技术创新与研发管理创新

技术创新与研发管理创新效率型企业质量型企业灵活型企业创新型企业企业成长未来企业须转向创新型创新制胜！2全球最有吸引力的研发地区3外资企业已经在中国建立了超过1000家研发中心！研发创新的收益4销售额增长新产品开发与改进运营成本降低灵活性与相应速度客户增长与粘性5微笑曲线5研发、咨询生产制造售后服务效益21世纪创新经济20世纪90年代知识经济20世纪60～70年代工业经济资源消耗环境污染资源消耗环境污染产品的创新周期6时间

利润垄断期模仿期扩散期创新期淘汰期平均利润创新利润新产品的类型7新产品线全新产品现有产品的改进对现有产品的拓展降低成本重新定位对市场的新颖程度对公司的新颖程度低低高高各种创新模式比重的提示8所有行业高科技行业不同程度的创新的比较9跨越鸿沟10鸿沟杰弗里·摩尔《跨越鸿沟》ProductInnovationMethodology常见的产品创新与开发管理体系：Stage-ReviewPACE(ProductAndCycle-timeExcellence)IPD(IntegratedProductDevelopment)NPD-BOK(NewProductDevelopmentBodyofKnowledge)11Stage-Gate™ModelSGS(Stage-GateSystem)，由RobertG.Cooper于20世纪80年代创立一种新产品开发流程管理技术，并应用于美国、欧洲、日本的企业指导新产品开发。被视为新产品发展过程中的一项基础程序和产品创新的过程管理工具。12StageGateReviewOfProcess(n=3-7)StartStagecompletedMeetGateCriteria?GotoNextstageRevise&ExcutePlancanCriteriabemeet?ArchiveProjectYesYesNoNoStage-Gate™

CoreIdeology重视寻求突破性的新产品构思和产品概念非常关注有效的入口决策和组合化管理同时强调投放市场前的营销工作建议企业制定产品创新战略13PACE141986年PRTM（PittiglioRabinTodd＆McGrath）提出了PACE（ProductAndCycle-timeExcellence）这一概念，现在在许多方面，PACE己经成为产品开发的事实上的标准的过程参考模式。它所提供的是一个通用框架、标准术语、适用于全行业的过程基准、一个更新最佳实践的方法、以及一个持续完善的过程。PACE的七大要素阶段决策跨功能团队结构化开发流程开发工具与技术产品战略过程技术管理管道管理15NPD-BOKNPD-BOK是PDMA梳理的一套新产品开发知识体系。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-全新产品项目（可能引入新技术、新市场等）Derivative-派生项目Platform-平台项目Support–支撑性项目（例如修改现有产品缺陷等）AllthemeaningfulparametersforobtainingbalanceinaportfolioRiskvs.rewardEasevs.attractivenessCostvs.benefitFinancialmethods:NetPresentValue(NPV)ReturnonInvestment(ROI)Economicvalueadded(EVA)Non-financialMethodsScoringModelsIndicatorsforProductinnovationNewtotheworldCustomeracceptanceMetprofitgoalsIRRorROICompetitiveadvantageNewtothecompanyMarketsharegoalsRevenuegoalsCustomersatisfactionMetprofitgoalsCompetitiveadvantageProductimprovementsCustomersatisfactionMarketshareorrevenueMetprofitgoalsCompetitiveadvantageLineextensionsMarketsharegoalsMetprofitgoalsCompetitiveadvantageRepositionings

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