 “

“Business Process”
Pengembangan Teknologi dan
Produk Baru
*Proses Pengembangan Produk Baru
Marketing Management (Kotler , 2009)
http://kasusmanajemen.files.wordpress.com/2011/09/npd.png
1) Pemunculan gagasan (idea generation)

 Pengembangan baru dimulai dengan

penelitian terhadap berbagai gagasan produk
baru.
 Pemunculan gagasan baru harus sesuai
dengan jenis usaha perusahaan dan
konsumen sebagai salah satu sumber
yang paling logis untuk mencari
gagasan-gagasan produk baru.
2) Penyaringan gagasan (idea screening)

 Tujuan penyaringan adalah

mengurangi banyaknya gagasan
dengan mencari dan
menghilangkan gagasan buruk
sedini mungkin.
3)Pengembangan dan pengujian konsep
(concept development and testing)
 Suatu ide atau gagasan yang lolos penyaringan
selanjutnya dikembangkan menjadi beberapa
alternatif konsep produk.
 Dalam hal ini, konsep produk berbeda dengan
gagasan produk dan citra produk.
 Suatu gagasan produk adalah gagasan bagi
kemungkinan produk yang oleh perusahaan dianggap
bisa ditawarkan ke pasar.
 Suatu konsep produk adalah versi terinci dari ide
yang diungkapkan dalam istilah konsumen yang
punya arti, sedangkan suatu citra produk (image)
adalah gambaran khusus yang diperoleh dari produk
nyata atau calon produk.
 4)Pengembangan strategi pemasaran
(marketing strategy development)

 Pernyataan strategi pemasaran terdiri dari tiga bagian

untuk memperkenalkan produk ke pasar.
 Bagian pertama menjelaskan ukuran, struktur, dan tingkah
laku pasar sasaran, penempatan produk yang telah
direncanakan, penjualan, bagian pasar, serta sasaran
keuntungan yang hendak dicari pada beberapa tahun pertama.
 Bagian kedua dari pernyataan strategi pemasaran
menguraikan harga produk yang direncanakan, strategi
distribusi, dan biaya pemasaran selama tahun pertama.
 Bagian ketiga menjelaskan penjualan jangka panjang yang
direncanakan, serta sasaran keuntungan dan strategi bauran
pemasaran selama ini.
 5) Analisis usaha (business analysis)

 Bila manajemen telah menentukan konsep

produk dan strategi pemasaran, perusahaan
bisa mengevaluasi daya tarik usulan usaha
itu.
 Manajemen harus menilai penjualan, biaya,
dan perkiraan laba untuk menentukan apakah
mereka telah memenuhi tujuan perusahaan.
Jika telah memenuhi, produk bisa bergerak
maju ke langkah pengembangan produk.
 6)Pengembangan produk
(product development)

 Bila konsep produk lolos dari uji analisis

usaha, konsep itu lalu menuju riset dan
pengembangan dan/atau rekayasa untuk
dikembangkan menjadi produk fisik.
 Bagian riset dan pengembangan membuat
satu atau beberapa versi bentuk fisik dari
konsep produk agar bisa menemukan sebuah
prototipe yang memenuhi konsep produk dan
dapat diproduksi dengan biaya produksi yang
telah dianggarkan.
7)Pengujian pasar (market testing)

 Pengujian pasar ialah keadaan

dimana produk dan program
pemasaran diperkenalkan kepada
kalangan konsumen yang lebih
otentik untuk mengetahui
bagaimana konsumen dan
penyalur mengelola, memakai, dan
membeli-ulang produk itu dan
seberapa luas pasarnya.
 8)Komersialisasi

 Tahap komersialisasi menyangkut

perencanaan dan pelaksanaan strategi
peluncuran (launching strategy) produk
baru ke pasar.
 Dalam melemparkan suatu produk,
perusahaan harus memutuskan:
kapan, dimana, pada siapa, dan
bagaimana.

Business Process
of New Food Product
Development

Dase Hunaefi, STP, MFoodST

Disampaikan di Kuliah TPPIV_SJMP 2010
 Outline

 BACKGROUND
 STAGES IN PRODUCT DEVELOPMENT
 ROLE OF NEW PRODUCTS IN
CORPORATE STRATEGY
 MANAGEMENT OF NEW PRODUCT
DEVELOPMENT
 FAILURE AND SUCCESS OF NFPD
* Background of NFPD

 Life cycle of the product

 Business competitive
 Business Opportunity (Investment)
 New technology (processing and
packaging)
 Consumer need and lifestyle
 *Stages in product development
style 1

 1. Corporate decision
 2. Ideas stage - collation of background
information, generation, screening, concept
development
 3. Business analysis
 4. Technical product and process development -
product design and formulation, prototype
development, concept testing, performance
evaluation, costing
 5. Market testing, marketing plan development
 6. Scale up
 7. Commercialisation/product launch
*Stages in product development
style 2

 1.Corporate decision
 2. Ideas stage
 3. Business analysis
 4. Concept development and testing,
 5.Development of product design brief
 6.Technical product and process development
 7. Costing and economic evaluation
 8. Market testing, marketing plan development
 9. Scale up and production trials
 10.Commercialisation/product launch
* ROLE OF NEW PRODUCTS IN CORPORATE STRATEGY
Corporate issues [1]

