聯(lián)合利華創(chuàng)新管理 課件

InnovationProcessManagement(IPM)LouiseTravers1InnovationProcessManagementSothemainobjectivesofthis

trainingare...BriefhistoryandbackgroundofIPMLotusNotesExplainhowtouseIPMITTools(Inoplan)startingaprojectmanagingaprojectinInoplanviewingprojectsinInoplanPostLaunchEvaluationprocedureIPMsupport(network;Info&Feedback)ProjectManagement(JaneTurner)RiskManagement(MikeTrevethan,YalinXu)2SothemainobjectivesofthisTheUnileverIPM-TheGoal“Big,bold,consumer-relevantinnovations-rolledoutfast”3TheUnileverIPM-TheGoal“BiInnovationinUnileverHistoricallypoorlymanagedprocessnopriorityorfocusfragmentedunambitiousUnileverP&G4InnovationinUnileverHistoricUECcommittocommonUnileverIPMOnJuly31st1997theUEC'unanimouslyandenthusiastically'committedtoadoptingasinglecommonIPMacrossthewholeofUnilever.Thiswillbecomeanormalwayofworkingforallofus.It'sessentialcomponentsareallUnileverCompanieswillestablishandgatekeepafunnelfunnelscontaininnovationprojectsofallkindsthefunnelscontainthesumofallUnileverinnovativeandbrandlaunch/relaunchactivitythefunnelsandthe8QActivityPlansareelectronicallylinkedasaresultauthorisedviewerscanaccessexcellentinformationoninnovationprojectsofrelevancetothemtransparent,globalprojectinformationwillflow.5UECcommittocommonOnJuly3Inoplan:CurrentStatistics176CompaniesusingInoplan7558projectsintheInoplansystemincluding

2213alreadybroughttomarketplusaround2390ideasinInnopad1450Brands-currently6Inoplan:CurrentStatistics6Abitofhistory-

Whathashappened/willhappen

Business IT1997 Definitionof DevelopmentofDevelopment theIPMprocess theITtool1998 Training& EnablingITImplementation Projectscoding infrastructure1999 Digestionof Wider&moreInstitutionalisation discipline/embedding sophisticatedIT culture toolsMaximisationofBenefits(nowonwards)7Abitofhistory-

