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“Cagan and Vogel offer examples, case studies, and inspiration to guide a new generation of open-minded, actionable innovation drivers.”
–Jeff Weedman, Vice President Global Business Development, Procter & Gamble
“To create profitable, breakthrough products that transform markets, you need real global innovation skills. Cagan and Vogel reveal how world-class companies leverage both to create impact through design.”
–David Kelley, Founder of IDEO and the Stanford d.school
“This new edition retains all the basic wisdom of the first, but brings it up-to-date with fresh case studies that reflect the changing world of global innovation.”
–Henry Petroski, Aleksandar S. Vesic, Professor of Civil Engineering; author of To Engineer Is Human and To Forgive Design
“This book has been the most influential integrated design book in China for 10 years.”
–He Renke, Dean and Professor of School of Design, Hunan University, China
“In Cagan and Vogel’s widely referenced, landmark first book, they reached across disciplines to create a common understanding of useful, usable, and desirable products. This second edition adds a global view, services, and a look into healthcare, further establishing them as the grandmasters of the recipe for empathic innovation.”
–Robert T. Schwartz, General Manager, Global Design & User Experience, GE Healthcare
“The second edition is a brilliant book that will move your company to success with less wear and tear and lower risk for all involved in creating and managing products.”
–Lorraine Justice, Dean, CIAS, Rochester Institute of Technology; author, China’s Design Revolution
“I wouldn’t dream of commercializing a new product or service without infusing the Creating Breakthrough Products design culture into my company and development teams.”
–Eric Close, President and CEO, RedZone Robotics, Inc.(
“This book has helped greatly to expand the innovative use of design in many areas of industry.”
–Yrjö Sotamaa, Advisory Dean and Professor, College of Design and Art, Tongji University, Shanghai;Executive Vice Director, Sino-Finnish Centre at Tongji University; President Emeritus, University of Art and Design Helsinki
“The authors’ approach to product development unleashed the collective creative genius of our designers and engineers, and helped us move beyond a typical competitive benchmarking approach, to create something unique, appealing and functional for our customers.”
–Paul Prichard, Innovation Ventures Engineering, Kennametal, Inc.
“Navistar has made strides in learning the iNPD techniques from this book and applying them to our everyday development process.”
–David Allendorph, Director of Design, Navistar International Truck Group
For years, Creating Breakthrough Products has offered an indispensable roadmap for uncovering new opportunities, identifying what customers really value, and building products and services that redefine or create markets. Now, Jonathan Cagan and Craig M. Vogel have thoroughly updated their classic book, adding brand-new chapters on service design and global innovation, plus new insights, best practices, and a new selection of case studies that highlight the current state-of-the-art in product and service design.
This Second Edition shows how companies like Apple and Disney manage evolutionary and revolutionary innovation, helping you choose between them and make your best strategy work in your organization. You’ll find important new insights into identifying Product Opportunity Gaps that can lead to enormous success; effectively navigating the “Fuzzy Front End” of product development; and leveraging contributions from diverse product teams. Cagan and Vogel present powerful new case studies ranging from Navistar’s latest long-haul truck to P&G’s reinvention of Herbal Essences, and offer insightful updates to the First Edition’s pioneering cases.
More than ever, Creating Breakthrough Products will help you deliver the right innovations and products: offerings that succeed powerfully because they are laser-focused on your customers’ values and lifestyles.
