Day 1 Flashcards
(154 cards)
1
Q
Platform Strategy
A
A platform strategy is a plan to create a core product or technology (the “platform”) that can be used as a base to develop multiple related products efficiently.
2
Q
Launch Strategy
A
A launch strategy is the detailed plan a company uses to introduce a new product to the market successfully.
3
Q
Risk Mitigation Strategy
A
A risk mitigation strategy is a plan to reduce the impact or likelihood of potential problems in a project or business activity.
4
Q
Portfolio Strategy
A
A portfolio strategy in product development is the plan a company uses to manage its collection of current and future products to ensure they align with overall business goals.
5
Q
Product Innovation Charter (PIC)
A
The process of creating a Product Innovation Charter (PIC) involves defining the strategic direction for a firm’s new product efforts. It’s developed by senior management and acts as a blueprint to guide innovation teams.
6
Q
PIC Process
A
- Identify Opportunities
- Evaulatie and Rank Opportunities
- Fill out the PIC Components
7
Q
PIC Components
A
- Background
Why are we pursuing new products now?
What internal or external changes triggered this?
- Focus (Arena)
What markets, technologies, or customer types will we focus on?
Examples: healthcare wearables, elderly users, eco-friendly packaging.
- Goals & Objectives
Goals: Broad long-term targets (e.g., grow market share by 15%).
Objectives: Measurable short-term aims (e.g., launch 2 products by 2026).
- Guidelines
Degree of innovativeness (breakthrough, adaptive, imitative?)
Limitations (e.g., budget, tech we don’t have).
Success criteria, timing, regulatory or market constraints.
8
Q
Fuzzy gates
A
Fuzzy gates are decision points in the new product development process where a project is allowed to move forward even though some information is incomplete or uncertain.
9
Q
T-P-M linkage
A
It’s the process of connecting technical features (Technology) to product attributes (Product), and then to customer needs or desires (Market).
10
Q
Open innovation
A
Open innovation is the practice of using both internal and external ideas and resources to develop new products or technologies.
11
Q
Inbound open innovation:
A
: Bringing in ideas, tech, or knowledge from the outside to improve your product.
12
Q
Outbound open innovation:
A
Letting others use your company’s unused ideas or tech (e.g., through licensing or partnerships).
13
Q
Creative abrasion
A
is when a team intentionally brings together people with different thinking styles—like imaginative creatives and practical problem-solvers—to spark constructive conflict that leads to better, more innovative ideas.
14
Q
Leveraged creativity
A
is a product innovation strategy where a company takes an existing creative idea or technology—often discovered or developed by someone else—and applies it in a new way or market to create value.
15
Q
Factor analysis
A
is a statistical method used to identify patterns or groupings among a large number of variables or attributes by reducing them into a smaller set of underlying factors.
16
Q
The front-end phase (also called the fuzzy front end) i
A
is the early stage of the new product development process—before serious development work begins.
17
Q
Ethnography
A
involves observing customers in their natural environments, helping researchers uncover deep motivations, values, and behaviors that customers may not explicitly express. It’s especially useful for discovering unmet or latent needs.
18
Q
Ongoing market planning
A
Ongoing market analysis is the continuous, systematic tracking and evaluation of market conditions—such as customer needs, competitor moves, pricing, and macro-economic trends—to detect changes early and inform timely business decisions.
19
Q
Special opportunity analysis
A
Special opportunity analysis is a focused assessment of unusual or emerging situations—such as sudden regulatory shifts, competitor missteps, or technological breakthroughs—to determine whether they offer a one-time chance for significant competitive or financial gain and to outline the best way to capitalize on it quickly.
20
Q
Discovery-driven planning
A
Discovery-driven planning is a strategic approach that structures innovation or uncertain ventures around explicit, testable assumptions; teams iteratively learn by validating or revising those assumptions, reallocating resources as real-world data “discovers” what will actually work.
21
Q
Opportunity costs
A
Opportunity costs are the value of the best alternative you give up when you choose one option over another—essentially, the benefits you forgo by not selecting the next-best use of your time, money, or resources.
22
Q
agile product development
A
Agile product development is an iterative approach where cross-functional teams deliver small, usable increments of a product in rapid cycles, continuously gathering feedback and adapting plans to maximize customer value.
23
Q
Spin-off
A
Spin-off is when a company separates part of its operations into an independent, standalone firm by distributing or selling shares of the new entity, allowing each business to pursue its own strategy and unlock value.