Whathasha1. Thereareregular-preferablymonthly-GateMeetingsatwhichall strategicdecisionsoncompanyprojectsaremade.2. TheGateMeetingischairedbytheChairman/MD(orbyexceptionother BoardDirector)andallrelevantBoardDirectors/functionalheadsarein attendance.3. Thereisaformalprocessformonitoringrisk.4. Originalinnovationprojectswhichinvolvesubstantivecapitaland/or marketplaceinvestmentsmustbringSimulatedTestMarketevidenceto LaunchGate.5. INOPLANtobeinstalledinallUnileverCompanies.6. AllprojectstobeenteredintoINOPLANandmanagedviaINOPLAN.7.Newfor2000:InnovationRate-usingtheUnileverIPMdefinitionsisbeing applied&reportedquarterly(seetheUnileverIPM-InnovationRateManual)8. Newfor2000:ThekeylearningsfromALLprojects(whethersuccessfulor not)arebeingdocumentedandPLE(within12monthsoflaunchdate)are beingcompletedforallprojectsthataretakentomarket.TheIPMMandatories-forallOperatingCompanies81. Thereareregular-preferTheUnileverIPMAccreditationDependingontheimplementationstatus,eachcompanyfallsintooneofthefollowingstatus: (i)Accredited (ii)Gold (iii)GreyForfullerdefinitionsofeachrefertoIPMDocumentationunderInfo&FeedbackdatabaseIPMChampionresponsibilitytoapply-nominationforminI&FTogettheUnileverIPMaccreditation,notonlythesystemhastobeimplementedanduserstrained,butalsoIPMhastobeattheheartofthecompanyandbecomeanongoingprocessformanaginginnovation.ChinaBG UnileverTaiwan AccreditedUnileverChina(Foods) GoldUnileverChina(HPC) GoldUnileverChina(IceCream) GoldUnileverHongKong Gold9TheUnileverIPMAccreditationKEYSTATISTICS10KEYSTATISTICS10IPMGLOBALSUMMARY11IPMGLOBALSUMMARY11Inoplan&IPMITToolsetInnopad(HPCandFoods)chanceforfameandglory,yourwildideasfornewproductsTeamworkwheretherawdatagoesin(that’syou)projectmanagementPortfoliocollectionsofprojects(CategoryorBusinessGroupaggregation)LearningsArchivesandGeneralArchivesToolbox(HPConly)storehouseofBrandsuccess(technical,marketing,packaging,claims)12Inoplan&IPMITToolsetInnopaStructureofInoplan13StructureofInoplan13IPM:agameof2halvesManagingaProjectCreatingaProjectGatesDocumentsReportsManagingaportfolioofProjectsC/TmatrixFunnels8QAPResourcedemandNetworks14IPM:agameof2halvesManaginWhatisanInnovationProject?AnInnovationProjectisanyprojectinvolvingthelaunch,orothermaterialchangetoabrandinagivencountryand/ortheinnovativeendeavourleadinguptoit.ExamplesPond'sFoamingCleanserPersilTabletsDoveDeoCounterexamplesOn-goingcostsavingprogrammesPromotionalActivitiesAdministrativeProjects15WhatisanInnovationProjectBeforestartingaproject..BeforeStartinglookinToolbox(successfulprojects)lookinInnopad(electronicsuggestionbox)lookinInoplan(currentprojectsinfunnels)lookinGeneral/LearningsArchive(postmid-2000)forsimilarprojects16Beforestartingaproject..BefDEMO-Innopad17DEMO-17TostartinInoplanToStartaProjectauthorisedpersoncreatesandsuppliescertainproject‘codings’inideasphaseprojectleader/deputyprojectleaderteambuildsdraftcharterteamleader‘proposes’chartertogatekeeperrolloutorFastTrackprojectcanbecreatedfurtherdownfunnel18TostartinInoplanToStartaCodingaprojectintoaTeamwork..DefinitionsoffieldswithinProjectParameters19CodingaprojectintoaTeamwoTheUnileverIPM-definitions1'Original'ProjectbrandinnovationbeingundertakenforthefirsttimeinUnilever'RollOut'ProjectaprojectinvolvingthelaunchofeitheranewbrandmixorproducthasbeenlaunchedorisalreadyintheprocessofbeingdevelopedbyanotherUnilevercompany20TheUnileverIPM-definitionsTheUnileverIPM-definitions2Aninnovationprojectisanyprojectinvolvingthelaunch,orothermaterialchangetoabrandinagivencountryand/ortheinnovationendeavourleadinguptoitincludingLaunch-anewbrandnamefortheconsumerinacountry

Relaunch-amaterialchangetoanexistingbrandmix

Newvariant-samebrand,sameproductformbutanewitemintherange.Lineextension-takesthebrandintoanewcategoryorsub-category

Newproductformat-samesub-categoryinanewandmateriallydifferentformat

Nochangeproject-nomaterialchangetothebrandmixisintendedBrandmigration-aprojecttomergepartorallofthemixofonebrandwiththatofoneormoreotherbrands21TheUnileverIPM-definitionsManagingaprojectinInoplan-1AProjectLeaderneedstobecorrectlydefinedinaXessorinordertogaineditaccessrightsinTeamworkie,beforetheycancreateaproject.AprojectiscreatedbyanauthorisedProjectLeader‘coding’ittotheProjectParametersareaoftheTeamworkdatabase...ProjectLeaderisresponsibleforaddingTeamMembers/GuestMembers...IncomestheneedforPicklists-ProjectParametersarefedbythePicklistswhicharemaintainedbyIPMOperationsCentre.22ManagingaprojectinInoplanPickListManagerTherearePicklistsfor:Category/Sub-CategoryCompanyBrandBusinessGroup/CategoryCurrencyGatekeeperPicklistsfeedTeamwork,aXessor,Innopadsoitisimperativetheyarekeptuptodate.23PickListManagerTherearePickManagingProjectsinInoplan-2ProjectLeaderResponsibilitiesOnceaprojecthasbeencodedintheProjectLeaderisresponsiblefor:leadingtheprojectandtheprojectteamproposingtheGatedocumentateachgateandmovingtheprojectthroughthefunnelamendingtheparameters(e.g.launchdate)asandwhennecessary.Gatedocumentsarecumulative.Forinstancean‘a(chǎn)pproved’Charterbecomesa‘draft’Contracttowhichfurtherinformationcanbesubsequentlyadded.IftheProjectchangesnaturesoradicallytorequireafundamentalrewrite,thenthissuggeststhattheprojectbeclosedandanewprojectbegun.

