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Senior Marketing
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New Products
Process
Speaker
Training
Packaged Goods


New Products Process

New products are as close to rocket science as Marketing can get.  The New Products Manager must deliberately go outside of the traditions, procedures, established patterns, and comfort zones of the parent company and (by definition) introduce risk, inefficient time usage, and “the uncomfortable” to a wide ranging number of company personnel.


Daniel Jay Morrison & Associates, by dint of their extensive new products experience, can help you make better decisions faster, more efficiently, and with reduced, managed risk.  Keys to better new products development include:

 
Better foundations:     What does the company vision include, what mandates and prohibitions exist at the start, what are management expectations?
Better budgeting: As the expense end of business, new products must ensure that all monies spent lead to actionable decisions, and that adequate resources are anticipated and available when needed.
Better scheduling: As all the activities of new products have impact on existing business, the design (and communication) of detailed flow charts is critical.
Sequential investment: To insure that all funds spent have potential, a plan of sequential steps must be developed to provide repeated decision points for subsequent investment.
Continued target market feedback: To ensure that the product being developed meets real consumer needs, there must be regular interface with the intended buying decision maker.  This will help the new project to stay on track, keep features and benefits relevant, keep cost/value in line, and develop the communications to ensure accurate dialogue with the end user.
Develop goals and keep them: Set goals for the development of new products and their role within company plans.  Do not fall into the trap of pursuing projects whose track records are dismal but are needed for internal, short-term financial, or temporary competitive needs.  These projects will drain money in the long run.
Keep the same team: Cumulative learning is critical when dealing with the emerging new idea.  Changing team members, or partial involvement by selected team members is counterproductive to efficient development of  viable products.
Have, get, or generate good ideas with real USP’s: Innovative thinking requires all of the above conditions to flourish, and then the nourishment is necessary to find and support fledging concepts.  The spark of creativity is needed to ensure that truly new ideas germinate.
Our role is to work with clients and client teams to develop the basis for new product development and ensure that activities stay on course in the face of all the other demands for time and attention.   We have been uniquely successful in the past and can bring this expertise to your benefit.
 

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