part 1:Find an article that discusses the two topics of market research and innovation.Summarize the article, noting examples and key points.Next, analyze the article. What do you think about what is discussed? Are there key considerations missing or other issues?Finally, how do you see market research evolving in the future, specifically considering online/social factors and the dramatic increase in available data?Please include a link to the article.The essay should be at least 300 words. part 2：Use the Stage-Gate model (Links to an external site.) （https://www.designorate.com/stage-gate-new-product-development-process/）to develop a theoretical new product or service. Some of your businesses might be service-based, so you may have to be creative in thinking about a new project. If you have any problems thinking of a product or service idea, please let me know and I’ll help you think of one. Here is another resource on the model. Actions While you will not actually be creating a new product, you can still detail the requirements for each stage as well as the metrics you will use to make a decision to continue to the next stage or stop the project. Since this is a theoretical exercise, you can make assumptions while completing each phase. In short, the Stage-Gate model has the following six phases:Stage 0: Discover. In this phase, you think of a new product or service idea. Stage 1: Scoping. This is where you evaluate the idea on its viability and marketability. A SWOT analysis is often used for this phase.Stage 2: Building a Business Case. Further define the product, the manufacturing requirements, a project plan, and estimated revenues. Stage 3: Development. A prototype or prototypes are developed. Stage 4: Testing and Validation. The prototype is tested. If there is a problem, the team goes back to the development stage. If it works, the product can be prepared for Stage 5. Stage 5: Launch. A marketing strategy is developed and the product is made available to customers. How about a real-world example? Here’s a Stage-Gate approach from the Centers for Disease Control (Links to an external site.). Note how much more complex it is compared to the version we use in this course. It is included here just so you can get an idea of how much this model can expand and be used not only for product development but also project management. IT may also give you ideas of items to include in your Stage-Gate assignment. Part 2Create a 5 slide presentation that outlines the different kinds of innovations described in the supplemental reading (product, process, and business model). You can supplement your description using chapter 9 from the Entrepreneurship e-book. On the fourth slide, provide a real-world example of each innovation type. On the fifth slide, describe how market research can be integrated in the Stage-Gate model.STAGE GATE REVIEW ASSESSMENT DASHBOARD
Initiation Phase
Concept Phase
Planning Phase
Requirements Phase
Design Phase
Development Phase
Test Phase
Implementation Phase
O&M Phase
Disposition Phase
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REVIEW STATUS
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Project Name
Business Owner
Project Manager
Primary Contact
Current Phase
Legend
Approved
Approved w/Conditions
Rejected
Not Applicable
Pending Review
Executive Summary
Stage Gate Review Assessment
v0.04
For more information, instructions, and accompanying Practice Guide information
Please visit the CDC Unified Process website at
http://www.cdc.gov/cdcup/
Or contact the CDC Unified Process at
cdcup@cdc.gov
INITIATION PHASE ASSESSMENT
Project Name
Business Owner
Project Manager
Primary Contact
Current Phase
Overall Review Status
Overall Review Comments
Initiation Phase
Pending Review
STATUS
Acquisitions
Pending Review
Budget
Pending Review
CPIC
Pending Review
Enterprise Architecture
Pending Review
Finance
Pending Review
Human Resources
Pending Review
Performance
Pending Review
Section 508
Pending Review
Security
Pending Review
EPLC Deliverables
Pending Review
Phase Exit Criteria
Pending Review
CONCEPT PHASE ASSESSMENT
Project Name
Business Owner
Project Manager
Primary Contact
Current Phase
Overall Review Status
Overall Review Comments
Initiation Phase
Pending Review
STATUS
Acquisitions
Pending Review
Budget
Pending Review
CPIC
Pending Review
Enterprise Architecture
Pending Review
Finance
Pending Review
Human Resources
Pending Review
Performance
Pending Review
Section 508
Pending Review
Security
Pending Review
EPLC Deliverables
Pending Review
Phase Exit Criteria
Pending Review
Formal Governance
Pending Review
PLANNING PHASE ASSESSMENT
Project Name
Business Owner
Project Manager
Primary Contact
Current Phase
Overall Review Status
Overall Review Comments
Initiation Phase
Pending Review
STATUS
Acquisitions
Pending Review
Budget
Pending Review
CPIC
Pending Review
Enterprise Architecture
Pending Review
Finance
Pending Review
Human Resources
Pending Review
Performance
Pending Review
Section 508
Pending Review
Security
Pending Review
EPLC Deliverables
Pending Review
Phase Exit Criteria
Pending Review
Formal Governance
Pending Review
REQUIREMENTS PHASE ASSESSMENT
Project Name
Business Owner
Project Manager
Primary Contact
Current Phase
Overall Review Status
Overall Review Comments
Initiation Phase
Pending Review
STATUS
