技術(shù)創(chuàng)新與研發(fā)管理創(chuàng)新

技術(shù)創(chuàng)新與研發(fā)管理創(chuàng)新效率型企業(yè)質(zhì)量型企業(yè)靈活型企業(yè)創(chuàng)新型企業(yè)企業(yè)成長未來企業(yè)須轉(zhuǎn)向創(chuàng)新型創(chuàng)新制勝！2全球最有吸引力的研發(fā)地區(qū)3外資企業(yè)已經(jīng)在中國建立了超過1000家研發(fā)中心！研發(fā)創(chuàng)新的收益4銷售額增長新產(chǎn)品開發(fā)與改進(jìn)運(yùn)營成本降低靈活性與相應(yīng)速度客戶增長與粘性5微笑曲線5研發(fā)、咨詢生產(chǎn)制造售后服務(wù)效益21世紀(jì)創(chuàng)新經(jīng)濟(jì)20世紀(jì)90年代知識經(jīng)濟(jì)20世紀(jì)60～70年代工業(yè)經(jīng)濟(jì)資源消耗環(huán)境污染資源消耗環(huán)境污染產(chǎn)品的創(chuàng)新周期6時間

利潤壟斷期模仿期擴(kuò)散期創(chuàng)新期淘汰期平均利潤創(chuàng)新利潤新產(chǎn)品的類型7新產(chǎn)品線全新產(chǎn)品現(xiàn)有產(chǎn)品的改進(jìn)對現(xiàn)有產(chǎn)品的拓展降低成本重新定位對市場的新穎程度對公司的新穎程度低低高高各種創(chuàng)新模式比重的提示8所有行業(yè)高科技行業(yè)不同程度的創(chuàng)新的比較9跨越鴻溝10鴻溝杰弗里·摩爾《跨越鴻溝》ProductInnovationMethodology常見的產(chǎn)品創(chuàng)新與開發(fā)管理體系：Stage-ReviewPACE(ProductAndCycle-timeExcellence)IPD(IntegratedProductDevelopment)NPD-BOK(NewProductDevelopmentBodyofKnowledge)11Stage-Gate?ModelSGS(Stage-GateSystem)，由RobertG.Cooper于20世紀(jì)80年代創(chuàng)立一種新產(chǎn)品開發(fā)流程管理技術(shù)，并應(yīng)用于美國、歐洲、日本的企業(yè)指導(dǎo)新產(chǎn)品開發(fā)。被視為新產(chǎn)品發(fā)展過程中的一項(xiàng)基礎(chǔ)程序和產(chǎn)品創(chuàng)新的過程管理工具。12StageGateReviewOfProcess(n=3-7)StartStagecompletedMeetGateCriteria?GotoNextstageRevise&ExcutePlancanCriteriabemeet?ArchiveProjectYesYesNoNoStage-Gate?

CoreIdeology重視尋求突破性的新產(chǎn)品構(gòu)思和產(chǎn)品概念非常關(guān)注有效的入口決策和組合化管理同時強(qiáng)調(diào)投放市場前的營銷工作建議企業(yè)制定產(chǎn)品創(chuàng)新戰(zhàn)略13PACE141986年P(guān)RTM（PittiglioRabinTodd＆McGrath）提出了PACE（ProductAndCycle-timeExcellence）這一概念，現(xiàn)在在許多方面，PACE己經(jīng)成為產(chǎn)品開發(fā)的事實(shí)上的標(biāo)準(zhǔn)的過程參考模式。它所提供的是一個通用框架、標(biāo)準(zhǔn)術(shù)語、適用于全行業(yè)的過程基準(zhǔn)、一個更新最佳實(shí)踐的方法、以及一個持續(xù)完善的過程。PACE的七大要素階段決策跨功能團(tuán)隊(duì)結(jié)構(gòu)化開發(fā)流程開發(fā)工具與技術(shù)產(chǎn)品戰(zhàn)略過程技術(shù)管理管道管理15NPD-BOKNPD-BOK是PDMA梳理的一套新產(chǎn)品開發(fā)知識體系。NewProductStrategyPortfolioManagementNewProductProcessToolsandMetricsMarketResearchTeams,People,andOrganizationalIssues16NPDFrameworkNPDStrategyMarketingResearchNewProductProcessLifecycleMgt.PortfolioMgt.Tools&MetricsPeople&TeamNPDStrategyMission，Vision，CorevaluesbusinessstrategyproductstrategyCoreStrategicVisionPlatformStrategyMarketStrategyTechnologyStrategyProductStrategyMilesandSnowTypesProspectors—Innovators,firsttomarketandtoadoptnewtechnologies.Analyzers—Fastfollowers,oftenbetterproductsDefenders—MaintainnicheinstablemarketReactors—RespondonlyunderduressCooper’sFiveStrategyScenariosDifferentiated–Technologicallysophisticated,highfitandfocus,strongmarketorientationLowBudget,Conservative-lowR&D,copycat,undifferentiatedproductsTechnologyPush-technicallysophisticated,lowinmarketorientation,fitfocus,orsynergyNotintheGame-Unsophisticated,low-tech,low-risk,copycat,simple/maturetechnologies.HighBudget,Divers-HeavyR&D,nodirection,synergy,fitorfocus-”bullinachinashop”TechnologyStrategySustainingvs.DisruptiveTechnologiesSustainingTechnologiesDiscontinuousorradicalorincrementalImprovetheperformanceofestablishedproducts,perhistoricvaluesofmainstreamcustomersDisruptivetechnologies(eg.Injet-printer)Near-termworseproductperformanceIntroduceadifferentvaluepropositionHavecertainfeaturesthatfringecustomersvalue-cheaper,simpler,smaller,moreconvenient,etc.PortfolioManagementtypesofprojectsintheportfolioBreakthrough-全新產(chǎn)品項(xiàng)目（可能引入新技術(shù)、新市場等）Derivative-派生項(xiàng)目Platform-平臺項(xiàng)目Support–支撐性項(xiàng)目（例如修改現(xiàn)有產(chǎn)品缺陷等）AllthemeaningfulparametersforobtainingbalanceinaportfolioRiskvs.rewardEasevs.attractivenessCostvs.benefitFinancialmethods:NetPresentValue(NPV)ReturnonInvestment(ROI)Economicvalueadded(EVA)Non-financialMethodsScoringModelsIndicatorsforProductinnovationNewtotheworldCustomeracceptanceMetprofitgoalsIRRorROICompetitiveadvantageNewtothecompanyMarketsharegoalsRevenuegoalsCustomersatisfactionMetprofitgoalsCompetitiveadvantageProductimprovementsCustomersatisfactionMarketshareorrevenueMetprofitgoalsCompetitiveadvantageLineextensionsMarketsharegoalsMetprofitgoalsCompetitiveadvantageRepositionings

CustomeracceptanceMetprofitgoalsCompetitiveadvantageCostreductionsRevenuegoalsMetmargingoalsMetperformancespecsMetqualityspecsMostusefulsuccessmeasuresbybusinessstrategyProspector%profitsfromproducts<NyearsoldDegreethattoday’sproductsleadtofutureopportunities%salesfromproducts<NyearsoldAnalyzerDegreethatnewproductsfitbusinessstrategyDevelopmentprogramROI%profitsfromproducts<NyearsoldSuccess/failurerateDefenderDevelopmentprogramROIDegreethatnewproductsfitbusinessstrategyReactorDevelopmentprogramROISuccess/failurerateDegreethatnewproductsfitbusinessstrategySubjective（