Portfolio management for new products:
Saved in:
| Main Authors: | , , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York
Perseus Publ., Basic Books
2001
|
| Edition: | 2. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XIV, 382 S. graph. Darst. |
| ISBN: | 9780738205144 0738205141 |
Staff View
MARC
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| 245 | 1 | 0 | |a Portfolio management for new products |c Robert G. Cooper ; Scott J. Edgett ; Elko J. Kleinschmidt |
| 250 | |a 2. ed. | ||
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Record in the Search Index
| _version_ | 1804129076631306240 |
|---|---|
| adam_text | Contents
Exhibits ix
Acknowledgments xiii
Chapter 1
The Quest for the Right Portfolio Management Process 1
What Is Portfolio Management? 3
What Happens When You Lack Effective Portfolio Management 4
A Roadmap of the Book 6
Portfolio Management Is Vital 7
Much Room for Improvement 9
Major Challenges for Portfolio Management 10
Some Definitions 13
Chapter 2
Three Decades of R D Portfolio Methods:
What Progress ? 15
Recent Advances in Portfolio Management Methods 16
Where Portfolio Management Stands Today 19
Major Gaps between Theory and Practice 20
Portfolio Management: It s Not So Easy 21
Requirements for Effective Portfolio Management 23
What the Leaders Do: Three Goals in Portfolio Management 26
Chapter 3
Portfolio Management Methods:
Maximizing the Value of the Portfolio 29
Goal 1: Maximizing the Value of the Portfolio 29
Using Net Present Value to Get Bang for Buck 29
Expected Commercial Value 34
The Productivity Index (PI) 40
Options Pricing Theory (OPT) 42
Dynamic Rank Ordered List 43
The Dark Side of the Financial Approaches to Project Evaluation 45
Valuation Methods: Scoring Models 46
vi Contents
Developing and Using Scoring Models 56
Assessment of Scoring Models 68
Checklists As Portfolio Tools 70
Paired Comparisons 71
Value Maximization Methods: Summing Up 71
Chapter 4
Portfolio Management Methods:
Seeking the Right Balance of Projects 73
Goal 2: Achieving a Balanced Portfolio 73
Bubble Diagrams 74
Variants of Risk Reward Bubble Diagrams 79
Other Bubble Diagrams 92
Bubble Diagram Recap 95
Other Charts for Portfolio Management 95
Balance: Some Critical Comments 103
Chapter 5
Portfolio Management Methods:
A Strong Link to Strategy 105
Goal 3: The Need to Build Strategy into the Portfolio 105
Linking Strategy to the Portfolio: Approaches 106
Developing a New Product Strategy for Your Business—
A Quick Guide 108
Moving to the Attack Plan 119
Product and Technology Roadmaps 121
Strategic Buckets: A Powerful Top Down Approach 123
Strengths and Weaknesses of Top Down Approaches 129
The Special Case of Platform Projects 133
A Variant on Strategic Buckets: Target Spending Levels 135
Bottom Up Approach: Strategic Criteria Built into
Project Selection Tools 136
Top Down, Bottom Up Approach 138
But How Much Should We Spend? 142
Summary 144
Chapter 6
Portfolio Management Methods Used
and Performance Results Achieved 145
The Average Business 145
The Best and Worst Performers 147
Satisfaction with Portfolio Management Methods 148
The Nature of Portfolio Methods Employed 150
Popularity and Use of the Various Portfolio Methods 155
Contents vii
Which Methods the Best Performers Use 158
Specific Project Selection Criteria Employed 159
Selecting Projects in Rounds 161
How Specific Portfolio Methods Perform 162
The Benchmark Businesses 166
Conclusions and Advice from Our Practices and Performance Study 168
Chapter 7
Challenges and Unresolved Issues 173
General Conclusions 173
Specific Conclusions and Challenges Identified
in Effective Portfolio Management 176
Challenges and Issues 185
Portfolio Management Is Not the Complete Answer 203
The Path Forward 206
Chapter 8
Data Integrity: Obtaining Reliable Information 207
Types of Information Required 208
Marketing, Revenue, and Pricing Data 210
Manufacturing or Operations and Related Costs 228
Estimating Probabilities of Success 231
Estimating Resource Requirements 236
Deal with Uncertainties: Sensitivity Analysis
and Monte Carlo Simulation 242