Moving to the “value quadrant” in product/service development
Understand the seven key attributes of value and focus R&D on maximizing some or all of them
Uncovering huge Product Opportunity Gaps nobody else has exploited
Find immense opportunities in the hidden connections among social change, economic trends, and technical innovation
Crafting tomorrow’s dominant product-service ecosystems
Integrate products, interaction, and service to drive value competitors can’t match
Winning innovation everywhere: new cases, remarkable lessons across the globe
From metal cutting to packaging, elementary school classrooms to the Dallas Cowboys Stadium
Foreword by Dee Kapur xix
Acknowledgments xxi
About the Authors xxiii
Preface xxv
Glossary of Acronyms and Terms xxxv
Part One The Argument 1
Chapter 1 What Drives New Product Development 2
Redefining the Bottom Line 3
Positioning Breakthrough Products 5
Products, Services, and Product-Service Ecosystems 7
Identifying Product Opportunities: The SET Factors 10
POG and SET Factor Case Studies 15
The Margaritaville Frozen Concoction Maker 15
The BodyMedia FIT System 19
Starbucks 25
The GE Healthcare Adventure MRI Series 28
Summary Points 33
Notes 34
Chapter 2 Moving to the Upper Right 36
Integrating Style and Technology 37
Style Versus Technology: A Brief History of the Evolution of Style and Technology in the Nineteenth and Twentieth Centuries 40
In the Beginning 40
The Growth of Consumer Culture 41
The Introduction of Style to Mass Production 42
Post–World War II Growth of the Middle Class and the Height of Mass Marketing 44
The Rise of Consumer Awareness and the End of Mass Marketing 45
The Era of Customer Value, Mass Customization, and the Global Economy 46
Positioning Map: Style Versus Technology 47
Lower Left: Low Use of Style and Technology 48
Lower Right: Low Use of Style, High Use of Technology 49
Upper Left: High Use of Style, Low Use of Technology 50
Upper Right: High Use of Style and Technology 50
Positioning Map of Margaritaville Frozen Concoction Maker 52
Positioning Map of BodyMedia FIT System 53
Positioning Map of Starbucks 55
Positioning Map of GE Adventure Series 56
Knockoffs and Rip-offs 57
The Upper Right and Intellectual Property 59
Revolutionary Versus Evolutionary Product Development 60
Summary Points 62
References 62
Chapter 3 The Upper Right: The Value Quadrant 64
The Sheer Cliff of Value: The Third Dimension 65
The Shift in the Concept of Value in Products and Services 66
Qualities and a Customer’s Value System: Cost Versus Value 70
Value Opportunities 73
Emotion 74
Aesthetics 75
Product Identity 75
Impact 76
Ergonomics 77
Core Technology 80
Quality 80
Value Opportunity Charts and Analysis 81
VOA of Margaritaville Frozen Concoction Maker 84
VOA of BodyMedia FIT System 86
VOA of Starbucks 87
VOA of GE Adventure Series MRI 89
The Time and Place for Value Opportunities 90
VOs and Product Goals 91
The Upper Right for Industrial Products 93
The Upper Right of Commodity Products: Trading off Value among the Aluminum Can, the Plastic Bottle, and the Glass Bottle 96
Summary Points 98
References 98
Chapter 4 The Core of a Successful Brand Strategy: Breakthrough Products and Services 100
Brand Strategy and Product Strategy 101
Corporate Commitment to Product and Brand 105
Corporate Values and Customer Values 108
Managing Product Brand 109
Building an Identity 110
Company Identity Versus Product Identity 111
Building Brand Versus Maintaining Brand 114
Starting from Scratch: Cirque du Soleil 114
Redefining a Brand: Herbal Essences 115
Maintaining an Established Identity: Harley 118
Brand and the Value Opportunities 120
Summary Points 122
References 122
Part Two The Process 125
Chapter 5 A Comprehensive Approach to User-Centered, Integrated New Product Development 126
Clarifying the Fuzzy Front End of New Product Development 127
A New Way of Thinking 128
iNPD Is Only Part of the Process 130
User-Centered iNPD Process 132
Resource Allocation 156
Allocating the Time Resource: Scheduling 157
Allocating the Cost Resource: Financing 158
Allocating the Human Resource: Team Selection 159
Summary Points 160
References 160