24
Q
Patents
A
Patents are time-limited legal rights granted by a government that give an inventor exclusive control to make, use, or sell a novel and non-obvious invention for a set period (typically 20 years), in exchange for publicly disclosing how the invention works.
25
Incubation period
Incubation period (in product or process innovation) is the sheltered stretch between spotting a promising idea and formally starting full-scale development—used to refine the concept, test feasibility, build a business case, and decide whether to advance or abandon it.
26
Platform consolidation
Platform consolidation is the strategic merging or reduction of multiple, overlapping technology or service platforms into a smaller, unified set to cut complexity, lower costs, and deliver a more consistent user or operational experience.
27
Sequential hand-offs
Sequential hand-offs are the linear transfers of work or responsibility from one person, team, or stage to the next, where each hand-off must be completed before the following party can begin its part.
28
Strict functional silos
Strict functional silos are rigid organizational divisions in which departments (e.g., marketing, engineering, finance) operate largely independently, limiting cross-department collaboration and information flow and often hindering agility and holistic decision-making.
29
Product-market matrix
Product-market matrix (Ansoff Matrix) is a 2×2 framework that maps product novelty (high energy to learn how to use), and market novelty
30
Focus strategy:
Focus strategy: Concentrate resources on one well-defined technological capability and one well-defined target market segment whose needs align with that capability, creating a tight product-market fit and higher chance of success.
31
Market driver
Market driver
A change in customer needs, demand patterns, or competitive/ regulatory conditions that pulls firms to create or adapt products to win or defend market share (e.g., rising consumer preference for plant-based protein).
32
Technology driver
Technology driver
A new or improved technical capability—such as a breakthrough material, algorithm, or manufacturing process—that pushes possibilities forward and opens avenues for new products or cost advantages (e.g., large-language-model AI enabling chat-based services).
33
dual-drive strategy
One Market driver, and one techonlolgy driver
34
State-of-the-art breakthrough
A radical project that pushes the scientific or technological frontier far beyond current capabilities, creating entirely new performance levels or categories of products.
35
Leveraged creativity
Innovations that recombine or extend proven technologies in novel ways—often by spotting fresh use cases or integrating complementary know-how—to generate a step-change in value without inventing from scratch.
36
Applications engineering
The incremental adaptation of existing technologies to meet specific customer or industry requirements, focusing on customization, packaging, and integration rather than core technical advances.
37
Adaptive product
Adaptive product
An existing product that is modified or repackaged to serve a different use case, market segment, or operating environment without changing its core technology.
38
Applications engineering
“Take an existing technology that already works fine, put it to use in a completely new way.”
39
Miscellaneous workaround
An improvised, often temporary fix that bypasses a specific obstacle or constraint when a full-scale solution is impractical or unavailable.
40
Sections of PIC
- Background
- Area of Focus
- Goal-objectives
- Guidelines
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Background
Key ideas from the situation analysis; special forces such as managerial dicta; reasons for preparing a new PIC at this time.
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Focus
Focus
At least one clear technology dimension and one clear market dimension. They match and have good potential.
43
Goals-Objectives
Goals-Objectives
What the project will accomplish, either short-term as objectives or longer-term as goals. Evaluation measurements.
44
Guidelines
Guidelines
Any "rules of the road," requirements imposed by the situation or by upper management. Innovativeness, order of market entry, time/quality/cost, miscellaneous.
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* Technology drivers
The most common technological strength are in the laboratories
o Many times, firms finds it has a valuable nonlaboratory technology
o T-P-M linkage: procedure of converting technical specifications to product features and benefits to market needs
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T-P-M linkage:
procedure of converting technical specifications to product features and benefits to market needs
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Goals:
longer-range, general directions of movement
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Objectives:
short-term, specific measures of accomplishment
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Both Goals and Objectives are of the three types
Both goals and objectives are of three types: profit, growth, market status.
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Guidelines mad eup of
- Degree of innovativeness
- Miscellaneous guidelines
- Strategic criteria
51
Degree of innovativeness
First-to-market, three ways to get it:
1. State-of-the-art breakthrough
2. Leveraged creativity (find something special, think of applications with this)
3. Applications engineering (technology not new, but use is totally new)
* Adaptive product: taking a competitor’s product and improving it in some way
* Imitation/emulation:
52
Miscellaneous guidelines
Miscellaneous guidelines are the “other instructions” section of a Product Innovation Charter.
