Idea Generation for Chocoberry Company - Essay Example

CHOCOBERRY CASE STUDY - SCENARIO ANALYSIS Chocoberry Case Study - Scenario Analysis Idea Generation What techniques will you propose to CB to generate ideas that can be developed into viable concepts? Three types of concept generation techniques that would be ideal for CB in generating viable ideas include: CB could consider evolutionary ideas generated from somewhere else; they could take existing product ideas and improve on them. Alternatively, CB could considers using the symbiotic idea generation techniques; symbiotic idea generation technique is a method where multiple ideas are considered, brainstormed on, and combined using a myriad of elements from each so as to generate a whole idea (Goffin, Lemke, & Koners, 2010). CB can also consider using computer-assisted discovery; this will help widen numerical and research possibilities. In fact, given the fact that the business that CB is involved in is more customer-oriented, I would recommend as it is in the process of idea generation, it must endeavor to ensure that they customer appreciated and embrace them. They can perform an in-house research to identify products that currently exist in the market, their flavor components, as well as their health effects-this in-house research can be broadened and widened by using the computer-assisted discovery (Goffin et al., 2010). The health effects and flavor components of other products, CB can use the symbiotic idea generation technique to standardize combine and correlate those effects and components into one whole new product idea. 2. Of the many methods for ideation offered in contemporary literature, which represents the best for CB in this situation, and why? The most important idea generation technique that I will recommend to CB will be the evolutionary technique, coupled with internal or in-house brainstorming, since it must be able to meet or even surpass the market health and flavor standards for chocolate products in the US market. Already, CB is a major distributor of chocolate manufacturing ingredients, thus it will be sensible for them to discuss and brainstorm on viable ideas. They can complement this process by using the technique of computer-aided discovery; this will enable them broaden and widen their base and their research possibilities, with regards to ideas of what the customers want or need (Bragg & Bragg, 2005). 3. Who might be selected to perform the ideation, and why? Why might you not select certain groups to perform the ideation? To carry out the ideation, I would recommend that CB should gather a team made up of people from various departments, with various skillsets and experiences to brainstorm, carry out concept screening, and recommend an idea that can be developed into a viable concept. On top of this list will recommend personnel from the product development and design department, manufacturing department, the marketing and sales department, accounting and costing department, and personnel from CB’s management. This team should also include an external product design and development consultant, who will bring an outsiders or third-party perspective with regards to idea generation. Such a group will ensure that all concepts proposed are screened and looked from a company-wide and market-wide perspective (Crawford & Di Benedetto, 2008). I would recommend the inclusion of customer representatives into the ideation team since their ideas may not, although important from their perspective, put into consideration other important aspects of product generation. In fact, it may be risky, since there may be a likelihood of idea leakage to competitors. This team will just be able to brainstorm, lay out various product concepts, their projected sales values, costs, manufacturing requirements, as well as their design and marketing requirements; these will then be screen and a concept(s) agreed upon will be presented to the management for consideration. 4. Having screened the ideas to a select few, how are concepts generated from the ideas, and when? Once the ideas have been screened, CB can be able to review the ideas on the basis of sales analysis, costs analysis, as well as other support information. Thus, the team, during brainstorming can be able to discern which of the proposed concepts will sell, will be fiscally affordable to design and manufacture, and which concept will be able to realize return on investments quickly; this is to imply, the brainstorming and idea generation team, through the review of concepts, will be able to decide, which of the proposed ideas is a more viable concept. Idea Evaluation 1. Enumerate the criteria that might be applied to appropriately assess the ideas and to eventually rank them according to their potential for CB. It is good to always divide the idea generation or brainstorming team into groups of five people or three people, for instance, a staff member from the accounting department, from the design and product development department, from the manufacturing department, from the sales and marketing department, and a design and product development consultant. Such an inclusive group will enable each of the members to identify the strengths and weakness of each pitched idea from the perspective of their department’s goals. Once these groups have been created, each will perform a SWOT and PESTEL analysis on each pitched idea. Afterwards, the brainstorming team will converge as a whole and brainstorming on the result of SWOT and PESTEL analysis; this will narrow down the ideas to about the best three or two, of which will undergo a cost-benefit analysis, paired comparison analysis and consensus mapping to combine the concepts and yield one viable concept (Loebmann, 2002). It is also be important to estimate demand of the pitched ideas based on the customer capabilities, as well as review the shelf price of existing products in the market. 2. Who would conduct the evaluation and why? The evaluation will be performed by the idea generation team already constituted; this is because the team is all-inclusive and will represent view-points from various departments and interests. 3. Focusing on the select few concepts, what are the evaluative criteria that might be used to isolate the one or two that should be recommended for further development? The few selected concepts will be evaluated based on the existing capability for production, available shelf space for placing of products in retails stores or supermarkets. The evaluation will also be based on estimate demand of the pitched ideas based on the customer capabilities, as well as review the shelf price of existing products in the market. 4. Who would conduct the concept evaluation and with what tools? The evaluation will be performed by the idea generation team already constituted; this is because the team is all-inclusive and will represent view-points from various departments and interests. Such an inclusive group will enable each of the members to identify the strengths and weakness of each pitched idea from the perspective of their department’s goals. Once these groups have been created, each will perform a SWOT and PESTEL analysis on each pitched idea. Afterwards, the brainstorming team will converge as a whole and brainstorming on the result of SWOT and PESTEL analysis; this will narrow down the ideas to about the best three or two, of which will undergo a cost-benefit analysis, paired comparison analysis and consensus mapping to combine the concepts and yield one viable concept (Crawford & Di Benedetto, 2008; Loebmann, 2002). References Bragg, A., & Bragg, M. (2005). Developing New Business Ideas: A Step-by-step Guide to Creating New Business Ideas Worth Backing. New York: Financial Times /Prentice Hall. Crawford, M., & Di Benedetto, A. (2008). New Products Management (9th Editio.). New York: McGraw Hill Irwin. Goffin, K., Lemke, F., & Koners, D. U. (2010). Identifying Hidden Needs: Creating Breakthrough Products. London: Palgrave Macmillan. Loebmann, A. (2002). The TRIZ-Methodology - an always ongoing innovative cycle. The TRIZ Journal, (March). Retrieved from http://www.triz-journal.com/archives/2002/03/d/index.htm Read More