Reviews
Russell R. CoynerExecutive Director, BIFMA InternationalHaving usedPlanned Innovationin a variety of businesses of all different sizes, and under several conditions, I find it applies and is successful wherever there is a serious management commitment. The results are dramatic., Anthony J. CarboneExecutive Vice President, The Dow Chemical CompanyPlanned Innovationhas made a significant contribution to our growth through new product development. Applied with some discipline, these principles will avoid false starts and improve chances of both a technical and marketing success., Ken GrantDeputy Head, Department of Marketing, Monash University, Melbourne AustraliaWith enormous success, I have used the concepts expounded by Bacon and Butler in my consulting work. This is a must-have formula for the marketer of the 21st century and for all organizations looking to successfully introduce new products and services into the marketplace., Norman A. Barkeley Chairman, Ducommun Incorporated Innovation is key to the long-term growth and profitability of any enterprise...and Planned Innovation is the proven way to assure it!, Norman A. BarkeleyChairman, Ducommun IncorporatedInnovation is key to the long-term growth and profitability of any enterprise...andPlanned Innovationis the proven way to assure it!, Russell R. Coyner Executive Director, BIFMA International Having used Planned Innovation in a variety of businesses of all different sizes, and under several conditions, I find it applies and is successful wherever there is a serious management commitment. The results are dramatic., Dwane Baumgardner Chairman, CEO, and President, Donnelly Corporation Systematically applying the Planned Innovation principles can play a critical role in helping companies achieve strong growth with new products., Anthony J. Carbone Executive Vice President, The Dow Chemical Company Planned Innovation has made a significant contribution to our growth through new product development. Applied with some discipline, these principles will avoid false starts and improve chances of both a technical and marketing success., Dwane BaumgardnerChairman, CEO, and President, Donnelly CorporationSystematically applying thePlanned Innovationprinciples can play a critical role in helping companies achieve strong growth with new products., J. E. Plott Dow Corning Corporation, Corporate New Business & Market Development Planned Innovation is the "missing link" that finally integrates strategic planning with business planning -- a MUST read for today's global business leaders!
Table of Content
Contents Prologue: How Planned Innovation Was Developed and Where It Has Been Used 1. What This Book Is All About Example 1: What We Mean By a High Rate of Success Example 2: Achieving Accelerated, Sustained Growth Example 3: Growth Through Improvements in Existing Products Example 4: Providing Guidance to R&D Would Planned Innovation Have Value to Your Firm ? 2. What Is Planned Innovation? 3. The Planned Innovation System Element One: A Disciplined Scientific Reasoning Process Element Two: Lasting Marketing Orientation Element Three: Proper Selection Criteria Element Four: Using Scientific Reasoning to Determine Requirements Before Making Major Expenditures Element Five: Ensure Multifunctional Involvement 4. Establishing a Disciplined Scientific Reasoning Process for New Product Innovation 5. The Model of Requirements for Successful Innovation Model for Identifying Economic and Emotive Value Four Questions to Address in Each Segment of Focus Opportunity Selection Criteria Become the Optimizing Function 6. Forming a Lasting Market Orientation Definition of Business Orientations Blue Jeans -- a Universal Example Functional Product-Market Definition Definition of "Product" Definition of "Functional Need" Definition of "Customer" Definition of "Geography" Marketing Strategy, Mix, and Plan Examples of Functional Product-Market Definitions for Blue Jeans Changing to a Market Orientation 7. The Value of Opportunity Selection Criteria Selection versus Screening Criteria Selection Criteria Can Also Be Used for Screening Issues Involved in Opportunity Selection Process Importance of Integrating Strategy and Tactics Matching Resources to Opportunities Success Must Be Tactical and Strategic 8. Obtaining Proper Inputs to Opportunity Selection Criteria Mission Statements Guide New Product Innovation Statement of Financial Goals Needed The Role of Functional Objectives Defining Capabilities, Strengths, and Weaknesses Competitive Opening and Advantage External Trends The Mental Work Required Is Well Worth the Effort 9. The Power of Scientific Thought Process in New Product Opportunity Analysis The Technique of Strong Inferenc The Benefit of Hypotheses of Cause-Effect Scientifically Based Opportunity Analysis Can Be Valuable at Any Stage of New Product Development 10. Opportunity Analysis: Initial Assessment Phase First, Define the Opportunity Second, Verify that Opportunity Meets Selection Criteria and Establish Priority Third, Identify Critical Issues Fourth, Formulate Hypotheses Based on Critical Issues Fifth, Determine What Information Would Provide the Most Decisive Test of Hypotheses Sixth, Go for the Jugular in Obtaining Information What Should Be Accomplished in the Initial Assessment Phase 11. Opportunity Analysis: Range of Requirements Phase Testing Hypotheses Regarding Range of Requirements Sample Size Required Need for a Carefully Structured Questionnaire Analysis of Competition What Should Be Accomplished in the Range of Requirements Phase 12. Opportunity Analysis: Quantitative Confirmation of Market Potential Phase Design of a Stratified Random Sample What Should Be Accomplished in the Quantitative Confirmation Phase 13. Application of Opportunity Analysis to Different Types of Products and Markets Parallel Activities Are Possible Determining Requirements for Consumer Products 14. Implementing Planned Innovation to Achieve Multifunctional Involvement Managerial Support Required Multifunctional Involvement Qualification and Training of Analysts Maintaining the Flow of Ideas Implementing the Planned Innovation System The Planned Innovation Board Recurrent Training Epilogue: How Planned Innovation Provides Answers to Popular Myths Regarding New Product Innovation Nine Areas of Requirements for Successful Innovation Myth 1: The Better Mousetrap Myth 2: Another Xerox Myth 3: The Gift of Genius Myth 4: The Lotto Myth 5: All You Have to Do Is Ask Your Customer Myth 6: The Alchemist Stone Notes
