【北邮国院大二下】产品开发与营销知识点整理 Topic2

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北邮国院大二电商在读，随课程进行整理知识点。仅整理PPT中相对重要的知识点，个人认为相对不重要的细小的知识点不列在其中。如有错误请指出。转载请注明出处

Topic 2 – Opportunity Identification

对于Topic1中的6个distinct phase的解释：

Phase0.Planning

5-steps

        Step 1 – Identify Opportunities                                         确认机会

        Step 2 – Evaluate and prioritise projects                          评估并确定项目的优先级

        Step 3 – Allocate resources and plan timing                    分配资源和计划时间

        Step 4 – Complete pre-project planning                           完成项目前期工作计划

        Step 5 – Reflect on the results and the process               反思结果和过程

Ansoff’s Growth Matrix

 1.Market Penetration Strategy        市场渗透战略

【参考链接：市场渗透战略 - MBA智库百科 (mbalib)】

这里没有给出相对具体的英文解释，概括来说就是通过各种方法来进行渗透，提高自己产品的市场份额

2.Market Development Strategy        市场发展战略

【参考链接：市场发展战略 - MBA智库百科 (mbalib)】

3.Product Development Strategy        产品开发战略

【参考链接：产品开发战略 - MBA智库百科 (mbalib)】

4.Diversification Strategy        多元化战略

【参考链接：多元化战略 - MBA智库百科 (mbalib)】

Moving into new markets, potentially with a base from your existing product knowledge or diversification through acquisition of other companies

进军新市场，可能以现有的产品知识为基础，或者通过收购其他公司实现多样化

risk：1<2=3<4

The element of risk increases the further the strategy moves away from known quantities - the existing product and the existing market

风险因素越大，战略越远离已知的产品和数量——现有产品和现有市场

Effective opportunity tournaments

1. Generate a large number of opportunities        创造大量的机会

2. Seek high quality of opportunities generated        寻找高质量的机会

3. Create high variance in the quality of opportunities        创造高质量的机会

Opportunity identification process

机会识别过程

a six-steps process for Opportunity Identification as follows：

1.Establish a charter       

        建立一个章程

        A charter articulates the goals of the organisation (in relation to NPD) and establishes the boundary conditions for an innovation effort. Charters can be termed as mission statement for a new product

        章程明确了组织的目标(与NPD相关)，并为创新努力建立了边界条件。宪章可以被称为新产品的使命宣言

2.Generate and sense many opportunities        

        创造和感知许多机会

        Focus has to be both on internal and external sources of raw opportunities.

        必须同时关注内部和外部原始机会的来源

        (1)Internally （e.g. R&D department）        内部（如研发部门）【主要的】

        (2)By the current or potential customer        由当前或潜在的客户

        (3)Through a competitive product                通过竞争性产品

        (4)By sales forces                                        由销售人员

        (5)Through collaboration with universities   通过与大学合作

        (6)By independent inventors                        通过单独的发明者（单独的有想法的人）

        (7)By distribution partners                            通过分销伙伴

        (8)By other partner companies                     通过其他合作公司
 

Where do Opportunities Come from?

There are two ways in which opportunities can be identified:

1. Information can be gathered passively                信息可以被动收集

2. Information can be gathered proactively              可以主动收集信息

        （1）Document frustrations and complaints that current customers experience with existing products        

        记录现有客户使用现有产品时遇到的挫折和抱怨

        （2）Interview lead users, with attention devoted to innovations by these users and modifications these users may have made to existing products

        采访主要用户，关注这些用户的创新，以及这些用户可能对现有产品做出的修改

        （3）Consider implications of trends in lifestyles, demographics and technology for existing product categories and for opportunities for new product categories

        考虑生活方式、人口结构和技术趋势对现有产品类别的影响，以及新产品类别的机会

        （4）Systematically gather suggestions from current customers,perhaps through the sales force or customer service system

        通过销售人员或客户服务系统，系统地收集现有客户的建议

        （5）Carefully study competitors’ products on an ongoing basis,track the status of emerging technologies to facilitate transfer of the appropriate technologies from basic research and technology development into product development