They cover any firm-specific do’s and don’ts that are important but don’t fit under the degree-of-innovativeness heading (breakthrough, adaptive, imitation).
53
itemized-response
. Cite every potential advantage of the idea before voicing criticisms
54
Allegiance to functional areas
associated with staff feeling loyalty to their own discipline over the project team?
55
Three required inputs to the creative process?
A. Need/benefit B. Form C. Technology
56
A new product is said to “come into being” only when it:
C. Meets the goals and objectives set out in the PIC
57
complete product-concept statement must describe:
Need/benefit, form, and technology plus the customer’s gain/loss
58
reverse brainstorming
Commonly used procedure is reverse brainstorming, with following approach:
* Determine appropriate product or activity category for exploration
* Identify group heavy product users or activity participants within that category
* Gather from users or participants a set of problems associated with category
I. What benefits do they want from a set of products?
II. What benefits are they getting from a set of products?
* Sort and rank problems to their severity or importance (bothersomeness index)
I. The extent of the problem
II. The frequency of its occurrence
59
Scenario analysis:
way of learning about future problems
e.g. role playing
60
Several guidelines for conduction good scenario analysis:
i. Know the now
ii. Keep it simple
iii. Be careful with selecting group members
iv. Do an 8 – 10 year projection
v. Periodically summarize progress
vi. Combine the factors causing changes
vii. Check fit
viii. Plan to use the scenario analysis several times
ix. Reuse the group
61
Disciplines panel
A creativity/problem-finding technique in new-product work where a cross-functional panel of experts from all relevant fields is convened to discuss a customer or technical problem, pooling their diverse know-how to surface needs and seed concept ideas.
62
Analytical attribute techniqueS
allow us to create new product concepts by changing one/more of its current attributes or by adding attributes, and to assess desirability of these concepts if they were to be developed into products
63
Gap map
- 2 Dimensional graph, where the two determinant attributes are chosen, and can see the product postion compared to the other marktert ones, and allow us to see the gap in the market
Gap map is a statistical technique used to determine how various products are perceived by how they are positioned on the market map
64
Trade--off (conjoint) analysis
Puts all of the determinant attributes together in new sets and identifies which sets of attributes would be most liked/preferred by customers
65
Dimensional analysis
listing all of the physical features of a product type
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Checklist:
eight questions that are powerful and lead to useful ideation
o Can it be adapted? Can something be substituted?
o Can it be modified? Can it be magnified?
o Can it be reversed? Can it be minified?
o Can it be combined with anything? Can it be rearranged in some way?
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Value curve creation
Reduce: can we reduce any attributes to levels that are below industry standard?
o Eliminate: can we totally eliminate any attributes that are currently industry standard?
o Raise: can we increase any attributes to levels above industry standard?
o Create: can we create any new attributes that are not currently industry standard?
68
Product enhancements:
o Upgrades: improve quality of core product for certain customer segments who are willing to pay extra price
o Add-ons: add extra products in order to customize or provide variety
o Extras: add features that appeal to customers depending on their usage rate
o Accessories: provide stand-alone complementary products
69
A perceptual gap map built purely from managerial judgment is called a:
A. Determinant gap map
70
Factor analysis
is a statistical technique that identifies underlying factors
71
Add-on
add extra products in order to customize or provide variety
72
In phase II (concept generation), ideas can be assessed
in terms of the following criteria:
Uniqueness – Need fulfillment –
Feasibility – Impact – Scalability – Strategic fit.
73
Risk/payoff matrix
A decision tool that maps alternative actions or projects along two axes—level of risk (likelihood and magnitude of failure) and expected payoff (potential return)—to highlight which options offer the best balance between reward and uncertainty.
74
New products team should consider four generic risk strategies:
- Avoidance (eliminate risky product project altogether)
- Mitigation (reduce the risk to an acceptable, threshold level)
- Transfer (move responsibility to another organization)
- Acceptance (develop contingency plan (active) or deal with risks as they come up (passive))
75
decay curve
How many concepts survive successive evaluation filters
76
The first purpose of concept testing is to:
B. Identify and drop very poor concepts early
77
Which response-situation issue asks whether to interview people one-on-one or in groups?
. Personal-vs-remote interaction
78
Benefit segmentation i
Benefit segmentation is the practice of dividing a market into groups of customers based on the specific benefits or value they seek from a product or service
79
Joint-space map
A perceptual-mapping chart that plots both (a) how customers rate competing products and (b) where they place the underlying attributes or “ideal points” in a single coordinate space, letting you see how well each product’s position matches desired benefits.
