relate to each other as a portfolio?
What will be the timing and sequence of projects?
7. Product Development Teams
Work on selected projects and start with a mission.
The mission statement answers:
What market segments should be considered in designing the
product and developing its features?
What new technologies (if any) should be incorporated into the new
products?
What are the manufacturing and service goals and constraints?
What are the financial targets for the project?
What are the budget and the time frame for the project?
8. The Product Planning Process
The product plan identifies the portfolio of products to be developed by
the organization and the timing of their introduction to the market
through proper allocation of resources.
The planning process considers:
Product dev. Opportunities identified from various sources
Suggestions from marketing, research, customers, current product
development teams
Benchmarking of competitors
9. Inefficiencies
Some inefficiencies in organizations that do not engage in product
planning:
Inadequate coverage of target markets with competitive products.
Poor timing of market introductions of products.
Mismatches between aggregate development capacity and the number
of projects pursued.
Poor distribution of resources, with some projects overstaffed and
others understaffed.
Initiation and subsequent cancellation of ill-conceived projects.
Frequent changes in the directions of the projects.
10. Xerox Lakes Project Example
Xerox Document Centre 265
Xerox’s Competitive
Strategy Exploit
technological innovation
in a rapidly changing
market
DIGITAL COPIER
PLATFORM
(AS OPPOSED TO
EXISTING LIGHT
LENS )
11. TQ-1: How might a portfolio of development projects differ for product technologies
at position A or B?
Concept of S-Curves
Draw S-curves of your choice. What are the disruptive technologies here? What
dimensions of performance are affected?
12. The Product Plan
The product plans developed by keeping in mind:
Company’s goals
Capabilities
Constraints
Competitive environment
The product plan is regularly updated to reflect changes in:
Competitive environment
Technology
Info on successes of existing products
13. Product Plan
Exh 3-2: The product plan identifies the portfolio of projects to be
pursued by the development organization. This plan divides projects into
four categories.
14. The Product Planning Process
1. Identify opportunities.
2. Evaluate and prioritize projects.
3. Allocate resources and plan timing.
4. Complete pre-project planning.
5. Reflect on the results and the processes.
Note: Selecting a promising project is iterative in nature
15. Step 1: Identify opportunities
Sources of product development opportunities:
Marketing/Sales
Research/Technology Development (Xerox PARC)
PD Teams
Manufacturing
Customers
Third party: Suppliers, Inventors, and business partners
Other business groups (Xerox Supplies Division)
Some proactive approaches:
Document frustrations and complaints
Study Competitors’ products (Competitive benchmarking)
Track the status of emerging technologies
More…see text
16. Xerox
Some opportunity statements proposed at Xerox:
Create a document distribution system in which a networked
printing, device resides on each office worker’s desk and
automatically drives mail and other documents.
Create document delivery software that allows the digital delivery
and storage of most intra-organizational documents via a worker’s
personal computer.
Opportunity statement: Lakes Project
Develop a new black & white (B&W), digital, networkable, document
center platform for the office market, including scanning, storage,
fax, distribution, and printing capabilities
18. Technology leadership Basic R & D
Cost leadership Superior manufacturing methods; Design for
manufacturing to reduce costs
Customer focus Rapid development of derivatives through
carefully designed product platforms
Imitative Fast development process
Competitive Strategies
19. Market Segmentation: Market Segment Map
Exh 3.4: Product segment map showing Xerox B&W digital products and the competition in three
markets (Segmentation based on number of users sharing office equipment) . Key performance
dimensions pages per minute & networking capability
20. Technology Trajectories
Q: How near or far is the ultimate performance limit?
Exh 3.5: This technology S-curve
illustrates that Xerox believed digital
copier technologies were just emerging
and will improve product performance
in coming years. Xerox believed that it
could develop a full-featured digital
copier in the near future with
performance exceeding that of light-
lens copiers.
21. Product Platform Planning: Platforms vs.
Derivatives
Ex 3.6: A platform development project creates the architecture of a family of products.
Derivative products may be included in the initial platform development effort (Platform
A) or derivative products may follow thereafter (Platform B)
Platform Set of assets shared across a set of products (e.g. components & sub assys)
Derivatives For different segments
22. Ex 3.7: This technology
roadmap shows the life cycles
of several digital
photocopying technologies &
identifies which technologies
would be used in each
product. For Lakes
platform Higher speeds
and color capabilities
required of its derivatives.
Product Platform Planning: Technology Roadmap
Note: decisions about
product platforms are
closely related to the
technology development
efforts of the firm
23. Some criteria for evaluating fundamentally new product opportunities:
Market size (units/year * average price)
Market growth rate (percent per year)
Competitive intensity (#competitors & their strengths)
Depth of the firm’s existing knowledge of the markets
Depth of the firm’s existing knowledge of technology
Fit with the firm’s other products
Fit with the firm’s capabilities
Potential for patents or other barriers to competition
Existence of a product champion within the firm
Evaluating Fundamentally New Product Opportunities
24. Ex 3.8: The product-process change matrix
The extent to which the project involves changes in the product
line and/or the production processes
Helps identify projects breakthrough opportunities as well as
incremental improvements
Firms typically benefit from a diverse set of projects
Firm’s choice of competitive strategy influences product
development portfolio:
(FIRM STRATEGY) (PORTFOLIO)
LOW COST STRATEGY MORE OF PRODUCTION
PROCESS IMPROVEMENT PROJECTS
HIGH PRODUCT VARIETY DERIVATIVE PRODUCTS
UPON EXISTING PLATFORMS
TECHNOLOGICAL SUPERIORITY TECH DEV. &
BREAKTHROUGH PROJECTS
Balancing the portfolio
25. Product-Process Change Matrix
Extent of Production Process Changes
ExtentofProductChanges
New
Core
Process
Next
Generation
Process
Single
Department
Upgrade
Tuning and
Incremental
Changes
No
Process
Change
New
Core
Product
Next
Generation
Product
Addition
to Product
Family
Minor
Product
Enhancement
No
Product
Change
Lakes
Project
Research and
Technology
Development
Breakthrough
Development
Projects
Platform
Development
Projects
Derivative
Product
Development
Current
Product/Process
Support
26. Step 3:Allocate Resources & Plan
Timing
Resource Allocation
Careful use of the limited development resources
Avoid starting too many projects. May result in:
Skilled engineers and managers stretching their capabilities
Affects productivity, time-to-market, quality, and profitability
Aggregate Product Planning (Ex 3.9):
makes efficient use of resources within budgeted resources
Project Timing
Timing of product introductions
Technology readiness
Market readiness
Competition
The Product Plan (Exhibit: 3.2)
Set of projects approved by the planning process and sequenced in time.