        在持续的基础上仔细研究竞争对手的产品，跟踪新兴技术的状况，以促进适当的技术从基础研究和技术开发转移到产品开发

        （6）The opportunity funnel should be continually collecting ideas

        机会漏斗应该不断收集创意

Role of R&D

Definition:to develop new knowledge and apply scientific or engineering knowledge to connect the knowledge in one field to that in others

R&D定义：开发新知识，应用科学或工程知识，将一个领域的知识与其他领域的知识联系起来

Research – discovery of new knowledge and scientific research

研究-新知识的发现和科学研究

Development – new product development for commercial gain

开发-为商业利益开发新产品

The Main Activities of R&D

The main activities of industrial R&D can include:

1. Discovering and developing new technologies

        发现和开发新技术

2. Improving understanding of the technology in existing products

        提高对现有产品技术的理解

3. Improving and strengthening understanding of technologies used in manufacturing

        改进和加强对制造技术的理解

4. Understanding research results from universities and other research institutions

        了解大学和其他研究机构的研究成果

The strategic role of R&D – strategic areas

R&D as having three distinct strategic areas which all need investment:

研发有三个不同的需要投资的战略领域：

1.R&D for existing businesses        现有业务的研发

        This will ensure that the business can compete and exploit all opportunities available to it.

        这将确保企业能够竞争和利用所有可用的机会

2.R&D for new businesses              新业务的研发

        Business opportunities will continually arise. R&D will ensure that these can be exploited

        商机会不断涌现。研发将确保这些可以被利用

3.R&D for exploratory research       用于探索性研究的研发

        This helps to develop understanding of technology that the business is using or may use

        这有助于理解业务正在使用或可能使用的技术

3.Screen opportunities       

        筛查机会

The purpose of screening

        1.To eliminate any opportunities that are unlikely to result in the creation of value

        消除任何不可能创造价值的机会

        2.To focus attention on the opportunities worthy of further investigation

        把注意力集中在值得进一步研究的机会上

        3.Not to pick the single best opportunity

        而不是选择一个最好的机会【这里机翻可能有点问题，我的理解是存在更多好机会，不要被其中一个拘泥】

There are two effective approaches to screen opportunities:

有两种有效的方法来筛选机会

1.Web-based surveys                        基于网络的调查

2.Workshops with multi-voting           在工作区内进行多重投票

【关于多重投票：多重投票法 - MBA智库百科 (mbalib)】

4.Develop promising opportunities        

        发展有前途的机会

        At this step the team should invest modest levels of resources in developing a few of the screened opportunities. More details should be sought for these opportunities.

在这一步骤中，小组应投入适当水平的资源来开发一些经过筛选的机会。应该为这些机会寻求更多的细节。

These can include:

1.customer interviews                                                        客户访问

2.testing of existing products                                             现有产品的测试

3.concept generation                                                         概念生成

4.quick prototypes                                                              快速原型

                概念参考（译）什么是快速原型？ - 简书 (jianshu)

5.estimates of market sizes and growth rates                    市场规模和增长率的估计

5.Select exceptional opportunities        

        选择优秀的机会

The aim is to select a few that warrant a significant investment in product development.

其目的是选择一些值得在产品开发上进行重大投资的产品。

‘Real-Win-Worth-it’

developed originally by 3M. It summarises 3 questions that the organisation should attempt to answer when looking for the exceptional opportunities.

最初被称为“3M”，它总结了组织在寻找特殊机会时应该尝试回答的3个问题

1.Is the opportunity real?                                        这个机会真的存在吗?

2.Can you win with this opportunity?                      你能赢得这次机会吗?

3.Is the opportunity worth it financially?                  这个机会在经济上值得吗？

6.Reflect on the result and process.        

        对结果和过程进行反思

The refection can be done by organisations asking themselves the following questions：

组织可以通过问自己以下问题来做出反应：

1.How many of the opportunities identified came from internal sources versus external sources? 

发现的机会中有多少来自内部资源，而不是外部资源?

2.Did we consider dozens or hundreds of opportunities?

我们考虑过几十个或几百个机会吗?

3.Was the innovation charter too narrowly focused?

创新章程是否过于狭隘?

4.Were our filtering criteria biased, or largely based on the best possible estimates of eventual product success?

我们的筛选标准是有偏差的，还是很大程度上基于对最终产品成功的最佳估计?

5.Are the resulting opportunities exciting to the team?

由此产生的机会让团队兴奋吗?

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