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TRAINING SME’S FOR NEW PRODUCT DEVELOPMENT MANAGEMENT

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TRAINING SME’S FOR NEW PRODUCT DEVELOPMENTMANAGEMENT

N. Bialis (1), A. Antoniadis (2), K. A. Jones (3) and C. Hall (4)(1) Associate Professor, Dept. of Production Enginnering and management,Technical University of Crete, Greece. bilalis@dpem@tuc.gr(2) Professor, Tecnological Educational Institute of Crete,Department of Mechanical Engineering, Greece. antoniadis@chania.teiher.gr(3) Managing Director, KAJ ISIS Ltd, Bedworth (UK). keith@kaj-isis.com(4) Managing Director, Chalice Projects Ltd (UK). carolyn@chalice-projects.com

ABSTRACTNew products are the focal point of competition and the lifeblood of successful companies.Developing high quality products more efficiently and effectively tops the competitive agenda forsenior managers around the world. The rapid evolution of marketable technologies - a key source ofcompetitiveness - is entirely dependent on a company’s ability to effectively manage its productdevelopments. SME’s are rather slow in adopting practices arising from large companies experiences.A toolkit (the PROMISE toolkit), suitable for SME’s has been developed. It contains a series of inter-linked tools, which focus on practical and supported ways of creating and customising a phased andcontrolled process that matches an individual SME’s needs to optimise the management of theirproduct developments. The training support materials that are included as an integral element of thetoolkit fall into two areas. Those that are directly concerned with assessing, designing, implementingand refining your customised GateWay process and a range of basic support skills, which are the coreskills necessary to optimise usage of the PROMISE process - all with a practical bias towards productdevelopment issues. Finally the toolkit is supplement this with material adapted from support trainingto assist the front-end tasks related to the creativity needs of product development ie. generatingcreative product concepts ideas and analysis of such concepts in respect of risk and “fit” with thecompany’s business strategy

KEYWORDS. New Product Development, Product Process Innovation, GateWay.1.INTRODUCTIONNew products are the focal point of competition and the lifeblood of successful companies.Developing high quality products more efficiently and effectively tops the competitive agenda forsenior managers around the world. The rapid evolution of marketable technologies - a key source ofcompetitiveness - is entirely dependent on a company’s ability to effectively manage its productdevelopments. Shorter lines of communication and relatively informal decision making can givesmaller companies an advantage over large corporations, meaning that product innovation is one areain which smaller companies can potentially outperform larger competitors.

There is certainly no shortage of product ideas and concepts flowing within SMEs. However, in alarge number of cases, there exists an inability to bring successful innovations to the marketplace in acontrolled and coordinated way. Vision and drive are not enough for successful on-going productdevelopments. A large number of studies over the past decade have indicated that SMEs frequentlysuffer in the management of their product innovation process through a lack of structure. Constantlysuccessful innovation requires discipline, good teamwork and the careful assessment of progress ateach phase.

A number of studies have indicated the urgent need to improve the competitiveness of Europeancompanies, and particularly SMEs, through improved product development. These results were alsoreinforced by findings from the market research survey undertaken within the scope of a number ofEEC supported projects. All the marker research indicates that SMEs are ripe for support. A survey ofSME’s across 5 Member States indicated similar results[3]:

• Only 17.5% of the sample could define their formal procedures for managing and controllingrisk of potential new products,

• Only 22.5% could define any formal product innovation procedures in-house.• 50% were totally dissatisfied with their current procedures for managing productdevelopments and a further 35% were looking to improve same• Only 17.5% had undertaken and/or implemented strategic training to support or improve theirproduct innovation process.

However virtually all actions to date have focused on improving the product innovation process inlarger companies where the resulting outputs are rarely directly transferable into SMEs, who require amore flexible less bureaucratic approach [5]. By looking at these good practices we have then adaptedthem specifically for SME usage and tested on a range of SME end-users.

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新产品开发流程英语作文

新产品开发流程英语作文

新产品开发流程英语作文Our new product development process starts with identifying market needs and gaps. We conduct thorough market research and gather feedback from potential customers to understand their pain points and desires.Once we have a clear understanding of the market needs, we brainstorm ideas for new products that can address those needs. We encourage creativity and innovation during this stage, and we welcome input from all team members.After selecting the most promising ideas, we move on to the concept development phase. This is where we flesh out the details of the product, including its features, design, and potential benefits to the customer.With the concept in place, we then create a prototype of the product. This allows us to test the product in real-world conditions and gather feedback from beta testers. We use this feedback to make any necessary adjustments to theproduct.Once the prototype has been refined and perfected, we move on to the production phase. This involves sourcing materials, setting up manufacturing processes, and ensuring that the product meets our quality standards.After the product has been manufactured, we conduct thorough testing to ensure that it meets all safety and quality standards. We also develop marketing and sales strategies to promote the new product to our target audience.Finally, we launch the new product into the market and closely monitor its performance. We gather feedback from customers and make any necessary adjustments to the product or its marketing strategy based on this feedback.。

