新產(chǎn)品開發(fā)管理和企業(yè)

1、19-1新產(chǎn)品開發(fā)管理和新產(chǎn)品開發(fā)管理和企業(yè)家企業(yè)家19-2Innovation, Technological Change and Competition改革、技術(shù)上的變化和競爭Technology refers to the skills, knowledge, experience, body of scientific knowledge, tools, computers, machines used in the design and production of goods and services. 技術(shù)指的是用于設(shè)計、產(chǎn)品生產(chǎn)和服務(wù)的技巧、知識、經(jīng)驗和科學(xué)知識技術(shù)指的是用于設(shè)計

2、、產(chǎn)品生產(chǎn)和服務(wù)的技巧、知識、經(jīng)驗和科學(xué)知識載體、工具、計算機(jī)和機(jī)器載體、工具、計算機(jī)和機(jī)器Quantum technological change: fundamental shift in technology that results in innovation.技術(shù)變化量：導(dǎo)致創(chuàng)新的技術(shù)方面的根本變化技術(shù)變化量：導(dǎo)致創(chuàng)新的技術(shù)方面的根本變化uThe Internet and genetic engineering are examples. 舉例：互聯(lián)網(wǎng)和遺傳工程nIncremental technological change: refinements of current tech

3、nology over time. 增值的技術(shù)變化：當(dāng)前技術(shù)的多次精練uMost firms seek incremental product innovations which allows constant, but small, improvements. 許多公司尋求增值的產(chǎn)品創(chuàng)新，它允許長期不變，但有小的改進(jìn)19-3Effect of Technological Change技術(shù)變化的效果l Many products undergo constant change and improvement. 許多產(chǎn)品經(jīng)歷了不斷的變化和改進(jìn)許多產(chǎn)品經(jīng)歷了不斷的變化和改進(jìn)uElectronic

4、products provide a great example. 電器產(chǎn)品提供了很多的事例nThis change can be a threat to firms that are slow to improve but provides benefits to firms that adjust. 這個變化改進(jìn)慢可能對公司有威脅，但向公司提供它所調(diào)整的利益uTechnological change is both a threat and an opportunity. 技術(shù)變化既是威脅又是機(jī)會nSmith Corona typewriter company missed out on

5、word processing and is now out of business. Smith Corona打字機(jī)公司錯過了文字處理，現(xiàn)在被排除在業(yè)務(wù)之外nMicrosoft was quick to embrace graphic user interface programs and now is dominant in the software business. Microsoft迅速擁有圖表用戶界面程序，現(xiàn)在在軟件業(yè)務(wù)中占優(yōu)勢19-4Product Life Cycles產(chǎn)品生命周期nRefers to demand changes for a product over time

6、. 指的是長時期對產(chǎn)品變化的需求uEmbryonic stage: product is not widely accepted and has minimal demand. 開始階段：產(chǎn)品沒有受到廣泛接受，需求很小uGrowth stage: many consumers seek out the product and buy it for the first time. 成長階段：許多顧客挑選產(chǎn)品并第一次購買uMature stage: demand peaks since most buyers already have the product and only buy replac

7、ements. 成熟階段：需求的頂峰，因為大多數(shù)購買者已經(jīng)擁有產(chǎn)品只是購買補(bǔ)充uDecline stage: demand falls off perhaps since the product is obsolete. 衰退階段：也許由于產(chǎn)品陳舊需求下降19-5Product Life Cycles產(chǎn)品生命周期EmbryonicStage開始階段開始階段GrowthStage成長階段成長階段MatureStage成熟階段成熟階段DeclineStage衰退階段衰退階段Time時間Demand需求Figure 19.119-6Relationship Between Technological

8、 Change and Life Cycle Duration技術(shù)變化和生命周期持續(xù)的關(guān)系技術(shù)變化和生命周期持續(xù)的關(guān)系Length of Product Life Cycles產(chǎn)品生命周期長度產(chǎn)品生命周期長度Rate of Technological Change技術(shù)變化率技術(shù)變化率Figure 19.219-7Rate of Technological Change技術(shù)變化率nThe rate of change determines the length of the product life cycle demand curve. 變化率決定產(chǎn)品生命周期需求曲線長度uThe comput

9、er industry, life cycle is about 18 months; in the steel industry, it is many years. 計算機(jī)工業(yè)，生命周期是18個月；鋼鐵工業(yè)，它是許多年nFads and fashions also impact the life cycle duration. 時尚和時髦也影響生命周期持續(xù)時間uStyle changes alter the demand for goods. 風(fēng)格變化修改對產(chǎn)品的需求uUsually, goods subject to fads and fashion changes will exper