Acquisitions
Pending Review
Budget
Pending Review
CPIC
Pending Review
Enterprise Architecture
Pending Review
Finance
Pending Review
Human Resources
Pending Review
Performance
Pending Review
Section 508
Pending Review
Security
Pending Review
EPLC Deliverables
Pending Review
Phase Exit Criteria
Pending Review
DESIGN PHASE ASSESSMENT
Project Name
Business Owner
Project Manager
Primary Contact
Current Phase
Overall Review Status
Overall Review Comments
Initiation Phase
Pending Review
STATUS
Acquisitions
Pending Review
Budget
Pending Review
CPIC
Pending Review
Enterprise Architecture
Pending Review
Finance
Pending Review
Human Resources
Pending Review
Performance
Pending Review
Section 508
Pending Review
Security
Pending Review
EPLC Deliverables
Pending Review
Phase Exit Criteria
Pending Review
Formal Governance
Pending Review
DEVELOPMENT PHASE ASSESSMENT
Project Name
Business Owner
Project Manager
Primary Contact
Current Phase
Overall Review Status
Overall Review Comments
Initiation Phase
Pending Review
STATUS
Acquisitions
Pending Review
Budget
Pending Review
CPIC
Pending Review
Enterprise Architecture
Pending Review
Finance
Pending Review
Human Resources
Pending Review
Performance
Pending Review
Section 508
Pending Review
Security
Pending Review
EPLC Deliverables
Pending Review
Phase Exit Criteria
Pending Review
TEST PHASE ASSESSMENT
Project Name
Business Owner
Project Manager
Primary Contact
Current Phase
Overall Review Status
Overall Review Comments
Initiation Phase
Pending Review
STATUS
Acquisitions
Pending Review
Budget
Pending Review
CPIC
Pending Review
Enterprise Architecture
Pending Review
Finance
Pending Review
Human Resources
Pending Review
Performance
Pending Review
Section 508
Pending Review
Security
Pending Review
EPLC Deliverables
Pending Review
Phase Exit Criteria
Pending Review
IMPLEMENTATION PHASE ASSESSMENT
Project Name
Business Owner
Project Manager
Primary Contact
Current Phase
Overall Review Status
Overall Review Comments
Initiation Phase
Pending Review
STATUS
Acquisitions
Pending Review
Budget
Pending Review
CPIC
Pending Review
Enterprise Architecture
Pending Review
Finance
Pending Review
Human Resources
Pending Review
Performance
Pending Review
Section 508
Pending Review
Security
Pending Review
EPLC Deliverables
Pending Review
Phase Exit Criteria
Pending Review
Formal Governance
Pending Review
OPERATIONS & MAINTENANCE PHASE ASSESSMENT
Project Name
Business Owner
Project Manager
Primary Contact
Current Phase
Overall Review Status
Overall Review Comments
Initiation Phase
Pending Review
STATUS
Acquisitions
Pending Review
Budget
Pending Review
CPIC
Pending Review
Enterprise Architecture
Pending Review
Finance
Pending Review
Human Resources
Pending Review
Performance
Pending Review
Section 508
Pending Review
Security
Pending Review
EPLC Deliverables
Pending Review
Phase Exit Criteria
Pending Review
DISPOSITION PHASE ASSESSMENT
Project Name
Business Owner
Project Manager
Primary Contact
Current Phase
Overall Review Status
Overall Review Comments
Initiation Phase
Pending Review
STATUS
Acquisitions
Pending Review
Budget
Pending Review
CPIC
Pending Review
Enterprise Architecture
Pending Review
Finance
Pending Review
Human Resources
Pending Review
Performance
Pending Review
Section 508
Pending Review
Security
Pending Review
EPLC Deliverables
Pending Review
Phase Exit Criteria
Pending Review
Stage Gate Review Assessment
v0.04
For more information, instructions, and accompanying Practice Guide information
Please visit the CDC Unified Process website at
http://www.cdc.gov/cdcup/
Or contact the CDC Unified Process at
cdcup@cdc.gov
Stage Gate Process
by Robert Cooper
This article explains the concept of the Stage Gate process by Robert Cooper in a practical way.
After reading it, you will understand the basics of this powerful innovation and project
management concept.
Original Source
What is the Stage Gate process?
The State Gate process is a patented trademark of Dr Robert Cooper. The model
focuses on the innovation process and is also referred to as the waterfall process. It is
a project management technique, in which an initiative or project takes place, divided
over several stages. These stages are separated by so-called ‘gates’; the decision
points for whether or not to proceed to the next stage. This model can be used when
developing new products, process changes or improvements.
Gates
At each gate, a decision is made whether to continue the process or not. This decision
is based on the prognosis and information available at that moment and in most cases
is made by a manager or steering committee. The quality of an idea is assessed at each
of the gates. This concerns the quality of the execution, business motivation to continue
financially and the action plan showing what needs to be done in order for the project to
have a chance at succeeding. After each gate, one of the following decisions can be
made:
Go
The project is good enough to move on to the next stage.
Kill
The project is not good enough to develop further and is shut down right away.
Hold
The project is not good enough to continue to develop it at this moment, but not so bad
that it needs to be shut down immediately. It is put on hold to possibly be resumed at a
later date.
Recycle
The project is good enough to develop further, provided some changes are made.
