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Situation
| Profitable
solid catalyst manufacturer
trying to understand which projects to invest in and prioritize in the NPD pipeline |
| Conflicting feedback
from Sales, R&D, and Product Line Management on what performance
dimensions and product capabilities that customers valued. Lack of
alignment between functions |
| Proliferation of
low value projects in pipeline |
Actions Taken
|
Developed “Customer Value Model” to evaluate top-line potential for
several potential product performance
dimensions and product capabilities to develop |
| Reverse-engineered customer P&Ls,
and designed and implemented structured interviews to determine areas
and magnitude of customer benefits from several new potential product
capabilities |
|
Determined value to customers for each of the capabilities |
Results
|
Client gained better understanding about which
product capabilities had the highest value to customers, and why |
| This
guided subsequent investments in new product
concepts, which are in development today and still look attractive |
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