技術(shù)創(chuàng)新與研發(fā)管理創(chuàng)新效率型企業(yè)質(zhì)量型企業(yè)靈活型企業(yè)創(chuàng)新型企業(yè)企業(yè)成長(zhǎng)未來(lái)企業(yè)須轉(zhuǎn)向創(chuàng)新型創(chuàng)新制勝！2全球最有吸引力的研發(fā)地區(qū)3外資企業(yè)已經(jīng)在中國(guó)建立了超過1000家研發(fā)中心！研發(fā)創(chuàng)新的收益4銷售額增長(zhǎng)新產(chǎn)品開發(fā)與改進(jìn)運(yùn)營(yíng)成本降低靈活性與相應(yīng)速度客戶增長(zhǎng)與粘性5微笑曲線5研發(fā)、咨詢生產(chǎn)制造售后服務(wù)效益21世紀(jì)創(chuàng)新經(jīng)濟(jì)20世紀(jì)90年代知識(shí)經(jīng)濟(jì)20世紀(jì)60～70年代工業(yè)經(jīng)濟(jì)資源消耗環(huán)境污染資源消耗環(huán)境污染產(chǎn)品的創(chuàng)新周期6時(shí)間

利潤(rùn)壟斷期模仿期擴(kuò)散期創(chuàng)新期淘汰期平均利潤(rùn)創(chuàng)新利潤(rùn)新產(chǎn)品的類型7新產(chǎn)品線全新產(chǎn)品現(xiàn)有產(chǎn)品的改進(jìn)對(duì)現(xiàn)有產(chǎn)品的拓展降低成本重新定位對(duì)市場(chǎng)的新穎程度對(duì)公司的新穎程度低低高高各種創(chuàng)新模式比重的提示8所有行業(yè)高科技行業(yè)不同程度的創(chuàng)新的比較9跨越鴻溝10鴻溝杰弗里·摩爾《跨越鴻溝》ProductInnovationMethodology常見的產(chǎn)品創(chuàng)新與開發(fā)管理體系：Stage-ReviewPACE(ProductAndCycle-timeExcellence)IPD(IntegratedProductDevelopment)NPD-BOK(NewProductDevelopmentBodyofKnowledge)11Stage-Gate?ModelSGS(Stage-GateSystem)，由RobertG.Cooper于20世紀(jì)80年代創(chuàng)立一種新產(chǎn)品開發(fā)流程管理技術(shù)，并應(yīng)用于美國(guó)、歐洲、日本的企業(yè)指導(dǎo)新產(chǎn)品開發(fā)。被視為新產(chǎn)品發(fā)展過程中的一項(xiàng)基礎(chǔ)程序和產(chǎn)品創(chuàng)新的過程管理工具。12StageGateReviewOfProcess(n=3-7)StartStagecompletedMeetGateCriteria?GotoNextstageRevise&ExcutePlancanCriteriabemeet?ArchiveProjectYesYesNoNoStage-Gate?

