IDEATION TESTING
One of the most important aspects of product development in the soundness of the development of the concept.
Common methods for evaluating concepts include:
Perceptual Map:
Make a comparison between two attributes, such as price vs convenience. Assign a high and low level to each attribute, and determine the high or low level for each attribute for the given product.
Gap Analysis:
Look for gaps in products in the market place in respect to the product and to the important attributes of the product being considered.
Product Attractiveness:
Uses a score card to evaluate the potential)
FST 650
FOOD PRODUCT DEVELOPMENT
PRODUCT ATTRACTIVENESS SCORE
REWARD:
Score |
|||
| Points | 1 |
3 |
5 |
| How Much? | Minor contribution | Moderate | Very large for us |
| How Soon? | Five years | Three years | This year |
| How Long? | One year | Several years | Many years |
| Company Image | Could hurt us | Supportive | Make us look great |
Total = 20 points
TECHNICAL RISK:
Score |
||||
| Points | 1 |
4 |
7 |
10 |
| Complexity | Major invention required | Innovation intensive | Incremental improvements | Off the shelf technology |
| Capability | Not sure that anyone can do it | Must find or buy some skills | Skills can be developed by our staff | All skills in house |
| Ownership | Excluded by competitor’s patents | Wide open or public domain | We can get a license | We have the patent |
Total = 30 points
COMMERCIAL RISK
Score |
||||
| Points | 1 |
2 |
3 |
4 |
| Customer Need | No one wants it | Me too. Needs already satisfied | Need unmet, but not well recognized | Customers need it and know they need it |
| Marketing to current customers | All new customer base | Same market, but different customers | Mix of current and new customers | All present customers are potential buyers |
| Market trend | Declining | Unpredictable | Static, stable, predictable | Growing and expanding |
| Regulatory Issues | Unpredictable, large possible negative impact | Predictable, minor negative impact | No potential impact | Well defined, could improve our position |
| Competitors | One or two dominant players | Many aggressive players, none dominant | A few established, but passive players | Weakly contested market |
Total = 20 points
STRATEGIC FIT:
Points |
|||
1 |
3 |
5 |
|
| Importance to local strategy | Counter to strategy | Neutral or minor | Essential |
| Importance to global strategy | Counter to strategy | Neutral or minor | Essential |
| Platform for strategy | Stand alone product | Family of products | Whole new business |
| Cross business capability | Local business only | Several business areas | Useful to the entire organization |
| Customer/Partner relationships | May damage relationships | No impact | Will strengthen relationships |
| Impart of industry structure | Increases competition | None | Shifts balance in our favor |
Total = 30 points
Total Score possible = 100 points