商務英語必備口語資料參考

　　Intellectual Property Strategy

　　Make money fast before it is copied

　　Sustainable Growth

　　Waste of Effort (easily copied)

　　Expensive Waste of Effort

　　Easy Difficult

　　Ease of Entry

　　This product matrix divides ideas into four quadrants based on ease of entry into the market on one axis and uniqueness on the other. Ideas below the line should be discarded unless there is some way to move them above the line. Ideas above the line should be evaluated for intellectual property protection.

　　Step 3 is a decision point that frequently is the end of the decision process about which product ideas to pursue. They stop here because efforts beyond this point become much more expensive and until recently, there have not been many alternatives. If this is the last step, then the likelihood of failure is extremely high. It also helps to explain why so many people refer to the process as the “Fuzzy Front End” of product development as there is little to help predict the success or failure of the idea at this point.

　　Step 4. Take the ideas and turn them into product concepts. It involves researching customer requirements. It also involves testing the concept to determine if the concept will meet the needs of the customer. Marketing will analyze market potential and possible price points. This is also the step where engineering gets involved in producing concept drawings, models and possibly even prototypes. It also involves the engineers and accountants working together to develop estimated product costs and possibly even tooling costs. All this is done in an effort to determine whether or not it makes economic sense to continue to explore the development of an particular idea.

　　Step 4 has become more feasible with the introduction of new technologies (like 3D CAD Modeling, Stereo lithography, Room Temperature Vulcanization, Reaction Injection Molding and Rapid Solidification process) that allow for the rapid production of prototypes and economical, small production runs. This step is iterative in that a prototype is produced and put in the hands of a statistically significant number of end users. Feedback on the product is obtained that provides an opportunity to enhance the new product and it’s acceptance. This information is fed back to the designers of the product. New prototypes are developed and the process is repeated until the product attains a level of statistical success that can be projected against the target audience or the idea is dropped before huge sums of money are spent on production tooling, inventory and expensive market introductions.

　　My experience and recent research confirm that most companies spend more money determining the cost to produce an item than they do on researching customer acceptance. I believe this is one reason why many new products fail to achieve commercial success. Rapid change, increasing competition, complexity, organizational stress and high customer expectations have combined to make successful new products a key to profitability for inventors and manufacturer alike. The pace of the market provides less time to overcome new product failures and reestablish credibility. Speed to market is important, but Step 4 (The Product Accelerator Process) is critical to financial success with new products.

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