Stages
The Stage Gate process consists of a number of stages, which are connected to each
other by gates. Each stage is designed to collect specific information:
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Stage 0: discovery
Stage 1: scoping
Stage 2: business plan concept
Stage 3: development
Stage 4: testing and validation
Stage 5: launch and implementation
Depending on the size of the project, 2, 3 or all 5 stages are completed. A project that
focuses on major product innovation will go through all 5 stages. A project with less risk
will suffice with just stage 1 (scoping) and stage 2 (development of the business plan)
and developing it to stage 4 (testing and validation). With very small or simple
adjustments, only stage 3 (development) and stage 4 (testing and validation) will be
implemented. Examples are marketing requests or an application to modify an existing
product.
Stage 0: discovery
This initial preparatory stage determines which project a company wants and is able to
carry out. Ideas can be generated in brainstormingsessions. Employees are not the only
ones involved in this part. Customers and suppliers also provide useful information. An
idea is first selected and then proposed. If the idea is not worth the effort, the gate
closes here.
Stage 1: scoping
This stage is all about evaluating the product and the associated market. What are the
product’s strengths and weaknesses and what can it bring to the user/consumer in
terms of added value? This stage takes all the possible threats from competitors into
account. Based on the assessed threat, production will or will not continue. The greater
the threat, the greater the chance that the gate will close.
Stage 2: business plan concept
Now that the product is impervious to competition, a business plan is drawn up. This is
the last stage of concept development and is crucial before the starting with
development of the actual product. This stage is very labour-intensive and includes substages that need to be completed:
Product definition and analysis
The customer value is determined by finding out which benefits the product offers and
what conditions and functions it must meet. This information can be retrieved with the
help of interviews and surveys. We also look at the environment and the competition.
Creating the business plan
In this document the product is described and defined, including the legal health and
safety requirements.
Creating the project plan
This plan contains a list of all tasks that are planned during the entire development
process, and the people who will carry them out. The expected launch date can also be
found in this plan.
Feasibility review
This includes a feasibility study in which different departments assess the plan’s
chances of succeeding. If, after this stage, it appears that the business concept does
not have sufficient potential to generate turnover, the gate will close.
Stage 3: development
During this stage, the plans from the previous steps are carried out and simple tests are
conducted. For example, at this stage customers can be asked what they think of the
product. The development team also creates a timeline with specific milestones that
have to be achieved. This timeline can be revised and updated regularly. It also
incorporates multi-functional teamwork; different departments provide input with expert
advice. This ultimately results in a product prototype, which will be extensively tested
during the next stage. The gate will remain closed if the product has not been
sufficiently developed.
Stage 4: testing and validation
This stage covers product testing and validation. They also look at the manufacturing
process and how the product is accepted by customers and the market. This also
means that a number of sub-stages are completed during this stage:
Near testing
The purpose of this test is to identify possible production errors or other issues. It is no
longer a prototype; the product is almost ready to be sold. The groups that carry out this
test are closely tied to the organisation. They include staff, regular customers and
suppliers.
Field testing
In this part, the product is tested in the field by various participants who can make a
valuable contribution. This is usually done with the help of customers. It is important to
find out whether this target group is interested in the product, which characteristics they
consider important and in which context the product will be used.
Market testing
This test is optional If the product is offered in the market, it has already passed through
the previous test stages. This means that sometimes, after a period, the product is
assessed to see whether it sufficiently matches the needs and wishes of the consumer.
The product is usually pretty much in its final form after testing. However, there also has
to be a good marketing plan to launch the product. If not, the gate to the next stage will
remain closed.
Stage 5: launch and implementation
The marketing strategy comes into play during this stage in the Stage Gate process.
The product is ready to be launched, which will include a fair amount of hype, by means
of for instance an advertising campaign, free publicity (press releases) and interviews.
An estimate is made about the quantity that will be sold. Policies regarding production,
inventory and distribution must be set up. The sales team is predominantly responsible
for ensuring a smooth process.
Effective gates
The transitions between the different stages are in the Stage Gate Process monitored
by the gates mentioned earlier. These gates have the added function of putting a stop to
the development of weak projects in order to prevent unnecessary work. After all, that
can cost a lot of time and money. In that sense, the gates are the points that provide an
overview of the project so far. This is the crucial moment to make go / kill / hold / recycle
decisions and set priorities. It is important that these ports have clear and visible criteria
beforehand. In most cases this is done based on components that the project must
meet at that specific level in development. If the project fails to meet the criteria, the
decision is made to stop developing further.
Advantages of the Stage Gate process
The Stage Gate process has a number of advantages. The most important can be
found below:
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•
•
•
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Reducing production errors
Reducing errors and waste of raw materials
Internal focus on the right projects
Good communication between different departments
Clarity about all planned projects
Good communication between external stakeholders, including customers, partners
and suppliers
It’s Your Turn
What do you think? What are your experiences with the Stage Gate process? Do you
recognize the practical explanation or do you have more suggestions? How do you
determine whether to continue with a process or not?
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