24ManagingProjectsinInoplan-GatekeeperResponsibilitiesHaveaninputtothestrategyControlresourcesfortheprojectsHaveresponsibilitiesforcommunicatingprojectrequirementsHavetherightinformation/experiencetomakedecisionsThreefundamentaldecisions:KilltheprojectAskformoreinformation/clarificationApprovethemovetothenextphase

Onceapprovedtheprojectwillmoveintothenextstageofthefunnel(draftstatus).ManagingProjectsinInoplan-325GatekeeperResponsibilitiesManFunnelStagesTheoriginatorprovidessomeconsumerevidenceofmeritandbusinessrelevanceTheconsumerinteresttechnicalandcommercialrobustnessarechecked.,Thebrandmixwillbedeveloped&sourcingarrangements

finalisedFinetuneallmixelements,pipelinefilling&supportplanEvaluatemarketperformanceconsumerreactions..ProjectgoesintoToolbox26FunnelStagesTheoriginatorprFunnelPhasesandGatesFeasibilityCapabilityIdeasContractgateChartergateLaunchgateLaunchpreparationRolloutgatePostLaunchevaluation

LaunchRolloutContenderCharter:DraftProposedApprovedContract:DraftProposedApprovedLaunch:DraftProposedApprovedRollout:DraftRollout:DraftProposedRollout:Approved27FunnelPhasesandGatesFeasibDEMO-CreatingaprojectinTeamwork28DEMO-28INOPLANisasetofFOURdatabaseswhichareprovidedtosupportthemanagementofbrandinnovationinUnileverItisdesignedtohelpYOUtodoyourjob-reflectingwhatyoudoandhowyouactuallydoit!SavestimeandmoneybyreducingtheneedforphysicalmeetingsEasycommunicationbetweenaGatekeeperandprojectleadersTransparentOnlydoitonceEmailfacilityGateDocumentsarecumulativeEnablecross-functionalteamsBenefitsofworkinginTeamwork29INOPLANisasetofFOURdatabProjectLeaderseditingandupdatingteamdocuments,projectparametersandgatedocumentsforpresentationtogatekeepersTeamMemberskeepingdocumentationuptodateQualityin-Qualityout!Itisdowntoyou!Majorboardleveldecisionswillbemadeonthebasisofthisinformation!Inoplan:Whoneedstoinput?30ProjectLeadersInoplan:WhoneChecklistforProjectLeaders...31ChecklistforProjectLeaders.ProjectNamemustbeuniqueIndicatewhetherOriginalorRollout,ifrolloutthencreateprojectusingtheoriginalnameandaddcountryabbreviationtoindicaterolloutPositioningshouldbeasperglobalrecognizedlistingLaunchdatestatusmustbeupdatedastheprojectprogressesdownthefunnel.CompanypriorityisaninternalindicatorBusinessimpactisaglobalindicatorfortheprojectDefinitionofConsumeValuePerceptionandEnablingTechnologymustconformtotheUnileverdefinitionaspertheUnileverIPMTeamMemberManualICResourceAllocatedFrommustbeagreedwiththerelevantpartiesbeforeitisindicatedinheproject;andURLResourcesAllocatedmustbepartofCategoryResearchProgramme.TargetLaunchDatemustberelevantthroughthelifeoftheprojectFinancialfiguresmustbeinputtedinthedenominationsindicated.TeammembersandGuestmembersmustbeselectedfromtheUnileverNameandAddressbookandnottypedinasfreetext.RISKSCANNING(InitialandRiskQuickScanifneeded).PostLaunchEvaluationafter9-12monthsofthelaunch.ChecklistforProjectInput32ProjectNamemustbeuniqueChe-TryingoutTeamworkyourselfIPM-Live33IPM-Live33PostLaunchEvaluation34PostLaunchEvaluation34FunnelStages-Recap.TheoriginatorprovidessomeconsumerevidenceofmeritandbusinessrelevanceTheconsumerinteresttechnicalandcommercialrobustnessarechecked.,Thebrandmixwillbedeveloped&sourcingarrangements

