三位一體：
談成功的產品規劃
A case journal of a new product from birth to success
三位一體的產品規劃
公司策略方向
與特長
顧客需求
新技術
Connect
them
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
6-12 Months
18 Months
24 Months
Factor Influence Software Business Model
Software
Business
Economics
Technology
Users
Revenue
Model
What’s not free?
Changing distribution model
Micro segmentation of market
Highly Dynamic Business behavior
Standardized IP network
Declined communication cost
Agents
Server Centric Computing
Manufacture vs. Service model
Sales Value vs. Use value
How the value is caculated?
Personalization
Operating company different
from the User company
Mobility of the user (Platfrom,
machine independent)
Easy deployment and use
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 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 + CxOs 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 Strategy Global Marketing Staff Required Annually & When Materially Chg’d Brand Strategy
Segment Strategy
Regional Strategy Dir Corp Mktg
Segment Mktg Mgr
Regional Mktg Dir
Part 2: Product Planning and design
Point out
Strategic direction
Identify Customer
problem to be solved
Find out technology
solution
Execution
Market
It & get
feedback
PM
Technical Lead
Executive
成功的產品開發程序
Development Team
PM
Cross the Chasm: Product Life Stage
Visionary
User
Power User
Practical
User
Conservative
User
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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
Researcher
All Engineers
PMs
Technology feasibility
Study & alternatives
Buy or Build
strategy
Prototype Spec.
Prototype Development
Prototype
Team
Technology PM
3 Months
9 Months
18 Months
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
Technology Prototyping Development Team
VP Research & Prototyping
Technology Product Manager
Technology Researchers
新技術研發組織範例
Propose problem to be solved
Proposal management.
Define project scope
Sell the project to product 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
Segment
Mktg
HIE
Developers
Marketing
TMM
Product
Planner
Localization
JM
Sustain &
Service
QA
PM
JM
PGM
GJM
Successful Products!
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PDG Organization
RD
Web
QA
PC
PM
Architect
Process Engineering Group
Field
Integration
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
Architecture
Program
Feature Sets
Presentation(GUI)
M
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S
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v
I
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Testing
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
Feasibility study
Prototype
Test market and get
feedback
Define the
Scope
成功的執行程序
Productize
Product Life Cycle and Service Focus
Technology
Usage Insight
Deployment
Topology
FAQ
Knowledge
base
Upgrade path
Support policy..
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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
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