Mix of: Fundamentally new product, platform and derivative projects.
Updated periodically as a part of the strategic planning activity.
29. Product Plan
Exh 3-2: The product plan identifies the portfolio of projects to be pursued by the
development organization. This plan divides projects into four categories.
The Product Plan (Exhibit: 3.2)
•Set of projects approved by the planning process and sequenced in time.
•Mix of: Fundamentally new product, platform and derivative projects.
•Updated periodically as a part of the strategic planning activity.
30. Step 4: Complete Pre-Project
Planning
Product Vision Statement
Develop a networked, mid-range digital platform for imaging, marking, and
finishing
Mission Statements
Brief (one sentence) description of the product
Key business goals
Target market(s) for the product
Assumptions and constraints that guide the development effort
Stakeholders
Assumptions and constraints
Manufacturing
Service
Environment
Staffing and other pre-project planning activities
31. Lakes Project Mission Statement
Product Description
• Networkable, digital machine with copy, print, fax, and scan functions
Key Business Goals
• Support Xerox strategy of leadership in digital office equipment
• Serve as platform for all future B&W digital products and solutions
• Capture 50% of digital product sales in primary market
• Environmentally friendly
• First product introduction 4thQ 1997
Primary Market
• Office departments, mid-volume (40-65 ppm, above 42,000 avg. copies/mo.)
Secondary Markets
• Quick-print market
• Small ‘satellite’ operations
Assumptions and Constraints
• New product platform
• Digital imaging technology
• Compatible with Centre Ware software
• Input devices manufactured in Canada
• Output devices manufactured in Brazil
• Image processing engine manufactured in both USA and Europe
Stakeholders
• Purchasers and Users
• Manufacturing Operations
• Service Operations
• Distributors and Resellers
32. Product Description
• Networkable, digital machine with copy, print, fax, and scan functions
Key Business Goals
• Support Xerox strategy of leadership in digital office equipment
• Serve as platform for all future B&W digital products and solutions
• Capture 50% of digital product sales in primary market
• Environmentally friendly
• First product introduction 4thQ 1997
Primary Market
• Office departments, mid-volume (40-65 ppm, above 42,000 avg. copies/mo.)
Secondary Markets
• Quick-print market
• Small ‘satellite’ operations
Assumptions and Constraints
• New product platform
• Digital imaging technology
• Compatible with Centre Ware software
• Input devices manufactured in Canada
• Output devices manufactured in Brazil
• Image processing engine manufactured in both USA and Europe
Stakeholders
• Purchasers and Users
• Manufacturing Operations
• Service Operations
• Distributors and Resellers
Lakes Project Mission Statement
33. Assumptions & Constraints
Some may ask:
Why manufacturing, Service and Environmental strategies should be
part of the mission statement for a new product?
Some may even hold:
Decisions about these issues should arise from customer needs for new
products and should not be determined in advance.
Why then do we have Xerox mentioning these in the project
mission statement?
34. Assumptions & Constraints (contd..)
For complex projects (as in this Xerox example), the design of the
manufacturing systems are equally complex.
Thus manufacturing facilities involved in the product need to be
identified very early in the process.
Some product requirements cannot be derived strictly from customer
needs.
Environmentally responsible design (as a Corporate Responsibility
of Xerox
Mission statements must reflect such corporate objectives and
constraints.
35. Assumptions & Constraints (contd..)
For Lakes Project of Xerox
Manufacturing
Capabilities, capacities, and constraints of existing manufacturing processes
Which internal production facility to be used?
What key suppliers to be involved and when?
For Xerox: Input devises at Canada, Output devices in Brazil etc.
Service
Note: Customer service and service revenue important in this business
Strategic goals for improving service quality
Designing components requiring few parts
Designing for ease of serviceability (quick service)
Environment
Design for environment
Developing new products with environmental sustainability
Xerox’s “Zero to landfill” policy with an energy efficiency goal “most efficient machine in
its class”
Remanufacture or recycle [no part should be disposed by the customer to end up in a
landfill]
36. Step 5: Reflect on the Results & the
Process
Some suggested questions:
Is the opportunity funnel collecting an exciting and diverse set of product
opportunities?
Does the product plan support the competitive strategy of the firm?
Does the product plan address the most important current opportunities facing the
firm?
Are the resources allocated product development adequate to pursue the firm’s
competitive strategy?
Have creative ways of leveraging finite resources been considered…?
Does the core team accept the challenges of the resulting mission statement
Are the elements of the mission statement consistent?
Are assumptions listed in the mission statement really necessary or is the project
over-constrained? Will the development team have the freedom to develop the best
possible design?
How can the product planning process be improved?