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MINGGU KE 7: PENDEKATAN KREATIF PENGEMBANGAN IDE PRODUK BARU

MINGGU KE 7: PENDEKATAN KREATIF PENGEMBANGAN IDE PRODUK BARU. IDEA GENERATION. IDEA GENERATION PROCESS. SOURCES OF IDEAS. METHODS OF IDEA GENERATION. SCREENED NEW- PRODUCT IDEAS. Direct Search Technological Innovation Exploratory User Studies Facilitating Lead Users

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MINGGU KE 7: PENDEKATAN KREATIF PENGEMBANGAN IDE PRODUK BARU

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  1. MINGGU KE 7: PENDEKATAN KREATIF PENGEMBANGAN IDE PRODUK BARU

  2. IDEA GENERATION IDEA GENERATION PROCESS SOURCES OF IDEAS METHODS OF IDEA GENERATION SCREENED NEW- PRODUCT IDEAS • Direct Search • Technological Innovation • Exploratory User Studies • Facilitating Lead Users • Integration of Technology • and Marketing • Creative Methods • National Policy • Alliances Acquisition/licencing • Technology • Market Need/User Resolution • Production/Service • Competition/Other Firms • Channel of Distribution of • Suppliers • Managers/Employees • Environmental Change • Concept • Prototype • Product

  3. IDEA SOURCES (1)(Urban, 1993) • TECHNOLOGY • NEW TECHNOLOGIES PRESENT NEW OPPORTUNITIES TO MEET CONSUMER • NEEDS AND FILL NEEDS THAT WERE PREVIOUSLY LATENT. • FOR EXAMPLE : INTEGRATED CIRCUIT, SOFTWARE, BIOTECHNOLOGY, • MATERIAL SCIENCE • MARKET NEEDS AND USER SOLUTIONS • THE RECOGNITION OF TECHNOLOGY AS A MAJOR IDEA SOURCE IS CRUCIAL • TO SUCCESS, BUT CUSTOMER AND USER SOLUTIONS ARE EQUALLY IMPOR- • TANT AS A SOURCE OF IDEAS.

  4. IDEA SOURCES (2)(Urban, 1993) 3. PRODUCTION AND SERVICE PRODUCTION IS OFTEN NEGLECTED AS A SOURCE OF INNOVATION. FOR EXAMPLE, IN THE STUDIES BY MEYERS AND MARQUIS (1969), 20% OF THE SUCCESSFUL NEW TECHNOLOGICAL PRODUCTS HAD THEIR IDEA SOURCE IN PRODUCTION. SERVICE AND GUARANTEE EXPERIENCE ALSO CAN BE THE SOURCE OF NEW PRODUCTS. 4. COMPETITORS AND THE OTHER FIRMS THE REASON FOR COMPETITORS’ SUCCESS AND KNOWLEDGE ABOUT THEIR DEVELOPMENTAL STRATEGIES ARE IMPORTANT INPUTS TO IDEA GENERATION. NON COMPETITIVE FIRM IN OTHER INDUSTRIES MAY ALSO BE THE SOURCE OF NEW PRODUCT IDEA.

  5. METHODS OF GENERATING IDEAS (Urban, 1993) (1) • DIRECT SEARCH : • DIRECT CUSTOMER CONTACT TO LEARN ABOUT NEEDS AND OPPORTUNITIES TO • SERVE CUSTOMER BETTER. • *STUDYING TRENS IN MARKETS BASED ON CENSUS DATA AND INDUSTRY REPORTS • AND SECONDARY DATA FOUND IN LIBRARIES. • *COMPETITIVE ACTIVITY CAN BE MONITORED BY A FEEDBACK SYSTEM WHICH A • A COMPETITOR’S SALES PRACTICES, DISTRIBUTION, AND NEW PRODUCTS. • TECHNOLOGICAL INNOVATION : • EXPLOITING TECHNOLOGY FOR NEW IDEAS REQUIRES A WELL-MANAGED AND • CREATIVE R&D GROUP. THE GROUP MUST SHARE AND GET RELEVANT INFORMATION, • MAKE CORRECT TECHNOLOGICAL FORECASTS, TARGET ITS EFFORT TOWARDS • STRATEGIC MARKETS, AND FUNCTION EFFECTIVELY AS A CREATIVE TEAM WITH • OTER FUNCTIONS IN THE ORGANIZATION.

  6. METHODS OF GENERATING IDEAS (Urban, 1993) (2) 3. EXPLORATORY STUDIES * A WIDELY USED METHOD OF GAINING A KNOWLEDGE OF CONSUMERS IS THROUGH FOCUSED GROUP DISCUSSIONS OR WHAT ARE TERMED “FOCUS GROUPS”. THE GROUP IS USUALLY MADE UP OF 8 TO 10 USERS OF THE PRODUCT. * THE PURPOSE OF FOCUS GROUPS IS TO LEARN CUSTOMERS’ OPINIONS, SEMANTIC STRUCTURE, USAGE PATTERN, ATTITUDES, AND BUYING PROCESSES. * A GREAT ADVANTAGE OF A FOCUS GROUP IS THAT IT ALLOWS AN EARLY CON- TACT WITH USERS AND PROVIDES AN IN-DEPTH FEELING FOR THE PRODUCTS NOW IN THE TARGET MARKET.