80
In preparing an interviewing sequence, which immediate and critical question must be verified?
B. “Do you understand the concept?”
81
The full screen comes at the end of Phase 3 (Concept/Project Evaluation)—after the concept test and other preliminary screens, and immediately before Phase 4 (Development).
It is the final go/kill/hold decision point where the team does a comprehensive technical-marketing-financial appraisal to decide whether to commit serious resources to full development.
82
culling factors
Factors which exclude products instantly
83
primary purpose of the full screen is to:
. Decide Go／Kill／Hold by gauging both technical and commercial feasibility
84
A profile sheet is primarily used to:
A. Plot 5-point scores visually across all factors for each concept
85
Which method systematically captures expert judgements in a hierarchical decision tree to rank projects?
Analytic Hierarchy Process (AHP)
86
Diffusion of innovation:
process by which innovation is spread within market, over time and over categories of adopters.
➔ Adopters are often called: innovators, early adopters, early and late majority or laggards.
87
What-if analysis
A scenario-based technique where you deliberately change one or more assumptions in a financial or planning model to explore how different situations could affect the outcome and guide contingency decisions.
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Sensitivity analysis
A more formal, quantitative method that systematically varies one input at a time (or by defined ranges) to measure how strongly each variable influences the model’s results, pinpointing the factors that drive risk or uncertainty.
89
value curve
Value curve (in a product‐process context)
A step-by-step plot of how much customer value (or margin) each stage of the product creation process adds—design, sourcing, manufacturing, assembly, distribution—exposing where value is created, merely transferred, or destroyed so managers can streamline or re-engineer low-value steps.
90
Under a top-down portfolio approach, senior leaders set arenas first and then:
A. Let bottom-up scoring allocate all budget
B. Allocate funds across categories before project scores are known
C. Wait for venture teams to pick strategy
D. Use only AHP for decisions
91
A complete concept statement must convey
need/benefit, form, and:
A. Technology
92
Real-options valuation
Real-options valuation is the use of financial option-pricing techniques to quantify the worth of managerial flexibility—such as the choice to defer, expand, contract, or abandon an investment—treating each strategic move as an option embedded in the project’s cash-flow stream.
93
Voice of the Customer (VoC)
Voice of the Customer (VoC) is the disciplined process of systematically capturing what customers say they need or expect—through interviews, surveys, ethnography, support tickets, social listening, etc.—and then translating those insights into clear product, service, or process requirements that teams can act on. In short, it converts raw customer feedback into an evidence-based roadmap for design and improvement.
94
Items often found in protocols
- Target Market
- Product Positioning: Our product is better for your use than other products because
- Product attributes: Three types: Features, Functions, Benefits
- Competitive Comparisons
- Augmentation Dimensions
- Timing
- Financials
- Production
- Regulatory Requirements
- Corporate Strategy requirements
- Potholes
95
Quality Function Development (QFD)
is a structured, matrix-based method that takes the Voice of the Customer (what users say they want) and systematically converts it into technical requirements and action plans for design, engineering, and production. Its signature tool—the House of Quality—maps customer desires on one axis and product or process characteristics on the other, scoring the relationships so teams can see:
What matters most to customers
Which engineering parameters drive those needs
Where to focus resources for maximum impact
96
Difference between attribute and feature
Attribute = any characteristic you can list.
Feature = a concrete “building-block” characteristic you might bullet-point on a spec sheet.
97
Augmentation dimension:
Augmentation dimension: the layer of a product protocol that specifies all value-adding extras beyond the core product—e.g., warranties, training, installation, customer support, apps, or loyalty perks—that enhance the overall customer experience.
98
The most desirable way to express product attributes in a protocol is in terms of:
A. Internal cost codes
B. Features
C. Benefits to the customer
D. Engineering part numbers
C
99
“Potholes” included in a protocol serve to:
A. Identify non-negotiable culling factors
B. Highlight anticipated major difficulties so teams can prepare solutions early
C. Document competitor counter-moves
D. Outline the project’s NPV assumptions
B
100
Protocol:
signed agreement between the functions (technical, marketing, operations, etc.)
101
Good Design Principles
innovative, aesthetic, unobtrusive, long-lasting, environmentally friendly, useful, understandable, thorough down to the last detail and as little design as possible.
102
Front-loading
Front-loading is the practice of pushing critical problem-solving and manufacturability checks into the very early stages of product development—while ideas are still fluid and inexpensive to change—so that design flaws don’t surface later when fixes are slow and costly.