finalisedFinetuneallmixelements,pipelinefilling&supportplanEvaluatemarketperformanceconsumerreactions..ProjectgoesintoToolbox35FunnelStages-Recap.TheorigPostLaunchEvaluationDonotproposetheprojectbeforeatleastLEARNINGShavebeentypedin.36PostLaunchEvaluationDonotp1. Thefollowingtwonewsectionstothegatedocumenthavebeenadded:

Section13:“TeamLearnings”tocaptureafewshortlearningsonallcompletedprojects:whethertheymakeitasfaraslaunchornot.Section14:“SummaryofPostLaunchEvaluation”fortheheadlinesontheperformanceofthelaunchedprojectinitslocalmarket.Thissectionistobecompletedwithin12monthsoflaunchandisapplicablebothforprojectsrecommendedasRolloutContenders,andforprojectsthathavebeenlesssuccessful(inordertocapturelearningsforthefuture).2. AseparatePostLaunchEvaluationForminTeamDocumentshasbeenaddedforamoreextensivedescriptionofthesame.3. Asecondarchivefacilitycalledthe“LearningsArchive”hasbeenadded.TherewillbeonearchiveforeachCategoryandonearchiveforeachBusinessGroup.ThesesummariesrequirenohumaninterventionandwillbeelectronicallyaggregatedfromtheProjectdocumentationtogivethekeyProjectdescriptionandlearnings.SharingtheKeyLearningsfromallprojects371. ThefollowingtwonewsectiProjectsuccessfullypassestheLaunchGate(9-12monthsfromthelaunch):a)OriginalProjectsthatareverysuccessfulareproposedtoROLLOUTCONTENDERS.tobedone:-fillingPostLaunchEvaluationForm-offerLearningsinGateDocuments-brieflysummarisethePostLaunchEvaluationinGateDocuments.B)OriginalProjectsthatarelesssuccessful,arenotproposedasrolloutcontenders.tobedone:-fillingPostLaunchEvaluationForm-offerLearningsinGateDocuments-ARCHIVINGC)RolloutProjects,regardlessoftheirsuccess:-fillingPostLaunchEvaluationForm-offerLearningsinGateDocuments-ARCHIVINGFordetailspleasereferto:TheUnileverIPMProjectCompletionDiscipline&SharingtheLearnings.PostLaunchEvaluation38Fordetailspleasereferto:PLearningsshouldbeaddedtoaprojectassoonastheprojectisterminated(whethersuccessfulornot),beforetheteamdisbands.Projectsthathavebeenarchivedwithlearnings:asummaryoftheprojectparameterswiththelearningsandthePostLaunchEvaluationform(iftheprojectlaunched)willgototheLearningsArchive.LearningsarchivesarearrangedbyBusinessGroupandbyCategory(liketheportfolio)eg.ChinaLearningsandDeodorantsLearnings.Projectswithoutlearnings(jectscreatedinerror)andafullcopyoftheprojectsthathavebeenarchivedwithlearningswillbesenttotheGeneralArchive(arrangedinthesamewayasTeamwork)egChina/Deo.Fordetailspleasereferto:TheUnileverIPMProjectCompletionDiscipline&SharingtheLearnings.Learnings&GeneralArchives39Fordetailspleasereferto:LInnovationProcessManagementIPMIdeaGenerationCreativityConsumerCreativity

Inopad Toolbox

ProjectPlanningProjectFacilitation

MicrosoftProjectDraftProjectCharter

InoplanTeamworkDefineBusinessStrategy(HAX)ProjectCompletion

StopProject Launch ProposeRoll-Out

Inoplan Toolbox LearningsArchiveManagePortfolioofProjects

InoplanPortfolioGraphics (CTM,8QActivityPlan, Funnel,Resource) Keygo/nogodecisions GatekeepingIdentifyGapsinCurrentPortfolio(CTM,8QActivityPlan,Funnel)ImplementandManageProject

