三位一體談成功的產品規劃 A case journal of a new

三位一體：談成功的產品規劃 A case journal of a new product from birth to success Eva Chen　陳怡樺趨勢科技集團科技長 2003. 4. 1

三位一體的產品規劃公司策略方向與特長顧客需求 Connect them 新技術

軟體產品的生長日記 • • • Product strategy forming Product planning and design Product development Product launching Product renew, upgrade, or end of life 程序，組織，例子

Part 1: Product strategy Forming

Strategic Planning Process Company Strategy Product Strategy Yearly Objectives Product Roadmap Tech Dev Strategy Channel Strategy Partnering Strategy Marketing Plan Marketing Strategy 24 Months 18 Months 6 -12 Months

Factor Influence Software Business Model Users Economics What’s not free? Changing distribution model Micro segmentation of market Highly Dynamic Business behavior Software Business Personalization Operating company different from the User company Mobility of the user (Platfrom, machine independent) Easy deployment and use Technology Standardized IP network Declined communication cost Agents Server Centric Computing Manufacture vs. Service model Sales Value vs. Use value How the value is caculated? Revenue Model

公司策略與專長 • 充分瞭解公司的大方向 ── 擴張(Diversify)? 專精？ • 充分瞭解公司的特長 ── 別叫一個造汽車的公司去賣可樂。 – – 研發：公司智庫有哪些？有多深？製造：產能，機器投資。行銷：現有的行銷網，直銷？分銷？零售？客戶層：公司客戶？個人戶？

技術走向 • What is hot now? • New technology available? – Maturity of the technology – Use case of the technology • Availability of the person that can master the technology. • Competitor’s technology • Customer acceptance of the new technology

Is there a dramatic Change in the air? • Distinguish if there is a disruptive technology or a sustaining technology? Disruptive technology: Brand new way to solve the problem. Sustaining technology: better, faster and cheaper Case discussion : Netscape Browser disrupted MS GUI Plateform

Strategy focus Product Strategy Identify 24 -36 Month Product Strategies Identify Competitive Attack Plans at Solution Level. Identify Product Strategies to Support or Drive Partner, Marketing and Channel Strategies Identify Priorities and Set Objectives Tech Dev Strategy Identify Strategies to Solve (or try) Key Future Sol’ns Channel Strategy Competitive Extension of Channel Programs New Channels to Develop & Methodology/Metrics Channel Resource Allocation & Objectives Partner Strategy Technology Acquisition Objectives Market Development Objectives Marketing Strategy Attack Plan – Unfair Market Share focus areas Company Image, Brand & Positioning – who are we?

Example of role and responsibility Decision Forum Entry Criteria Output Owner Corporate Strategy Executive Committee Anybody w/Exec as Sponsor Corp Strategic Objectives – (Semiannual) CEO Office Product Strategy Product Planning Committee (CTO, RD & Mktg VPs, PGMs, Dir of TD, Architects) Product Line Business Plan PGMs Technology Dev Strategy Product Planning Committee PM Org or Architect Org Proposal Technology Development Projects Director of Technology Development Channel Strategy Regional VPs, Mktg VP + Cx. Os Corp Strategic Objectives OR Mkt Dev/Chnl Mktg Proposal Channel Development Objectives (Annual) Partner Strategy Product Planning Committee Mkt Development Proposal Partner Development Strategy (Semiannual) Dir Mkt Dev Marketing Global Marketing Staff Required Annually & When Materially Brand Strategy Segment Strategy Dir Corp Mktg Segment Mktg Mgr

Part 2: Product Planning and design

成功的產品開發程序 PM Executive Point out Strategic direction Identify Customer problem to be solved PM Market It & get feedback Technical Lead Development Team Execution Find out technology solution

Cross the Chasm: Product Life Stage Conservative User Practical User Power User Visionary User

如何找出客戶需求 Some Basic Principles • • Ask about their problem, not the solution. Ask the right customer the right question. Distinguish buyer and user. Do not trust the survey result blindly.

Method to find customer needs • • • Survey questionnaire One on One interview Advisory board meeting Focus group Usability test Prototype/Beta product usage study

Technology Dev. Process 3 Months 9 Months 18 Months Tech. Dev. Proposal Research Committee Technology feasibility Study & alternatives Buy or Build strategy Prototype Spec. Prototype Development Product Integration All Engineers PMs Researcher Prototype Team Technology PM

成功的新技術研發組織 • 餘裕組織的必要性 • 什麼樣的人才適合新產品研發 – 冒險性 – 動作快 – 想像力

新技術研發組織範例 VP Research & Prototyping Technology Product Manager Propose problem to be solved Proposal management. Define project scope Sell the project to product team Technology Researchers Technology Prototyping Development Team Feasibility Study Alternative technology study Scouting new technology Propose possible solution for problems posted by Technology Product manager. Develop workable prototype Demo the concept to product team Collect feed back from the prototype And enhance the prototype. Technology transfer to the product team

Part 2: Product Development Stage

The P and J Sales Developers PGM GJM QA Marketing TMM PM JM Localization JM Product Planner Segment Mktg HIE Successful Products! Sustain & Service

PDG Organization Field RD Integration Web PM Architect Process Engineering Group QA PC

Product Development Model • Market requirement Documentation Product requirement documentation Architecture design documentation technical design documentation Coding. • Use Case Demo Script Prototype Customer usability test refined prototype Architecture design technical design Documentation Coding.

A Whole Product Quality M a n a g e m e n t Presentation(GUI) Feature Sets Testing Program Architecture S e r v I c e

Part 3: Product Launching The Poor Man’s Tour

The Poor Man’s Journal • • Product internal launching Beta Program Analyst Tour Press Tour Key customer tour Reference site Success story

Part 3: Product Renew, upgrade, or End of Life

成功的執行程序 Feasibility study Define the Scope Productize Prototype Test market and get feedback

Product Life Cycle and Service Focus Upgrade path Support policy. . FAQ Knowledge base Deployment Topology Technology Usage Insight

Innovation is a product of healthy culture • We use ORB (Object Request Broker) – Formal, dynamic interface management. – Support Components Uniqueness. • Object Oriented Programming --- I trust you, you trust me. Be a Trustworthy component! Creative, Communication, Change, Customer, Trustworthy

三位一體 談成功的產品規劃 A case journal of a new

三位一體談成功的產品規劃 A case journal of a new