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New Product Development: Process

Lassen Scientific

Stage Systems
The CARE™ Process
Description and Testing
Go/Kill

The CARE™ Process

Goozé describes a four-step process called CARE™ (Inscape Corp.), for Creating, Advancing, Refining and Execution. In the first phase, the project team generates an unfettered stream of ideas and concepts. "The creating step is characterized by a lack of constraints regarding existing rules or boundaries. Success in this step requires a view of the 'big picture' and a mind open to alternative solutions."

The best individuals to enlist for this process include those who:

Are good at exploring alternatives and discussing concepts
Are capable of realizing the master plan
Can easily move from one subject to another
Don't necessarily follow tradition
Go with "gut feelings" when making decisions

In the "Advancing" phase, ideas and concepts are moved forward. Using past experience and successful methods, a plan for implementation is developed. People who perform well as advancers:

Recognize ideas and directions early
Think of how a new idea could actually be implemented
Give the team a purpose
Focus on the purpose of achieving objectives efficiently
Can easily deal with more than one thing at a time

In the third phase, "Refining," the team methodically analyzes flaws or problems with the innovation ideas from the creating step. "You have an idea, you think it's a good idea, but you have to ask: What's wrong with it? As you move forward, there's intensive review: What did I leave out? What did I forget? This is the 'yes, but' step."

At this stage, he adds, you sometimes discover things that change everything and that may bring everything to a halt. But that's part of the process, especially if you risk exceeding resources available to support the project.

Finally, in the "Execution" or implementation phase, marketing activities take top priority. "The focus is on an orderly implementation that achieves a high-quality outcome. Successful execution requires focused objectives and guidelines. These will be natural results of the prior three steps, if they're done well."

The best executors:

Pay attention to details
Are methodical
Are cautious with new approaches
Finish everything they start

"Successful execution requires focused objectives and guidelines," Goozé says. "These will be natural results of the prior three steps -- if they're done well."

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Additional Resources

Below are links to more best practices as defined by our expert panel:

New Product Development: An Overview
Where Do New Ideas Come From?
The Voice of the Customer
New Product Strategy
New Product Development Process
New Product Launch
The CEO and New Product Development
The New Product Development Team
New Product Development Mistakes

 

More Testimonials

Lassen Innovation's CEO Nicholas J. Webb was engaged by our firm to help us with our product line strategy, as a direct result of his contributions we significantly reduced product cost, gained captive control over our quality and manufacturing and as a result significantly increased our company's sales and market share. Additionally Nicholas invented our market-leading product the "Flex Plug". What started out as a six-month engagement turned into a decade-long relationship that was directly responsible for driving our growth."
Curtis Freeman
President and CEO
Eagle Vision
Retired

"Lassen took our product concept from a vague idea to a product that will compete favorably with a highly entrenched competitor in a 100 million dollar market. The bottom line is they significantly exceeded our expectations."
Victor Kasatshko, CEO
LoungAir International, LLC

All rights reserved, Copyright 1995-2008, Lassen Innovation is a wholly owned subsidiary of Lassen Scientific, Inc.