InoplanTeamwork RiskManagementITTools40InnovationProcessManagementIAccessManagement41AccessManagement41TeamworkAccess-AnyoneUnileveremployeecanaccessaTeamworkBUTonlyseetheprojectstheyareworkingon.ThereisonedatabaseforeachBusinessGroup/Categorycombination(e.g.CAME/Laundry).Thisiswhereprojectsarecreatedandmanagedbyprojectteams.Therearethreeseparateaccesslevelswithinthisdatabase

ProjectLeader-theusercancreateprojectsandpublishdocumentsintothePortfoliodatabase,

TeamMember-theusercanreadandcreatedocumentsforaproject

GuestMember-theusercanreaddocumentsforaprojectIPMAccess-StandardAccess42IPMAccess-StandardAccess42IPMAccess-StandardAccess.PortfolioAccess-ByCategory(globalportfolio)-ByBusinessGroup:3levels: -entireBGPortfolio -categorywithinaBG -companywithintheBG43IPMAccess-StandardAccess.IPMAccess-StandardAccessToolboxTherewillbeonedatabaseforeachofthe17categories(currentlyonlyavailableforHPCandIceCreamcategories)withtwoaccesslevels:

basicaccess-basicproductdescription

fullaccess-fullmixdetails44IPMAccess-StandardAccessToIPMAccess-StandardAccessInnopadThereisonedatabaseeachforHPCandFoods.Therearetwoaccesslevelsforthisdatabase:

user-usercancreatenewideasandviewpublishedideas

publisher-usercanpublishideas,fromtheircompany,totheUnileverworld.45IPMAccess-StandardAccessInTheAccessGuidePleaseseetheInoplanAccessandSecurityGuideformoredetails(availableinI&F,IPMDocuments)46TheAccessGuidePleaseseetheIPMAccess-

OutofStandardAccessOut-of-StandardREQUEST...

InadditiontotheirStandardAccessRights,usersmayalsorequestadditionalOutofStandardAccess(i.e.accessprivilegeswhichfalloutsidetheabovepolicy)tootherPortfoliodatabasesand/oraccesslevels.TheserequestsaremadebytheCompanyIPMChampiontotherelevantAccessOwner(s).WhenapprovedbytheAccessOwner,theseareknownasOutofStandardAccessRights.47IPMAccess-Out-of-StandardRIPM:agameof2halvesManagingaProjectCreatingaProjectGatesDocumentsReportsManagingaportfolioofProjectsC/TmatrixFunnels8QAPResourcedemandNetworks48IPM:agameof2halvesManaginSeniorManagementtool-enablesinstantviewingofacategory/company/regionsinnovationportfolio-Unileverisforthefirsttimetransparent!-Strategicplanning-Go/nogodecisions-Resourceallocation-Trackingofprogresstowardsstrategicgoals-SharingrealtimeknowledgeInoplanPortfolio:Whoisitfor?49SeniorManagementtoolInoplanDemo-Portfolio50Demo-50-FOURMAINTOOLS:-theFunnel-ConsumerTechnologyMatrix(CTM)-eight-quarteractivityplan(8QAP)-resourceallocationInoplanPortfolioGraphics:51InoplanPortfolioGraphics:5KeyUnileverInnovationProcessSupportToolsAnIntegratedSetofToolsResourceDemandChart1/954/957/9510/951/964/9601,0002,0003,0004,0005,000FTE(hourspermonth)DevelopmentMarketingResearchSupplyChainCapacityNewCoreProductNewBenefitImprovementVariantNoChangeRadicalNextGenerationIncrementalBaseConsumerValuePerceptionEnablingTechnologyLowMediumHighBubblesizeindicatesResourceUtilisationIndiicatesURLSupportIndicatesnoURLSupportLocalCompanyProjectBreakthroughPlatformDerivativeBrandSupportTheConsumer/TechnologyMatrixThe8QuarterActivityPlan(8QAP)DoingtherightthingsTheInnovationFunnelInitialmarketingandtechnicalconceptsIdeaGenerationCharterContractLaunchProposalGatekeeperGatekeeperGatekeeperFeasibilityConceptrefinementandprototypecreationProductoptimisationCommercialisationProduction&DistributionCapabilityLaunchPreparationOnepagedescriptionofproposedprojectincludingobjective,rationaleanddevelopmentroutes.EarlyCommercialAssessment.Cross-functionaldevelopmentplanincludingprojectplanascontractbetweenteam&GatekeeperLaunchPlanincludingFinalCEPapproval.KEY=GATE=DOCUMENTLAUNCHGatekeeperRolloutGatePostLaunchEvaluationReviewperformanceTracksuccessof&keylearningsfromfirstmarketlaunchRolloutMarketextensionDoingthingsrightCanwedoitall?DoingthingsattherighttimeQ1/Y1Q2/Y1Q3/Y1Q4/Y1Q1/Y2Q2/Y2Q3/Y2Q4/Y2