103
Product schematic
Product schematic: the first-step diagram in product-architecture work that lists all of a product’s functional elements and shows how those functions connect or flow into one another—essentially a “function map” before any physical components or geometry are assigned.
104
Skunkworks environemnt
skunk-works environment is a deliberately insulated, low-bureaucracy “sandbox” inside (or just outside) a company where a small, cross-disciplinary team can tackle a breakthrough project at high speed and high risk, free from the normal rules, committees, and paperwork.
105
spinout venture
When the venture is spun outside the current company,
106
Ad hoc team members
Ad hoc team members: from important departments, support core team
107
Alpha
= insiders
* Verify the product “basically works.”
* Find and fix obvious bugs, crashes, missing functions.
* Ensure core features meet the spec.
108
Beta
= outsiders.
109
Gamma
outside, no developer intervention
Confirm the product fully solves the original user problem, no matter how long it takes.
* Verify long-term reliability, maintenance, and support processes.
* Uncover any lingering edge-case failures the beta cycle missed.
110
A pilot plant
A pilot plant is a small-scale, pre-production version of a manufacturing facility that lets a firm prove a new process (or refine an existing one) before committing to full-size, full-cost equipment.
111
Case-based research
Case-based research in new-product work is an in-depth, longitudinal form of user testing where a handful of real customers (the “cases”) are embedded with the project from concept all the way to launch.
112
A firm that lets the NPD team launch the product and then become the nucleus of a new division is following which hand-off policy?
A. Close out well before launch
B. Transfer at final minute
C. Virtual-team spin-down
D. Team markets the item and then evolves into standing management
D. Team markets the item and then evolves into standing management
113
“Total control” in a use test means:
A. Test products are mailed with no instructions
B. Researchers supervise every use occasion and timing
C. Respondents log data autonomously
D. Competitive products are interspersed
B. Researchers supervise every use occasion and timing
114
Gathering respondent reactions with a simple 1–7 ‘like/dislike’ scale measures:
A. Descriptive attribute ratings B. Preference score versus competitor C. Overall affect without direct comparison D. Purchase frequency
C. Overall affect without direct comparison
115
Strategic action
decions that define to who we are going to sell and how
116
Tactical Launch decision
communication, marketing, promotion, distribution, pricing that implements the strategic decisons
117
Strategic gives
are decioins that are already made for us, they cannot be changed initially
118
Primary Demand
Primary demand is consumer desire for an entire product category (e.g., “electric vehicles,” “plant-based milk”) rather than for any particular brand within that category.
119
Replacement demand
Replacement demand is the portion of market demand that comes from existing users who are replacing a product they already own because it has worn out, become obsolete, or no longer meets their needs.
120
Selective Demand
drawing marjet share away from competition
121
According Rogers, there are 5 factors that measure how quickly new product will diffuse in marketplace:
1. The relative advantage of the new product
2. Compatibility (does it fit with current product usage and end-user activity?)
a) Continuous innovation requires little change or learning by customers
b) Discontinuous innovation require more learning by customers
3. Complexity (will frustration or confusion arise in understanding the innovation’s basic idea?)
4. Divisibility or trialability (how easily can trial portions of the product be purchased and used?)
5. Communicability or observability (how easy is it for the user to see benefits of using product?)
122
surrogates
Surrogates (in product evaluation): indirect questions or metrics used to stand in for information you can’t ask or measure directly—giving clues about a concept’s chances when the real answer isn’t yet observable.
123
Umbrealla brand strategy
firm put the name of the brand on each product the make
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Individual brand strategy
each product show an individual brand
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Role of packaging
containment
protection
safety
display
information
persuasion
126
NPV
NPV stands for Net Present Value.
It measures the value of future cash flows (profits) today, after subtracting the initial investment and adjusting for the time value of money.
127
Internal Rate of Return (IRR)
IRR is the return rate (like interest) that makes the project break even.
It tells you the percentage return the project gives per year.
If IRR is higher than your target return, the project is good.
🧠 Memory tip:
“IRR = Investment’s Real Rate” — what % return does this project give me?
128
Moore’s “crossing the chasm” reframes innovators plus early adopters as visionaries and the later groups as:
A. Skeptics
B. Laggers
C. Pragmatists
D. Opportunists
C. Pragmatists
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a) Continuous innovation
requires little change or learning by customers
130
b) Discontinuous innovation
require more learning by customers
131
Beachhead
refers to heavy expenditures necessary to overcome sales inertia
132
Here’s a short explanation of the three common launch strategy patterns:
Innovative New Product
Goal: Enter the market early during the product life cycle.