CoreIdeology重視尋求突破性的新產(chǎn)品構(gòu)思和產(chǎn)品概念非常關(guān)注有效的入口決策和組合化管理同時(shí)強(qiáng)調(diào)投放市場(chǎng)前的營(yíng)銷工作建議企業(yè)制定產(chǎn)品創(chuàng)新戰(zhàn)略13PACE141986年P(guān)RTM（PittiglioRabinTodd＆McGrath）提出了PACE（ProductAndCycle-timeExcellence）這一概念，現(xiàn)在在許多方面，PACE己經(jīng)成為產(chǎn)品開發(fā)的事實(shí)上的標(biāo)準(zhǔn)的過程參考模式。它所提供的是一個(gè)通用框架、標(biāo)準(zhǔn)術(shù)語(yǔ)、適用于全行業(yè)的過程基準(zhǔn)、一個(gè)更新最佳實(shí)踐的方法、以及一個(gè)持續(xù)完善的過程。PACE的七大要素階段決策跨功能團(tuán)隊(duì)結(jié)構(gòu)化開發(fā)流程開發(fā)工具與技術(shù)產(chǎn)品戰(zhàn)略過程技術(shù)管理管道管理15NPD-BOKNPD-BOK是PDMA梳理的一套新產(chǎn)品開發(fā)知識(shí)體系。NewProductStrategyPortfolioManagementNewProductProcessToolsandMetricsMarketResearchTeams,People,andOrganizationalIssues16NPDFrameworkNPDStrategyMarketingResearchNewProductProcessLifecycleMgt.PortfolioMgt.Tools&MetricsPeople&TeamNPDStrategyMission，Vision，CorevaluesbusinessstrategyproductstrategyCoreStrategicVisionPlatformStrategyMarketStrategyTechnologyStrategyProductStrategyMilesandSnowTypesProspectors—Innovators,firsttomarketandtoadoptnewtechnologies.Analyzers—Fastfollowers,oftenbetterproductsDefenders—MaintainnicheinstablemarketReactors—RespondonlyunderduressCooper’sFiveStrategyScenariosDifferentiated–Technologicallysophisticated,highfitandfocus,strongmarketorientationLowBudget,Conservative-lowR&D,copycat,undifferentiatedproductsTechnologyPush-technicallysophisticated,lowinmarketorientation,fitfocus,orsynergyNotintheGame-Unsophisticated,low-tech,low-risk,copycat,simple/maturetechnologies.HighBudget,Divers-HeavyR&D,nodirection,synergy,fitorfocus-”bullinachinashop”TechnologyStrategySustainingvs.DisruptiveTechnologiesSustainingTechnologiesDiscontinuousorradicalorincrementalImprovetheperformanceofestablishedproducts,perhistoricvaluesofmainstreamcustomersDisruptivetechnologies(eg.Injet-printer)Near-termworseproductperformanceIntroduceadifferentvaluepropositionHavecertainfeaturesthatfringecustomersvalue-cheaper,simpler,smaller,moreconvenient,etc.PortfolioManagementtypesofprojectsintheportfolioBreakthrough-全新產(chǎn)品項(xiàng)目（可能引入新技術(shù)、新市場(chǎng)等）Derivative-派生項(xiàng)目Platform-平臺(tái)項(xiàng)目Support–支撐性項(xiàng)目（例如修改現(xiàn)有產(chǎn)品缺陷等）AllthemeaningfulparametersforobtainingbalanceinaportfolioRiskvs.rewardEasevs.attractivenessCostvs.benefitFinancialmethods:NetPresentValue(NPV)ReturnonInvestment(ROI)Economicvalueadded(EVA)Non-financialMethodsScoringModelsIndicatorsforProductinnovationNewtotheworldCustomeracceptanceMetprofitgoalsIRRorROICompetitiveadvantageNewtothecompanyMarketsharegoalsRevenuegoalsCustomersatisfactionMetprofitgoalsCompetitiveadvantageProductimprovementsCustomersatisfactionMarketshareorrevenueMetprofitgoalsCompetitiveadvantageLineextensionsMarketsharegoalsMetprofitgoalsCompetitiveadvantageRepositionings

CustomeracceptanceMetprofitgoalsCompetitiveadvantageCostreductionsRevenuegoalsMetmargingoalsMetperformancespecsMetqualityspecsMostusefulsuccessmeasuresbybusinessstrategyProspector%profitsfromproducts<NyearsoldDegreethattoday’sproductsleadtofutureopportunities%salesfromproducts<NyearsoldAnalyzerDegreethatnewproductsfitbusinessstrategyDevelopmentprogramROI%profitsfromproducts<NyearsoldSuccess/failurerateDefenderDevelopmentprogramROIDegreethatnewproductsfitbusinessstrategyReactorDevelopmentprogramROISuccess/failurerateDegreethatnewproductsfitbusinessstrategySubjective（