ria52KeyUnileverInnovationProcesFunnel-doingthingsright.IdeasFeasibilityCapabilityLaunchPreparationRoll-outProject1Project2LAUNCHPost-LaunchEvaluationCharterGateContractGateLaunchGateRolloutGate53Funnel-doingthingsright.IdThesevendifferentwaysinwhichaProjectmaybecompletedandthenarchivedLaunchGateSuccessofanOriginalProjectSuccessofaRolloutProjectFailureWithin12monthsEvaluateRolloutContenderGateProposeApprovedApprovedApprovedIdeasPhaseFeasibilityPhaseCapabilityPhaseLaunchPrepPhasePostLaunchEvaluationPhaseRolloutPhaseE:MailalerttoToolboxOwnersApprovedLearningsArchiveLaunchContractGateCharterGateGeneralArchiveAfter2yearsautomaticallyarchivedRejectedRejectedRejectedRejectedDocument&Archive54ThesevendifferentwaysinwhWhyFunnels?Formalisedprojectmanagementprocessallowsprojectstobedefined,trackedandrevieweddiscipline!!

Mutated/evolvedtoUnileverneeds

Involvesseniormanagementatanearlystage55WhyFunnels?FormalisedprojecStartwithmore,endwithlessInnovationisadifficultroadIdeasFeasibilityCapabilityRoll-outLAUNCHLaunchPreparation20%40%70%95%Probabilityofsuccess56Startwithmore,endwithlessIdeasphaseandChartersDraftcharterRefineconceptfrominitialconsumerevidenceAssessstrategicfitAssessfitwithbrandarchitectureAssessbusinessopportunityCommunicateideaExplorepossibletechnologyroutesDrawupresourceplanforFeasibilityFinalisetheCharterIdeahasconsumermeritIdeaisrelevanttobusinessstrategyThereissomeindicationofhowitmightbedoneThereareresourcestoexploreit’sfeasibilityTasksCriteriatopassGate57IdeasphaseandChartersDraftFeasibilityphaseandContractsRefineandtestconceptsConfirmbranding(ifapplicable)DemonstratepracticabletechnologyCreateandrefineprototypesBeginproduct/processdevelopmentBeginpackagingdevelopmentanddesignBeginadvertisingdevelopmentInitialdevelopmentofproductmixforquantitativetestAssessmanufacturing,supplychainandcapitalissuesDrawupresourceplanfortheCapabilityPreparetheContractGatekeeperisconfidentthattheproposedinnovationisworthwhileItcanberealisedtoadegreeofconfidencethatjustifiestheallocationofmaterialcompanyresourcesand/orcapitalinordertobringittomarketTasksCriteriatopassGate58FeasibilityphaseandContractCapabilityphaseandLaunchProposalCompleteproduct,processandpackagingdevelopmentincludingProventechnologyroutePatentprotectionClaimsubstantiationRefineallkeymixelementsandtestfinalmixRefinecommercialassessmentInstallproductioncapabilityEvaluatefinalmixtestresultsandbuilddemandforecastPlanlaunchsupportmaterialPrepareLaunchProposalThebrandmixiscompleteinallessentials,itisrobustandisreadyforlaunch.TasksCriteriatopassGate59CapabilityphaseandLaunchPrLaunch/Post-LaunchEvaluationandRoll-outFinetunetheadvertisingmixFinetuneproductionanddocumentfinalspecificationsProducelaunchstockImplementlaunchsupportplan