Development_of_SMEs--Small and Medium Enterprises (SMEs)

Development_of_SMEs--Small and Medium Enterprises (SMEs)


4
BNM SME Survey
To assess state of SMEs, their requirements and issues 8,000 SMEs responded Results: – Low contribution to GDP; – Domestically oriented; – Constrained by capacity; level of technology; access to markets and resources to upgrade skills & production process; and – Financing:
11
Banking System: Services for SMEs
SME Units
Provision of financing and ancillary services to SMEs
Bumiputera Development Units
Address financing and developmental needs of Bumiputera entrepreneurs
2
Importance of SMEs
Thrust of national economic policy
– Strengthen domestic demand – Promote and diversify endogenous sources of growth – Infuse dynamism into economic sectors
Complement role of banks, esp. to finance start-ups Development Financial Institutions:
外资银行业务分类参考

外资银行业务分类参考

外资银行的业务跟中资银行大体上是一致的，一般根据服务对象的不同，分为两大板块：一、对公业务Corporate Banking针对企业、机构客户提供贷款、理财和融资等服务；二、零售业务Consumer Bank\ Retail Bank（或者叫消费银行/消费金融/Consumer Finance）零售银行是“主要向家庭和小企业提供服务的面向消费者的银行”。

零售银行的服务对象是普通大众市民、中小企及个人小户。

零售银行服务客户通常是透过银行分行、自动柜员机及网上银行等交往的。

与之对应的是批发银行(Wholesale Bank)。

注意区别：零售银行（retail bank)的概念＞个金业务（personal banking）以下是一个外资银行个金业务经理的工作职责：主要概括为：个人金融服务和HML业务Home Mortgage Loan(住房按揭/抵押贷款）1.develop VIP customer2. Home morgage loan service3. investment consulting：Fund, insurance and structured financial products recommends and sales4. channel buliding1.高端客户拓展；2. 制定和运作个人购房贷款方案；3. 制定和推荐个人理财规划方案\投资方案：基金、保险以及结构化理财产品；4. 渠道建设。

（具体讲，就是根据银行的客户发展战略，主动寻找客户，通过各种渠道与客户建立业务联系。

）金融产品的推荐要体现出专业性，仅靠客户经理自身努力还不够，背后还需要两个技术支撑:一个是产品经理(金融混业)，另一个是适当引入相关的专业机构，比如保险、证券、基金和期货公司。

它们可与产品经理一道，集中通过客户经理，传递更为专业的咨询信息。

企业银行业务又根据企业的规模有细分，如大客户部、GTS、SME等，解释如下：（1）Wholesale Bank（批发银行）的定义，由于不同国家不同时期对银行业务的管制差异而有所不同。

产品开发项目管理培训(汽车行业209页PPT)

产品开发项目管理培训(汽车行业209页PPT)

批准立项 Project Approval
7
界定项目范围
Define Project Scope
• 了解项目给予者实际的需要以及原因 Understand what the requestors really want and why they want it
• 确定要交付什么、什么时候交付以及向谁交付 Determine what the deliverables will be, when they will be required, and for whom they are intended
政府部门 Legal
研发部 Development Dept.
工程部 Engineering Dept.
质量部门 Quality Dept.
项目小组 Proj. Team
18
选择项目经理（续）
项目经理的工作既困难又值得。有时，经理必须协调与激励那些效 忠其所在职能区域经理的人员。以及那些经常做类似项目、具有经理本人 所缺乏的专门知识与技能的人员。尽管如此，经理仍应指导和评价他们的 工作。项目经理必需在被不确定性所困扰的环境中开展工作。而且往往还 有预算与时间限制，为项目经理造成额外的压力。最后，项目经理可能不 具备完成所有项目目标所需的职权。事实上，经理有时必需依靠其他人的 说服与合作才能认识到项目目标。
• 确定可用资源 Define availability of resources
• 确定衡量成功的标准 Identify measures of success
8
要考虑的问题
Questions To Consider
• 背景情况 Background information • 商业目标／项目目标 Business objectives/project objectives • 项目要求者／出资人／最终用户 Project requestor/sponsor/end user • 客户需求(交流计划、联络及优先顺序)