CNI人力资源精品之研发效率RDTODAYADDRESSINGANDENHANCINGRESEARCHDEVELOPMENTSEFFECTIVENESS

1、www.mycnir&d today: addressing and enhancing research & developments effectivenessconcepts, case studies, and debatable ideaskenny ongcni holdings berhadwww.mycniin other words how do we make r&d more effective?www.mycnibefore that how is r&d not effective?1.top down process problem2

2、.because i can - competency problem3.poor business value ignorance problem4. no budget - alignment problem5.not-invented-here ego problemwww.mycnicontents:a. how do we make r&d more effective?1. know your business2. research3. reverse marketing4. alignb. r&d today rd&dc. issues and chall

3、engeswww.mycnir&d for what?r&dproductprocesswww.mycnisowhat is our product?research develop sell improvecoffee?shampoo?events?marketing plan?customers?www.mycnia1. know your businessthe anchor for all decisionswww.mycniabout: cni1. 20 years old2. core business: mlm3. others: contract manufac

4、turing, export, trading, ecommerce, f&b retail4. malaysia, singapore, brunei, indonesia, india, china, hong kong, philippines, italy, taiwan5. staff force: 5006. distributors: 200,0007. products: consumer goods and serviceswww.mycniintro: mlm1. sell through people2. relationship & people ski

5、lls3. compensation plan4. follow-up5. integrity6. r&d7. training8. functions & events9. tight regulationswww.mycniintro: cnicnis business model backgroundfactorycniedcspleaderscustomersr&dwww.mycniwhat is the business model?uspmarket disciplineprofit modelwww.mycnibusiness model: uspuniq

6、ue selling proposition (usp)=targeted customer=core buying purpose/ customer value proposition/ job to be done (jbtd)www.mycnibusiness model: usp“the product is not the product” what is the customer really buying? what is the “core buying purpose”?www.mycnibusiness model: usp1. insufficient wealth2.

7、 insufficient access3. insufficient skill4. insufficient timewww.mycnibusiness model: profit modelrevenuecostmarginwww.mycnibusiness model: market discipline mamak stallwww.mycniwhat are they really buying?they are the most innovativeconstantly renewing and creativealways on the leading edgea great

8、deal!excellent/attractive priceminimal acquisition cost and hasslelowest overall cost of ownershipa no-hassles firmconvenience and speedreliable product and serviceexactly what i needcustomized productspersonalized communicationstheyre very responsivepreferential service and flexibilityrecommends wh

9、at i needim very loyal to themhelps us to be a successproduct leadershipoperationalexcellencecustomerintimacywww.mycnioperational excellence(low cost producer)ref: the discipline of market leaders, michael treacy & fred wiersema; 1995product leadership(best product)customer intimacy(best total s

10、olution)strategy: value disciplineswww.mycnioperational excellencecompetitive priceerror free, reliablefast (on demand)simpleresponsiveconsistent information for alltransactionalonce and donecustomer intimacymanagement by facteasy to do business withhave it your way (customization)market segments of

11、 oneproactive, flexiblerelationship and consultative sellingcross sellingproduct leadershipnew, state of the art products or servicesrisk takersmeet volatile customer needsfast concept-to- counternever satisfied - obsolete own and competitors productslearning organizationstrategy: value disciplinesw

12、ww.mycnithe mcplaybook*make it easy to eat 50% drive-thru meals held in one handmake it easy to prepare high turnover tasks simple to learn & repeatmake it quick “fast food” tests new products for cooking timesmake what customers want prowls market for new products monitored field tests*adapted

13、from: businessweek , februrary 5th 2007www.mycni.om.mywww.mycnioperational excellence(low cost producer)ref: the discipline of market leaders, michael treacy & fred wiersema; 1995product leadership(best product)customer intimacy(best total solution)focus: value disciplineswww.mycnioperational ex

14、cellence(low cost producer)ref: the discipline of market leaders, michael treacy & fred wiersema; 1995product leadership(best product)customer intimacy(best total solution)focus: value disciplineswww.mycni.com.mywww.oobey.com www.mycniwhat does the customer want?* treacy & wiersema, the disc

15、ipline of market leaders, 1995product/service attributesrelationshipimagewww.mycniwhat does the customer want?* treacy & wiersema, the discipline of market leaders, 1995product/service attributespricequalitytimeselectionsmart shopperrelationshipimageoperational excellence: quality and selection

16、in key categories with unbeatable priceswww.mycniwhat does the customer want?* treacy & wiersema, the discipline of market leaders, 1995product/service attributesbrandtimefunctionbest productrelationshipimageproduct leadership: unique products and services that push the standardswww.mycniwhat do