Chapter 6 Integrating Disciplines and Managing Diverse Teams 162
User-Centered iNPD Facilitates Customer Value 163
Understanding Perceptual Gaps 166
Team Functionality 171
Team Collaboration 171
Negotiation in the Design Process 172
Team Performance 176
Part Differentiation Matrix 181
Team Conflict and the PDM 188
PDM and the Role of Core Disciplines 190
Issues in Team Management: Team Empowerment 191
Understand the Corporate Mission 192
Serve As a Catalyst and a Filter 192
Be Unbiased 193
Empower and Support the Team 194
Let the Team Become the Experts 196
Recognize the Personality and Needs of the Team 196
Use of an Interests-Based Management Approach 196
Visionaries and Champions 198
Summary: The Empowered Team 199
iNPD Team Integration Effectiveness 199
Summary Points .200
References 201
Chapter 7 Understanding the User’s Needs, Wants, and Desires 204
Overview: Usability and Desirability 205
An Integrated Approach to a User-Driven Process 210
Scenario Development (Part I) 212
New Product Ethnography 214
Using Ethnography to Understand Parrotheads 220
Lifestyle Reference and Trend Analysis 223
Ergonomics: Interaction, Task Analysis, and Anthropometrics 225
Interaction 225
Task Analysis 228
Anthropometrics 231
Scenarios and Stories 236
Scenario Development (Part II) 236
Storytelling 238
Broadening the Focus 241
Other Stakeholders 241
Identifying Users in Nonconsumer Products: Designing Parts within Products .243
Product Definition 244
Visualizing Ideas and Concepts Early and Often 247
Summary Points 252
References 253
Research Acknowledgments 254
Part Three Further Evidence 255
Chapter 8 Service Innovation: Breakthrough Innovation on the Product–Service Ecosystem Continuum 256
The Era of Interconnected Ecosystems: Product, Interface, and Service 257
Empathy Versus Logic 260
Traditional Service Design 262
Umpqua: Designing a Bank Like a Product 265
UPS Moves Beyond the Package Delivery Industry 267
The Disney Renaissance: The Ultimate Entertainment Service 272
Interaction Design 276
Interaction Through a Multisensory Interactive Teaching Tool 277
Summary Points 279
References 280
Chapter 9 Case Studies: The Power of the Upper Right 282
Reinventing the Classroom with Upper Right Seating Systems: The IDEO and Steelcase Node 283
Ball Parks Play in the Upper Right: The Dallas Stadium and PNC Park 291
Innovation in Machining: Kennametal Beyond Blast Titanium Manufacturing 296
Electric Vehicle Innovation: Bringing Upper Right Transportation to the Twenty-First Century 300
Upper Right Open Innovation Partnerships between Companies and Universities 305
Innovation along the Highway: Navistar International LoneStar 307
The 50+ and Environmental Responsibilities: Designing a New Refillable Sustainable Packaging System 311
Making University–Industry Innovation Partnerships Work 315
Summary Points 316
Endnotes 316
Chapter 10 Case Studies: The Global Power of the Upper Right 318
The BRIC Countries 319
Brazil: Innovation and Growth in South America 320
China: Haier, The First Major Chinese Global Brand 323
India: Design Impact and Social Responsibility in India 328
Be Green Packaging: The World Is Flat Meets Cradle to Cradle in Connect+Develop 330
DesignSingapore Council: The Third Component from the Little Country That Can 332
Summary Points 335
References 335
Chapter 11 Where Are They Now? 338
Changing SET Factors 339
The OXO GoodGrips Peeler 340
The Crown Wave 346
Retired Case Studies 348
Summary Points 360
Epilogue 361
Future Innovators 361
Have Faith in the Leap 363
References 365
Index 367
Anonymous
Posted December 15, 2012
No text was provided for this review.
Overview
“Cagan and Vogel offer examples, case studies, and inspiration to guide a new generation of open-minded, actionable innovation drivers.”
–Jeff Weedman, Vice President Global Business Development, Procter & Gamble
“To create profitable, breakthrough products that transform markets, you need real global innovation skills. Cagan and Vogel reveal how world-class companies leverage both to create impact through design.”
–David Kelley, Founder of IDEO and the Stanford d.school
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