  7. METHODS OF GENERATING IDEAS (Urban, 1993) (3) 4. FACILITATING LEAD USER ANALYSIS USERS NOT ONLY HAVE NEEDS BUT MAY POSSESS SOLUTIONS. RATHER THAN WAIT FOR THE USERS TO BRING SOLUTIONS TO US, WE COULD EXPEND EFFORT TO FIND AND FACILITATE THIS PROBLEM-SOLVING PROCESS. FIRMD WHICH UNDERTAKE A FORMAL LEAD USER ANALYSIS : A. SPECIFY LEAD USER INDICATORS. 1. FIND A MARKET OR TECHNOLOGICAL TREND AND RELATED MEASURES. 2. DEFINE MEASURES OF POTENTIAL BENEFIT. B. IDENTIFY LEAD USER GROUPS.

  8. METHODS OF GENERATING IDEAS (Urban, 1993) (4) C. GENERATE CONCEPTS (PRODUCTS) WITH LEAD USERS. D. TEST LEAD USER CONCEPTS (PRODUCTS) 5. LINKING MARKETING AND TECHNOLOGY NEW PRODUCT STRATEGIES SHOULD BE COMPREHENSIVE STRATEGIES BASED ON BOTH CONSUMER INPUT AND TECHNOLOGY. THE SUCCES OF A PROACTIVE NEW-PRODUCT STRATEGY IS HIGHLY DEPENDENT ON A FIRM’S EFFECTIVENESS IN LINKING TECHNOLOGY AND CUSTOMER NEEDS.

  9. METHODS OF GENERATING IDEAS (Urban, 1993) (5) 5. LINKING MARKETING AND TECHNOLOGY “MARKETING” IN ITS BROADEST SENSE (THE TOTAL FULFILLMENT OF CUSTOMER NEEDS) MUST BE INTEGRATED CLOSELY WITH TECHNOLOGY AT EVERY STEP IN THE DESIGN AND ENGINEERING OF NEW PRODUCTS IF RISKS ARE TO BE REDUCED AND INNOVATION IS TO BE SUCCESSFUL. THREE MECHANISMS HAVE TYPICALLY BEEN USED BY FIRMS TO SUPPORT STRA- TEGIES REQUIRING THE INTEGRATION OF MARKETING AND TECHNOLOGY : (1) FORMAL ORGANIZATIONAL STRUCTURES; (2) INTERPERSONAL RELATIONS; (3) ANALYTICAL SUPPORT.

  10. METHODS OF GENERATING IDEAS (Urban, 1993) (6) 6. CREATIVE METHODS * INDIVIDUAL CREATIVITY * CREATIVE GROUP METHODS 1. BRAINSTORMING 2. MORPHOLOGICAL ANALYSIS a. EXPLICITLY FORMULATE THE PROBLEM b. IDENTIFY PARAMETERS c. LIST ALL POSSIBLE COMBINATIONS OF PARAMETERS d. EXAMINE FEASIBILITY OF ALL ALTERNATIVES e. SELECT THE BEST ALTERNATIVES.

  11. METHODS OF GENERATING IDEAS (Urban, 1993) (7) 7. NATIONAL POLICY ONE MACRO ETHOD IS BASED ON GOVERNMENT SUPPORT. FOR EXAMPLE : IN JAPAN, MITI HAS FOSTERED MAJOR TECHNOLOGICAL DE- VELOPMENT IN STEEL, TEXTILES, AND AUTOS. IN EUROPE, IN THE SAME DIRECTION, IT IS KNOWN AS EUREKA PROJECT, WHICH FUNDS ALMOST 300 PROJECTS IN NINE ADVANCED TECHNOLOGY AREAS. (E.G SEMICONDUCTORS, AND HIGH-DEFINITION TV). 8. ALLIANCES, ACQUISITIONS, AND LICENSING ALLIANCES : THEY MEAN THAT INDIVIDUAL PRIVATE COMPANIES ARE FORMING CONSORTIA OR ALLIANCES TO GENERATE NEW PRODUCTS.

  12. METHODS OF GENERATING IDEAS (Urban, 1993) (8) 8. ALLIANCES, ACQUISITIONS, AND LICENSING TODAY ACQUISITION STRATEGIES REFLECT PRIORITIES THAT REINFORCE THE FIRM’S CORE TECHNOLOGY AND TARGET MARKET PRESENCE. OFTEN FULL ACQUISITION IS NOT FEASIBLE OD NOT DESIRABLE. HOWEVER, THERE IS ANOTHER ALTERNATIVE FOR THE ACQUISITION OF TECHNOLOGY. LICENSING OF TECHNOLOGY IS AN OPTION THAT GIVES RAPID ACCES TO PROVEN TECHNOLOGY. THE COST MAY BE HIGH, BUT THE RISKS ARE LOW AND R&D FUNDS DO NOT NEED TO BE COMMITTED.

  13. IDEA MANAGEMENT • THERE IS SOME IDEAS AS KEY IDEAS FOR A NEW PRODUCT, BUT MOST OF THE • REMAINING IDEAS WILL NOT HAVE SUFFICIENT POTENTIAL FOR FURTHER • INVESTIGATION. • IF EACH IDEA WERE ADVANCED TO THE DESIGN PHASE COSTS WOULD BE • PROHIBITIVE, THUS WE RETURN TO A MANAGERIAL PROCESS TO SCREEN THE • IDEAS. • THE TWO KEY MANAGERIAL CONCEPTS IN SCREENING IDEAS ARE : • THE SELECTION PROCESS, AND • HOW MANY IDEAS TO ADVANCE TO THE DESIGN PHASE

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