10、ience shorter life cycles. 通常，面向時尚和時髦的產(chǎn)品將經(jīng)歷短的周期nIn general, life cycles are getting shorter, forcing managers to be more responsive to customers. 總之，生命周期正在變短，迫使管理者對顧客更有回應(yīng)性19-8The Four Goals of New Product Development新產(chǎn)品開發(fā)的4個目標(biāo)Reduce Product Cycle Time減少產(chǎn)品周期時間減少產(chǎn)品周期時間Maximize Fit withCustomer needs適合

11、顧客需求最佳化適合顧客需求最佳化Maximize Manufacturability可制造性最佳化可制造性最佳化MaximizeProduct Quality產(chǎn)品質(zhì)量最佳化產(chǎn)品質(zhì)量最佳化Figure 19.319-9The Four Goals of New Product Development新產(chǎn)品開發(fā)的4個目標(biāo)1) Reduce Product Cycle Time: reduce time needed to develop a product from conception to market introduction. 減少產(chǎn)品周期時間：減少開發(fā)一個產(chǎn)品從概念到市場引進(jìn)所需的時間n

12、Early to market products can command premium prices and will have a longer life cycle. 產(chǎn)品面市早可以要求貼現(xiàn)價格會有一個較長的生命周期 nCan add new features before competitors 可以在競爭者前邊增加新特性2) Maximize fit with Customer Needs: most products fail because they were not designed to fit customer needs. 適合顧客需求最佳化：大多數(shù)的產(chǎn)品失敗是由于它們的

13、設(shè)計不適合顧客需求nEnsure customers want the product features before adding them to the product. 在把產(chǎn)品特性增加的產(chǎn)品之前保證顧客希望19-10The Four Goals of New Product Development新產(chǎn)品開發(fā)的4個目標(biāo)3) Maximize Product Quality: be sure new products are of superior quality. 產(chǎn)品質(zhì)量最佳化 ：保證新產(chǎn)品質(zhì)量高級nPoor quality in a new product can doom its

14、acceptance even if quality is fixed later on. 新產(chǎn)品質(zhì)量低劣會對它的被接受帶來厄運(yùn)，即使將來質(zhì)量得到修復(fù)nQuality problems usually result from rushing product to market. 質(zhì)量問題通常來源于將產(chǎn)品匆忙推向市場4) Maximize Manufacturability: the efficiency with which the product is built impacts its time to market. 可制造性最佳化：產(chǎn)品所擁有的影響面市時間的效率nEase of prod

15、uction can shorten development time. 生產(chǎn)容易會縮短開發(fā)時間nEfficient production can also avoid production problems and improve quality. 有效的生產(chǎn)也能避免生產(chǎn)問題和改進(jìn)質(zhì)量19-11Stage-Gate Development Funnel Principles階段門開發(fā)漏斗原則nPrinciple 1: Use a Stage-Gate Development Funnel; managers often try to fund too many projects at onc

16、e. 原則1：使用階段門開發(fā)漏斗，管理者通常想同時投資的計劃過多uStage 1 considers all new ideas. Those that are feasible and meet the strategic goals of the firm go through Gate 1. 第一步，考慮所有的新主意。讓那些可行的并符合公司戰(zhàn)略目標(biāo)的通過第一道門uStage 2 focuses on the product development plan and then evaluated at Gate 2. Only the best continue. 第二步，集中于產(chǎn)品開發(fā)計

17、劃然后在第二道門評估，只有最好的通過.uStage 3 issues a contract book and focuses on responsibilities, budgets, resources, etc. This is the symbolic launch of the formal development. 第三步，發(fā)布一本合同書集中于責(zé)任、預(yù)算、資源、等。這是一個正式開發(fā)的象征性概述19-12Stage-Gate Development Funnel階段門開發(fā)漏斗Ship運(yùn)送運(yùn)送Stage 3Stage 2Stage 1Ideas主意主意Gate 1Gate 2Figure

18、 19.419-13Cross Functional Teams Principles跨越職能團(tuán)隊原則nPrinciple 2: Cross functional teams seem to be a crucial part of effective product development. 原則2：跨越職能團(tuán)隊似乎是有效的產(chǎn)品開發(fā)的重要部分uCore members of the team are the 3 to 6 people primarily responsible for the development effort. 團(tuán)隊的主要人員為3到6人主要負(fù)責(zé)開發(fā)uMust ensur

19、e there is coordination and communications between team members. 必須保證團(tuán)隊成員之間的溝通與合作uOften are located physically together 通常有形地在一起uSuccessful teams will develop a clear sense of their objectives and share a common mission. 成功的團(tuán)隊將把他們的目標(biāo)發(fā)展成一個清晰的意識并分擔(dān)一個共同的任務(wù)19-14Members of a Cross-Functional New Product

20、Development Team跨越職能的新產(chǎn)品開發(fā)團(tuán)隊的成員Figure 19.519-15Concurrent Engineering Principles一致工程原則nPrinciple 3: Concurrent Engineering: Traditional approach follows a sequential flow between steps. 一致工程原則：傳統(tǒng)的方法遵循一個步驟間連續(xù)的流動uThis results in long development times and poor quality when managers do not communicate

