The Bol t laser-based cat toy, the original product of the FroliCat brand.
1 Many of the ideas in this chapter were developed in collaboration with Christian Terwiesch, and are described in more detail in the book Innovation Tournaments (Terwiesch and Ulrich, 2009).
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34 Chapter 3
The pet products company Fro!iCat had introduced two successful laser-based cat toys, includin g the Bolt (Exhibit 3-1 ), a product that embodies a randomly moving laser beam to entertain cats. The company 's management team, hoping to build upon their initial s uccess, sought additional opportunities to develop new cat toys. They were particularly interested in opportunities to extend their brand to other types of motion-based cat toys. FroliCat was a small company, and so an investment in developing a new product repre sented substantial financial risk. As a result, the team hoped to identify opportunities that would be highly likely to result in profitable products.
FroliCat was based in Chicago, but because all of FroliCat's products were produced by factories in China, and because it wished to adopt a more g lobal market perspective, it engaged a Shanghai-based product development consulting firm , Asentio Design, to lead the opportunity identification effort.
This chapter provides a conceptual foundation for opportunity identification, a nd ar ticulates a si x-step process, which includes generating a large number of alternatives and filtering them to identify those that are exceptionally promising. We illustrate the oppor tunity identification process using the FroliCat example.
The Bol t laser-based cat toy, the original product of the FroliCat brand.1 Many of the ideas in this chapter were developed in collaboration with Christian Terwiesch, and are described in more detail in the book Innovation Tournaments (Terwiesch and Ulrich, 2009).33 34 Chapter 3The pet products company Fro!iCat had introduced two successful laser-based cat toys, includin g the Bolt (Exhibit 3-1 ), a product that embodies a randomly moving laser beam to entertain cats. The company 's management team, hoping to build upon their initial s uccess, sought additional opportunities to develop new cat toys. They were particularly interested in opportunities to extend their brand to other types of motion-based cat toys. FroliCat was a small company, and so an investment in developing a new product repre sented substantial financial risk. As a result, the team hoped to identify opportunities that would be highly likely to result in profitable products.FroliCat was based in Chicago, but because all of FroliCat's products were produced by factories in China, and because it wished to adopt a more g lobal market perspective, it engaged a Shanghai-based product development consulting firm , Asentio Design, to lead the opportunity identification effort.This chapter provides a conceptual foundation for opportunity identification, a nd ar ticulates a si x-step process, which includes generating a large number of alternatives and filtering them to identify those that are exceptionally promising. We illustrate the oppor tunity identification process using the FroliCat example.
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