Strategy: Focus on gaining attention, building awareness, and educating customers about a new-to-the-world solution.
Offensive Improvement: erect barriers that make rival entry harder?
Goal: Strengthen the firm's position and block competitors.
Strategy: Launch a significantly improved product to raise the competitive bar and make it harder for rivals to catch up.
Defensive Addition
Goal: Deepen presence in existing markets.
Strategy: Add a product variant to appeal to a different segment or boost market share without disrupting the core lineup.
133
Lean lunch
keep the supply chanin system flexible, so that it can respond rapidly to sales changes
134
The guiding principle of a lean launch is postponement, meaning the firm tries to:
A. Announce the product as early as possible
B. Finalize supply contracts two seasons ahead
C. Lock design and deploy inventory at the latest responsible moment
D. Replace resellers with direct-to-consumer only
C. Lock design and deploy inventory at the latest responsible moment
135
Launch management
1. Spot potential Problems
2. Select those to control based on potential damage and likelihood of occurrence
3. Create contingency plans
4. Design the tracking system,
5. There should be a trigger points, which trigger the contingency plan
136
In a simulated test market (STM) the research team mainly wants to estimate:
A. Advertising recall and attitude shift
B. Brand-name pronunciation problems
C. Trial and repeat-purchase rates mathematically
D. Long-term manufacturing costs
C. Trial and repeat-purchase rates mathematically
137
controlled-distribution scanner markter (CDSM)
A controlled-distribution scanner market is a mini-market test in which a company places its new product only in a small, pre-selected group of retail stores that have modern UPC scanner systems. Because distribution is limited and tightly managed, the firm can:
Control the marketing mix (price, promotion, shelf position, displays) store-by-store.
Track every sale at the checkout through scanner data linked to loyalty cards or household panels.
Measure trial, repeat, and market-share shifts almost in real time without the cost and competitive exposure of a full-city test market.
Key Features
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Simulated test market (STM):
o The central idea is to get estimates of
trial purchasing and repeat purchasing
139
Eyeball control
Eyeball control means managing or monitoring a situation informally and directly, often by simply observing things firsthand rather than relying on reports, dashboards, or automated systems.
140
Organisation learning curve
captues notion that practices makes perfect "Learning by doing",
include two core components:
a measure of experience and a measure of performance
141
Measure of experience
- Cumulative volume
- calendar time
- Maximum volume
142
Measure performance
- learning-curve effect for unit time - the time to process one unit
- Control for quality
- Unit cost
- TFP, measures how effectively mutlpoe intpurs are used toproduce output
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Autocorrelation
Autocorrelation (serial correlation) is the statistical situation in which the value of a variable at one point in time (or sequence position) is systematically related to its own past values.
144
“Worse-before-better” dip
A temporary performance slump that appears right after a team introduces deliberate learning or process-improvement efforts
145
Total Factor Productivity (TFP) is useful in learning-curve studies because it:
A. Holds quality constant by definition
B. Captures effectiveness of multiple inputs, not just labor time
C. Ignores autocorrelation completely
D. Measures only energy efficiency
B
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Conceptual learning:
trying to understand why events occur; it facilitates the acquisition of know-why
147
2. Operational learning:
developing a skill of how to deal with experiences events; it facilitates the acquisition of know-how
148
Causal knowledge:
knowledge about the relationship
between an input and output
149
Control knowledge:
knowledge about how to keep an input variable at its desired level
150
Learning-by-doing is more effective than deliberate learning when the knowledge needed is:
A. Fully matured and well-documented
B. Under-developed and tacit
C. Codified in manuals
D. Backed by government grants
C. Codified in manuals
151
what is the fuzzy front end
The “fuzzy front end” (FFE) refers to the pre-development portion of the new-product process—the messy, exploratory work of opportunity identification, concept generation, and early screening (often phases 1-3 in a five-phase model). Once a concept enters formal development and launch, the project moves out of the fuzzy front end and into the more structured execution phases.
152
Front end
front end (also known as the "fuzzy front end") refers to the early, exploratory phase of the innovation process, before formal development begins
153
Feature
A feature is a specific function or capability built into the product.
Often technical
154
Product Attribute
Product Attribute
A product attribute is a characteristic or quality of a product.
Can be anything tangible non tangible