Summary 245
Chapter 9
Making Strategic Allocations of Resources:
Deployment 247
In Search of the Right Portfolio Method 247
Resource Allocation Across Business Units: The Methods 248
Deciding the Spending Splits: The Strategic Buckets Model 250
Strategic Buckets: A Step by Step Guide 251
Some Features of the Strategic Buckets Decision Process 265
Summary 268
Chapter 10
Making Portfolio Management Work for You:
Portfolio Management and Project Selection 269
Three Key Components of the Portfolio Management Process 269
Strategy: The First Key Driver of the Portfolio Management
Process (PMP) 270
viii Contents
Gating: The Second Key Driver of the Portfolio Management
Process 271
Portfolio Reviews: The Third Key Driver of the PMP 273
Two Fundamentally Different Approaches to a Portfolio
Management Process 274
Approach 1: The Gates Dominate—An Overview of
How It Works 275
Approach 2: The Portfolio Review Dominates 290
Pros and Cons of Approach 1 Versus Approach 2 300
In Conclusion: An Integrated Decision System 301
Chapter 11
Designing and Implementing the Portfolio
Management Process: Some Thoughts
and Tips Before You Charge In 303
Before You Charge In 303
Stage 1: Defining the Requirements 304
Stage 2: Designing the Portfolio Management Process—
Key Action Items 310
Stage 3: Trial Installation and Adjustments 321
Stage 4: Implementation and Improvement 325
Winning at New Products 331
Appendixes
Appendix A: Overhauling the New Product Process 333
Appendix B: Sample Gate 3 Screening Criteria (Scored) 341
Appendix C: NewPort Max™ Software: A Tool for
New Product Portfolio Management 345
Appendix D: The NewProd™ 3000 Model 347
Reference Notes 349
Index 365
About the Authors 381
Exhibits
1.1 What happens when you have no portfolio management method 5
1.2 Importance of portfolio management by functional area 8
1.3 Portfolio performance results on six key metrics 10
3.1 List of projects, NPVs, and resource needs 31
3.2 Rank ordered list of projects 32
3.3 Determination of expected commercial value of project 35
3.4 ECC s determination of expected commercial value 36
3.5 ECC s rank ordered list according to ECV/Dev 38
3.6 Company G: dynamic rank ordered list 44
3.7 The six projects rank ordered 45
3.8 Celanese scoring model 50
3.9 DuPont s attractiveness scorecard 53
3.10 Composite best practices criteria scorecard 54
3.11 Hewlitt Packard differential application of criteria by project type 57
3.12 Royal Bank of Canada s portfolio scoring criteria with
operational definitions 61
3.13 Prioritized list of projects at Royal Bank of Canada 62
3.14 A typical checklist of must meet criteria 69
4.1 Risk reward bubble diagram for Company T: A chemical company 77
4.2 3M s risk reward bubble diagram showing uncertainties 80
4.3 Procter Gamble s three dimensional risk reward
bubble diagram using nonfinancial axes 81
4.4 Risk reward bubble diagram using nonfinancial axes 82
4.5 Reckitt Benckiser probability of success versus NPV 83
4.6 Specialty Minerals risk reward bubble diagram using
scored axes 85
4.7 Reckitt Benckiser s market/concept attractiveness versus
ease of implementation 86
4.8 Definition of factors composing market/concept attractiveness and
ease of implementation for Reckitt Benckiser 87
4.9 Reckitt Benckiser financial attractiveness versus
market/concept attractiveness 89
4.10 Royal Bank s portfolio map of ease versus project importance 90
4.11 Example of Bayer s market by technology newness matrix 93
4.12a Market and technology risk bubble diagram 93
4.12b Unilever s managing risk in innovation 96
4.13 Strategic intent bubble diagram at Rohm and Haas 96
x Exhibits
4.14 C.R. Bard s strategic risk impact matrix 97
4.15 Popular bubble diagram dimensions 98
4.16 Bar graph to represent capacity utilization 98
4.17 Bar graph showing timing of product launches 99
4.18 Cash flow versus time at Reckitt Benckiser 99
4.19 Pie chart of spending allocation across project types 100
4.20 Pie charts for breakdown of resources by product lines and
markets 101
4.21 Customer needs tree for hair care products 102
4.22 Graph of customer needs versus portfolio spending 102
