1. The Textbook Model Access to Customer Identification of Need
Creation/Discovery of Technology
channel
brand
existing customers
Ulrich

2. Technology Push via partner, OEM customer, or (rarely) on own…
Creation of Technology
Identification of Need
Access to Customer
channel
brand
Ulrich

4. Product Development Process

5. Concept Development Process

6. #66 2 – Location Reporting Fish Tape
Fish tape with tip that tells you where it is
Uses RF
Exterior hand held sensor like stud finder locates it
Could have sensor on second fish tape and auditory feedback that tells you when one approaches the other $

16. Initial Concepts
Best Ten
Best Three
Final Name
AstroPong
Catapong
Catapulooza
Experipult
FlingThing
Fooz
Funpult
Hurlicane
Hurlitzer
LearningLever
PennPong
Physazz
PingFling
Pongit
Slingcat
Swish
TheCatapult
Varipult
Xpult

17. The Statistical View of Opportunities

20. Expected Quality of Best Idea as Function of Number of Ideas
Source:
Approximation based on calculations from distribution of 247 venture ideas from 47 individuals.

21. Quality of Output q q q

22. West Philadelphia X-Prize Team

24. N
Fraction of Ideas
Singletons
197
68%
Pairs 22 8%
Triples 12 4%
Clusters of 4 16 6%
Clusters of 5 5 2%
Clusters>5 38
13%

25. Fraction of Opportunities Identical (50% threshold)
New Ventures
Web-Based Products
New Products I
New Products II
Classroom Technologies N
Fraction of Ideas
Singletons
139
60%
175
70%
197
68%
165
58% 78
25%
Pairs 30
13% 40
16% 22 8%
14% 6 2%
Triples 12 5% 4% 27 9%
Clusters of 4 16 6% 4 1% 0%
Clusters of 5 10 5
Clusters>5 39
17% 38 45
221
71% 25

26. Ulrich

27. What should be the shape of the funnel?

31. Tournaments Tend to be Combinations of “Cascades” and “Whirlpools”

32. Cascades and Whirlpools
Calendar time is critical.
Raw opportunities are abundant and inexpensive.
Learning. The process of developing opportunities leads to an increased ability to identify good opportunities.

33. How Important is the Raw Idea?
A hot-shot race-car named Lightning McQueen gets waylaid in Radiator Springs, where he finds the true meaning of friendship and family.

35. Project Mission Statement
Assume you work within a company with a strong focus on selling and marketing to college students. Your senior management has asked your team to develop a new product to address a product category in the college student market.
The constraints on your project are:
The product is highly likely to require fewer than 10 custom components.
The product is highly likely to be sold to the end consumer for less than $49.99.
The product could be sold through a specialty retail channel near the Penn Campus (EMS, The Bookstore, Urban Outfitters)
The product is a physical good and not software or a service.
Some existing products:
(clip-on fender)
(shoelace clip)
iPod case
Ulrich

36. Urban Cart The cart hauls gear efficiently in urban settings. Market
Urban dwellers who transport stuff on streets and sidewalks via foot and/or bicycle.
Suburban dwellers who transport stuff more than 50 meters from the car.
100% of Penn Students (N=20,000) engage in transporting stuff.
Unmet Needs
the cart is the “one” device I need for all my hauling.
the cart hauls my groceries over tough urban terrain.
I can use my cart with my bike.
Some Existing Solutions
Three Possible Concept Directions
1. Bin Cart
2. Tray Cart
3. Convertible gear/bag cart
convertible from hand to bike mode
hangs shopping bags
stackable/nesting bins
minimal cart frame
300mm pneumatic tire
tray contains all cart parts
stores under bed

37. Innovation Process – OPIM/MEAM/IPD 415/515
N (?) profitable
products
~30 teams of 2
~15 teams of 4
~15 products offered for sale at Design Fair
~60 opportunities developed by individuals
concept
prototypes
and purchase-intent survey
opportunity pitches and multivote
Darwinator system
~600 opportunities identified by individuals
~300 opportunities submitted by individuals
Ulrich