 Corporate policy, objectives

 Commitment to new products; financial
input; status of product development in
management
 Strategy for new products – truly new?, me
too?, line extension?,
 new markets or market segments?,
consistent with an IMAGE (eg Regal Superior
or premium quality of biscuit product)
 Company structure: role definitions, product
development manager/team
 Corporate issues [2]
SWOT analysis

 Assess internal situation and capabilities

 Strengths and Weaknesses of a SWOT analysis

– Product life cycle analysis of existing products

 Scan external environment - Opportunities and

Threats of a SWOT analysis
– Market analysis of existing products
*Management of new product development
[1]

 Varies widely from company to company, especially

with size of company

 Sometimes under marketing, sometimes

under research and development, sometimes
stand alone section

 Some companies outsource product development -

can be cheaper but confidentiality is an issue. (PD is
a very secretive activity for most companies)
*Management of new product development
[2]

Product development teams:

 are common
 different teams for different products (often many
products being developed at same time!)
 ideally multifunctional
 should include: food technologists, marketing,
engineers, accountants, purchasing, production,
QC, QA, legal/regulatory
 good communication is essential
 regular meetings
Management of new product development
[3]

 Need product manager or champion to coordinate

the development and liaise with management

 Need strategic partnerships with suppliers (raw

materials, ingredients), packaging companies,
producers of complementary products, overseas
companies producing similar products for different
markets.
Aim of the product development
project

 Ultimate outcome desired by company

 Unambiguous
 May specify product type, raw material,
target market, technology or process,
equipment
Constraints faced by companies in
developing new products

 • Product
 • Processing
 • Marketing
 • Financial
 • Company
 • Environmental
 • Legal
Companies need to be aware of these
Constraints faced by companies in
developing new products 1

Product
 • Appearance
 • Nutritional value
 • Packaging
 • Keeping quality
 • Method of use
 • Safety aspects
 • Formulation
 • Storage method, e.g. frozen, refrigerated, ambient
temperature
Constraints faced by companies in
developing new products 2

Processing
 • Equipment available
 • Capacity of plant
 • Raw materials including seasonal availability
 • Waste utilisation/disposal
 • Energy usage
 • Water usage
 • Labour availability
Constraints faced by companies in
developing new products 3

Marketing
 • Distribution channels
• Price range
• Promotion
• Target market
• Timing//
Constraints faced by companies in
developing new products 4

Financial
 • R&D budget
 • Capital expenditure
 • Inventory holding capacity – raw
materials and product
 • Raw material costs
Constraints faced by companies in
developing new products 5

Company
 • Company policy - diversification, stick
to knitting
 • Company structure
 • Location of plants
 • Expertise available in house
 • Agreements with other companies
Constraints faced by companies in
developing new products 6

Environmental
 • The economy, business cycles
• Trade agreements
• Existing products
• Zoning restrictions
• Waste emission restrictions
• Infrastructure - transport availability
Constraints faced by companies in
developing new products 7

Legal
 • Food regulations
 • Licences, patents
 *Factors of New Product Failures

FAILUREREASON ELABORATION
MARKETTOOSMALL INSUFFICIENTDEMANDOFTHE
PRODUCT
POORMATCHFOR COMPANYCAPABELITIESDO
COMPANY NOTMATCHPRODUCT
REQUIREMENTS
NOTNEW/NOTDIFFERNT APOORIDEATHATREALLY
NOTREALBENEFIT PRODUCTSDOESNOTOFFER
BETTERPERFORMANCE
POORPOSITIONING/MISS- PERCEIVEDATTRIBUTESOFTHE
UNDERSTANDINGOF PRODUCTSARENOTUNIQUE
CONCUMERSNEED
INADEQUATESUPPORT PRODUCTFAILSTOGENERATE
FROMCHANNEL EXPECTEDCHANNELSUPPORT
FORCASTINGERROR OVERESTIMATIONOFSALES
COMPETITIVERESPONSE QUICKANDAFFECTIVECOPYING
CHANGEINCUSTOMERS SUBSTANTIALSHIFTIN
TASTE CUSTOMERPREFERENCE
CHANGEIN DRASTICBEFOREPRODUCTCHANGEINISKEYUSEF
ENVIRONMENTAL UL
CONSTRAIN ENVIRONMENTALFACTOR
INSUFFICIENT'ROI' POORPROFITMARGINANDHIGH
COST
 *Success of NPD

 Speed of NPD process compare to

competitor
 Correct timing of launching
 The project is focus although many
projects in the same time
 Right decision “stop or go”
References:
 Brody,A.L., and Lord,J.B. 2000. Developing New Food
Products for a Changing Marketplace. CRC
Press. New York.

 Earle, M & Earle, R 1999, Creating New Foods The Product

Developer’s Guide, Chandos Publishing (Oxford) Limited,
Oxford, England.

 Fuller, GW 1994, New Food Product Development From

Concept to Marketplace, CRC Press, Florida, USA.
THANK YOU