new product development tm nyu-scps x50.9252 sec. 1 final presentation 11/04/07 showpopr, pop it,...
TRANSCRIPT
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New Product Development
TMNYU-SCPS x50.9252 Sec. 1Final Presentation11/04/07SHOWPOPR, POP IT, Showpopr graphics, logos, designs, and page headers are trademarks of Showpopr, Inc.
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Introduction
• New Website and Network
• Extend the Concert Experience Beyond the Show
• Connect Fans With Artists and Discover More
• Self Expression, Community, Individuality
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Background
• Incorporated 2007
• Privately Held (Seed Stage)
• Based in NYC
• Launched BamboozleTV January 2007 (partner)
• Phase 1 “Showpopr.com” under development
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Our Goals (12 month)
Establish a strong, growing membership5,000 registered by May 2008
100,000 registered by January 2009
RevenueAdvertising/Sponsorship $750/day by January 2009
Services $10,000/month by January 2009
Secure financing within 12 months time
Grow from 1 to 5+ full time staff
12 Software Development Releases in 2008
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The Challenge:
• Limited resources (human and $$$)
• Very fluid marketplace
• Tons of ideas (apps, features, functions, revenue)
Use the Stage-Gate process to prioritize and turn ideas
into manageable Products
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1
2
5
3
4 Development
Scoping
Build Business Case
Discovery
Testing & Validation
Launch
Review
Gate 1
Gate 4
Gate 2
Gate 3
Gate 5
Stage-Gate Processfor New Product Development
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STAGES
GATES
Parallel activities performed by various functional silosGather information for next decision point, or “Gate”
A “Gate” is go/stop decision point, Consists on three components…
1. Deliverables: results from previous Stage
2. Criteria: against which the project is judged parameters project must meet to go forward
3. Output: decision to go/stop/hold plan for next stage list of deliverables for next gate
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Who are the evaluators?
Showpopr Board of Advisors
Four to Six membersRepresent functional areasMeet once a quarterDefine and evaluate criteriaAssist in stage/gate process
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Stage1 DISCOVERY
Gather IdeasIdea BankUser FeedbackTechnology PartnersContent PartnersCommunityCompetitors
Solve problemsGenerate RevenueMeet a Market Demand
Discover / Uncover OpportunitiesGenerate Ideas
Examples…
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IDEAS
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Gate 1
Deliverables: Ideas from Idea Bank
Output: All Ideas checked “Yes”, even the flagged onesIdeas are now called “Projects”
The Idea Screen
Criteria: Strategic Alignment ?Project Feasibility?Market Opportunity and Attractiveness?Showpopr resources expertise?Major Risks or Complicated? (flag if yes)
Use ChecklistThis is a broad and gentle screen
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SCOPING
Activities: Preliminary Market Assessment
Internet Landscape SurveySurvey CompetitorsTalk To Key UsersTalk To Key Partners
Activities: Preliminary Technical Assessment
Talk To Technology Partners about cost and feasibilityRisky and Complicated (flagged projects)
Stage2
Preliminary investigation of each project from Gate 1
Output:
Market size, potential, acceptance, broad product definition
Output:
Technical Feasibility, Rough Dev time and Cost, Dev and Legal Risk
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Gate 2
Deliverables: One Sheet Assessments from Scoping (Stage 2)
Output: Projects checked “Yes” AND highest scoring
Second ScreenDoes evidence suggest product can win in the marketplace?
Criteria: Checklist from Gate 1 (repeat)
Use ChecklistUse Scoring ModelMore Rigorous Screen
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Stage3 BUILD BUSINESS CASE
Output: Business CaseProduct DefinitionFunctional SpecificationProject JustificationProject Plan
Activities: Competitive AnalysisMarket AnalysisTechnical AssessmentOps AssessmentFinancial AnalysisProduct DefinitionLegal/Risk AssessmentConcept Testing
Critical Homework Stage
Conducted by project leader with input from functional resourcesTimeline: Two weeks
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Gate 3
Deliverables: Business Case for Project
Output: Projects checked “Yes” AND highest scoring
Criteria: Checklist from Gate 2 (repeat)
Prioritization Criteria (scored)Strategic: project aligns with strategyProduct Advantage: unique benefits to userMarket Attractiveness: size, growth, competitionSynergies: core competenciesTechnical: complexity, uncertainty, gapRisk/Reward: profitability, ROI, payback, certainty,
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Stage4 DEVELOPMENT
Activities:Detailed Design and Development Begins
Agile DevelopmentRapid PrototypingAlpha BuildsIn-House Testing
Design Operations and Production Process
Develop Marketing Plan
Project Management: On Time, On Budget
Test and Validation Plan
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Gate 4
Deliverables: Functioning PrototypeMarketing PlanOps PlanTesting and Validation Plan
Output: Project checks “Yes” Go To Testing
Criteria: Checklist from Gate 3 (repeat)Prioritization Criteria from Gate 3 (review)
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Stage5 TESTING & VALIDATION
Activities:In-House Product TestingTrial in Production EnvironmentUser Acceptance Field TrialTest Market (geo, demographic)Revise Business Analysis (new revenue/cost data)
Output:Product Test ResultsMarketing Test ResultsBusiness Plan
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Gate 5
Deliverables: Product Test ResultsMarketing Test ResultsBusiness Plan
Output: Project checks “Yes” Go To Launch
Criteria: Checklist from Gate 4 (repeat)Prioritization Criteria from Gate 4 (review)
No Critical Errors?
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Stage6 LAUNCH
Activities:Implement Full Technology DeploymentImplement Full Marketing PlanImplement Full Ops Plan Develop Post Launch Review Process
Output:Post Launch Review Plan
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Stage7 POST LAUNCH REVIEW
Activities:Review Product PerformanceCompare to ProjectionsAssess Strengths and Weaknesses(What Was Learned, What Can Be Done Better?)
Output:Product Review Assessment
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SHOWPOPR, POP IT, Showpopr graphics, logos, designs, and page headers are trademarks of Showpopr, Inc.