17、es the customer want?* treacy & wiersema, the discipline of market leaders, 1995product/service attributesservicetrusted brandrelationshipimagecustomer intimacy: personal service tailored to produce results for customer and build long-term relationshipsrelationswww.mycnibusiness situation vs. r&

18、amp;dupturnflatdownturnfight complacencysharpen edgekeep momentumconquernpd cycle timeimprove edgeextensionscounter competitorinnovationacquireprofitsbuild momentumsalescash flowfocused on breakthroughjv, in-source, out-sourceeliminate bottom 20%improve top 15% revenue-generating products r&d, s

19、aleswww.mycnia2. researchlies. deception. statistics.www.mycniproblem“in business after business, 60% to 80% of lost customers reported on a survey just prior to defecting that they were satisfied or very satisfied.”hbr march/april 1996www.mycnidangers of best practice and benchmarkingwww.mycni.co.m

20、ycompany performancehighlowbest practice theorieslowhighzero performancetrend line“selection bias and the perils of benchmarking”, jerker denrell, harvard business review 2005www.mycnidangers of best practice and benchmarkingcompany performancehighlowbest practice theorieslowhighzero performancetren

21、d line“selection bias and the perils of benchmarking”, jerker denrell, harvard business review 2005www.mycnidangers of best practice and benchmarkingselection bias:1. success traits = failure traits2. successful cases + failure cases3. worst effects in old industries4. overvalue best practice theori

22、es5. current accomplishments unfairly magnified by past achievements6. reverse causalwww.mycnidangers of best practice and benchmarkingalso known as beware of consultants:1. selection bias2. big vs. small company3. selective success stories4. correlation vs. causal5. survey problems6. practical vs.

23、glamour-to-have7. leaders who benchmarkwww.mycniinput filtersmkt rscr&dresearchdevelopmentfilterfilterfiltermarketingfilterwww.mycniinformation drifts (1/2)1. availability drift: looking for convenienceyou give more weight to information thats more readily available to you.2. experience drift: i

24、nfluenced by personal prejudiceyou tend to see things in terms of your personal or professional interest. 3. conflict drift: struggling with beliefsyour natural tendency is to reject information that conflicts with your beliefs.4. recall drift: trusting your memoryyou more easily recall information

25、about things familiar to you.www.mycniinformation drifts (2/2)5. selectivity drift: picking your prioritiesyou screen out information and observations about things that do not interest you.6. anchoring drift: weighing answers too heavilyif you lack experience in a specific area, you hang on to or an

26、chor to the first information you hear.7. recency driftyou place greater emphasis on what has just happened to you.8. favorability driftyou are more likely to look harder for information that supports your beliefs rather than input that is obvious in front of you.www.mycnia3. reverse marketingwhat w

27、e can vs. what we needwww.mycniwhat we needed the birth of malaysias 1st tongkat ali ginseng coffeewww.mycnithe “old” daysinventr&dbuildmanufacturingmarketmarketingsellsaleswww.mycnithe “new” daysinventbuildmarketsellr&dmanufacturingmarketingsaleswww.mycnimarketing 101productpromotionpricing

28、place4pswww.mycnimarketing & r&dproductpromotionpricingplace4psfeaturesbrandtargetlogisticswww.mycnimarketing & r&dfeaturesbrandtargetlogisticspricepromotionplaceproductikea apple nestle asuswww.mycnia4. alignrunning in the same direction with the proper resourceswww.mycnistrategy: 4

29、-wheelsphilosophycorporate objectivecorporatestrategystructureresourcesleadershippersonwww.mycnistrategy: framework leader vs. innovator bloom vs. prune breakthrough vs. incremental horizon timing vs. quality internal, external, outsourced topdown vs bottomup blockbuster vs. multiplier vs. pyramidph

30、ilosophywww.mycnistrategy: framework org structure job design c&b policies & procedures decision making job fit management systems bsc and kpis decentralized & empowerstructurewww.mycnistrategy: framework technology equipment information channels partnerships, alliances brand funding &am

31、p; allocation*resourceswww.mycni*funding & allocationcnis performancemarket potentialsell outsidesell iplicense out ipsell ipdropre-investexchange ipwww.mycnistrategy: framework vision/mission/philosophy leadership style r&d importance delegation & empowerment c&b, promotions sense o

32、f urgency speak regularly about customers appetite for riskleadershipwww.mycnistrategy: framework specialist career ladders competencies* co-habitation team vs. individual standard or creative? c&b, retention toys in-source? co-source? jv? bpo?personwww.mycnistrategy: frameworkphilosophycorporate objectivecorporatestrategystructureresourcesleadershippersonwww.mycnib. r&d today rd&dr&d in totalitywww.mycnir&d today rd&d garnier digidesign point 1: designed to selldesign point 2: before-after r&