21、between departments. 當(dāng)管理者不進(jìn)行部門溝通時，這種方法導(dǎo)致開發(fā)時間長和質(zhì)量低劣nDevelopment managers may design the product without talking with manufacturing, resulting in problems. 開發(fā)管理者不經(jīng)同制造部門交談而設(shè)計產(chǎn)品，導(dǎo)致問題uBy working concurrently, design and production issues are considered together. 在一起工作，設(shè)計和生產(chǎn)的內(nèi)容一起考慮uProduction concerns are

22、 addressed while the product is designed and can still be changed. 在進(jìn)行產(chǎn)品設(shè)計時引入生產(chǎn)上的考慮，產(chǎn)品可以改變19-16Sequential v. Parallel Development Processes連續(xù)過程與平行過程的比較Figure 19.6A Sequential Process一個連續(xù)的過程一個連續(xù)的過程A Partly Parallel Process一個部分平行的過程一個部分平行的過程19-17Bring in Customers & Suppliers帶來顧客和供應(yīng)商nA key reason the

23、products fail is that they do not meet the needs of the customers. 產(chǎn)品失敗的一個關(guān)鍵原因是它們不符合顧客需求nCustomer ideas and needs should be included in the design process. 顧客意見和需求應(yīng)該包括在設(shè)計過程中uSolicit customer input from many sources. 從許多源頭征求顧客投入nSuppliers are also critical to the success of a product. 對于一個成功的產(chǎn)品供應(yīng)商也是緊

24、要的uEmbrace them during concurrent engineering. 在一致的工程中擁有他們uSeek their ideas and input early in the process. 在過程中近早尋求他們的主意和輸入19-18Product Development Problems產(chǎn)品開發(fā)問題nSuccessful product development is a critical component of a successful firm. 成功的產(chǎn)品開發(fā)是一個成功的公司的關(guān)鍵成分uWhile most managers know this, it can

25、be difficult to actually carry out good development strategies. 當(dāng)然大多數(shù)管理者知道這個，真正執(zhí)行好的開發(fā)戰(zhàn)略會是難的uMany managers have difficulty in releasing control of their part of the process and allowing groups to take part. 許多管理者在免除整個過程中他們的控制部分而允許小組參加是困難的nConflict management skills can address this. 在此可以引入沖突管理技巧nProd

26、uct development often requires a break in the traditional organizational culture to be highly successful. 產(chǎn)品開發(fā)通常要求打破傳統(tǒng)的組織文化來獲得成功19-19Entrepreneurship企業(yè)家lEntrepreneurs are people that notice opportunities and take the initiative to mobilize resources to make new goods and services. 企業(yè)家是注意到機(jī)會并采取主動動員資源

27、來制造新產(chǎn)品和服務(wù)的人企業(yè)家是注意到機(jī)會并采取主動動員資源來制造新產(chǎn)品和服務(wù)的人nMany entrepreneurs work for themselves and start new firms. 許多創(chuàng)始人為他們自己工作，開創(chuàng)新公司nIntrapreneurs: work in large companies and contribute to innovation in the firm. 創(chuàng)始人 工作在大型公司在公司內(nèi)致力于創(chuàng)新uIntrapreneurs that become frustrated with the lack of opportunity at some larg

28、e firms often leave and form their own business called a new venture. 創(chuàng)始人在一些大企業(yè)中由于缺少機(jī)會而變的坎坷通常為他們自己的業(yè)務(wù)而離開公司叫做新冒險19-20Entrepreneurship and New Ventures企業(yè)家和新冒險nCharacteristics of entrepreneurs-most share these common traits: 企業(yè)家的特點(diǎn)：多數(shù)分享這些特質(zhì)：uOpen to experience: they are original thinkers and take risks

29、. 對經(jīng)驗開放：他們是最初的思想者并承擔(dān)風(fēng)險uInternal locus of control: they take responsibility for their own actions. 控制的內(nèi)部軌跡：他們對自己的行動負(fù)責(zé)uHigh self-esteem: they feel competent and capable. 高度自我尊重：他們感覺勝任有能力uHigh need for achievement: they set high goals and enjoy working toward them. 成功的高度需求：他們設(shè)定高等目標(biāo)并享受為之工作的樂趣19-21Entrep

30、reneurship and Management企業(yè)家和管理nTo become involved in an entrepreneurial firm:n參與一個創(chuàng)始人公司uStart your own business as an entrepreneur. 作為一個創(chuàng)始人開始你自己的業(yè)務(wù)uWork for a growing entrepreneur in their firm. 在他們的公司內(nèi)為成長的創(chuàng)始人工作nMany entrepreneurs enjoy starting a business, but not running it. 許多創(chuàng)始人樂于開始業(yè)務(wù)，而不是運(yùn)作它nDevelop a plan for the n