Reviewbusinessperformanceinlaunchmarket(s)AssesskeylearningandfindingsoftheprojectteamPrepareRollOutproposalProjectteamdisbandsThereissufficientlyrobustevidenceofsuccessinthemarketplacetodeclaretheprojectacontenderforRollOutTasksCriteriatopassGatePre-launchLAUNCH!!Post-launch60Launch/Post-LaunchEvaluationC/TMatrixTheCTMisusedto:DescribethestrategicsignificanceofindividucalprojectsProvidesaperspectiveviewonentireinnovationportfolioThecharacteristicdimensionsforprojectpositioningare:EnablingTechnologoyConsumerValuePerception61C/TMatrixTheCTMisusedto:6ConsumerTechnologymatrix-doingtherightthingsConsumerValuePerceptionEnablingTechnologyBaseIncrementalRadicalNext

generationNewCoreProductNewBenefitImprovementVariantNoChangeResource:HighMediumLowBrandsupportDerivativePlatformBreakthrough62ConsumerTechnologymatrix-dC/Tmatrix-technologyRadicalfirstimplementationoftechnologythatsetsanewcategoryperformancebenchmarkNextGenerationSignificantinnovationleadingtomajorenhancementinproductperformanceandclaimstrengthIncrementalImprovementincurrenttechnologyBaseexploitationoftechnologythatisfreelyavailable63C/Tmatrix-technologyRadicalC/Tmatrix-consumervalueNewcoreproductnewproductformthatstimulatesconsumerusageandexpands/createsanewcategoryNewBenefitSignificantqualitativechangethatdeliversnewbenefitswithscopeforanewbrandorrepositioningImprovementIncrementalproductthatyieldsconsumerdiscernibleproductenhancementrelativetoexistingVariantParitywithcompetingproductsbutnewfeaturesNochangenoperceivablechangetoproducts64C/Tmatrix-consumervalueNewC/Tmatrix-projecttypesBreakthroughfirsttomarket,newcoreproductsustainabledominancehighriskPlatformsuperiorproducts,increasedsharesustainablesegmentationmediumriskDerivativeextensiontoexistingproductsdistinctiveclaimslowriskBrandsupportminimalchangestomaintainimageperhapscatch-upwithcompetitorstinyrisk65C/Tmatrix-projecttypesBreaC/Tmatrix-strategicstuffConsumerValuePerceptionHighcompetitivestrengthHighriskTechnicalbenefitsnotcommunicatedEnablingTechnologyValuebasedonbrandVulnerabletoimitationLowriskDefensiveMaintainshareBalancedtechnologyandBrandstrength66C/Tmatrix-strategicstuffCoC/Tmatrix-simpleConsumerValuePerceptionEnablingTechnologyBaseIncrementalRadicalNext

generationNewCoreProductNewBenefitImprovementVariantNoChangeBrandsupportDerivativePlatformBreakthroughMarketGrowthShareGrowthProfit67C/Tmatrix-simpleConsumerVa8QAPHouseholdCarePortfolioBrand=CifBusinessGroup=LANote:Only4quartersshownforclarity688QAPHouseholdCarePortfolioNoDemo-PortfolioGraphics69Demo-69Demo-InoplanInfo&Feedback70Demo-70TOOLBOXTheconceptofToolboxiseasyaccesstofactualmarketing,technical,andcommercialinformationonproductsthathavebeensuccessfulinatleastonecountryandarerecommendedbytheCategorySVPforconsiderationelsewhere.ToolboxisorganisedbyCategoryandwithinHPCthereisaToolboxforDeo,Hair,Household,Laundry,OralandSkin&PW.71TOOLBOXTheconceptofToolbox

HowtolocateandaddthesedatabasestoyourWorkspaceinLotusNotes