Adapting the Generic Product Development Process

The development process described by Exhibits 2-2 and 2-3 is generic, and particular processes will differ in accordance with a firm's unique context. The generic process is most like the process used in a market-pull situation: a firm begins product development with a market opportunity and then uses whatever available technologies are required to satisfY the market need (i.e., the market "pulls" the development decisions). In addition to the marketpull process outlined in Exhibits 2-2 and 2-3, several variants are common and correspond to the following: technology-push products, platform products, process-intensive products,

customized products, high-risk products, quick-build products, and complex systems. Each of these situations is described below. The characteristics of these situations and the resulting deviations from the generic process are summarized in Exhibit 2-4.

Technology-Push Products

In developing technology-push products, the firm begins with a new proprietary technology and looks for an appropriate market in which to apply this technology (that is, the technology "pushes" development). Gore-Tex, an expanded Teflon sheet manufactured by W L. Gore Associates, is a striking example of technology push. The company has developed dozens of products incorporating Gore-Tex, including artificial veins for vascular surgery, insulation for high-performance electric cables, fabric for outerwear, dental floss,

and liners for bagpipe bags.

Many successful technology-push products involve basic materials or basic process technologies. This may be because basic materials and processes are deployed in thousands of applications, and there is therefore a high likelihood that new and unusual characteristics of materials and processes can be matched with an appropriate application.

The generic product development process can be used with minor modifications for technology-push products. The technology-push process begins with the planning phase, in which the given technology is matched with a market opportunity. Once this matching has occurred, the remainder of the generic development process can be followed.

The team includes an assumption in the mission statement that the particular technology will be embodied in the product concepts considered by the team. Although many extremely successful products have arisen from technology-push development, this approach can be perilous. The product is unlikely to succeed unless (1) the assumed technology offers a clear competitive advantage in meeting customer needs, and (2) suitable alternative technologies are unavailable or very difficult for competitors to utilize. Project risk can possibly be minimized by simultaneously considering the merit of a broader set of concepts which do not necessarily incorporate the new technology. In this way the team verifies that the product concept embodying the new technology is superior to the alternatives.

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References and Bibliography

Many current resources are available on the Internet via www.ulrich-eppinger.net

Stage-gate product development processes have been dominant in manufacturing firms for the past 30 years. Cooper describes the modem stage-gate process and many of its enabling practices.

Cooper, Robert G., Winning at New Products: Accelerating the Process from Idea to Launch, third edition, Perseus Books, Cambridge, MA, 2001.

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