5.1 The major steps in developing a new product strategy 109
5.2 Market share and growth 110
5.3 Competitive strategy and differentiation 111
5.4 Example of a market map—custody, trust, and settlements
(financial institutions) 112
5.5 Profit pool maps—U.S. auto industry 113
5.6 Disruptive technology framework that helps to eliminate
strategic blind spots 114
5.7 Ways to define arenas: A product/market matrix 117
5.8 Strategic map—arenas plotted 118
5.9 The product roadmap: the major initiatives in a process
equipment manufacturer 122
5.10 Technology roadmap: hardware/software/architecture 123
5.11 Six project categories (used in an SBU in Exxon Chemical) 125
5.12 The Mercedes Benz star method of allocating resources
across project types 127
5.13 Familiarity matrix—technology and market newness 127
5.14 Projects prioritized within strategic buckets 128
5.15 Target spending levels—guides to spending across key
dimensions 134
5.16 Royal Bank of Canada strategic map 140
5.17 Royal Bank of Canada—prioritized list of projects by
product group 141
6.1 Portfolio metrics used in the study 147
6.2 Portfolio performance results on six key metrics 149
6.3 Satisfaction with portfolio management methods 149
6.4 Explicitness and formality of portfolio management by
business performance 151
6.5 Portfolio management characteristics—formality and decision
style 153
6.6 Portfolio management characteristics—level in corporation 154
6.7 Popularity of portfolio methods employed 155
6.8 Dominant portfolio methods employed 156
Exhibits xi
6.9 Strategic buckets method—how projects are ranked within
buckets 156
6.10 Criteria used to rank projects against one another 160
6.11 Selection criteria in first and second round tradeoffs 161
6.12 Strengths and weaknesses for each portfolio method 163
6.13 Satisfaction with project selection methods 164
7.1 Findings, conclusions, challenges, and issues in designing an
effective portfolio management process 177
7.2 Reckitt Benckiser s logic flowchart of selection model 183
7.3 Red flags for projects 189
7.4 Factors that drive new product success at the project level 205
8.1 The front end of the process 211
8.2 Summary of Stage 2 actions: building the business case 213
8.3 Standard concept test questionnaire 221
8.4 Rohm and Haas—matrix for commercial success 232
8.5 Rohm and Haas—matrix for technical success 233
8.6 Celanese—technical success scoring model 233
8.7 NCR s new risk model employed for ECV calculations 234
8.8 Expected contributions to development time for the
average project 240
8.9 Expected contributions to development time for a
new to the company, complex project 240
8.10 Average time per stage across various industries 241
9.1 Linkage between corporate and business unit strategy 249
9.2 Typical corporate allocation model 250
9.3 The current portfolio breakdown: the status quo in L P
Division 254
9.4 Strategic planning map for L P Division 256
9.5 First cut allocation of resources using a Delphi like approach 258
9.6 Result of first cut allocation decision 258
9.7 Ranked list of projects for L P Division by project type 261
9.8 Business Group D—ranked list of projects by project type 263
9.9 Business Group D s risk reward bubble diagram 264
9.10 Each business group s allocation of total R D budget 266
9.11 Result of the allocation decision process 266
10.1 The three part decision process in portfolio management 270
10.2 Overview of a typical Stage Gate™ process 272
10.3 The two part decision process at gates 275
10.4 Sample criteria for gate 3 and scores for Hydro P project 279
10.5 Prioritized list of active and on hold projects 281
10.6 Business Group D s spending breakdowns 282
10.7 Alternative version of business Group D s risk reward diagram 288
10.8 The three decision processes for PMP—Approach 1 290
xii Exhibits
10.9 Approach 2—portfolio management intersecting with
new product process 291
10.10 Ventura s forced ranking on each criterion 297
10.11 Overview of Ventura s portfolio—first cut 298
11.1 Portfolio management system—approach plan 304
11.2 Three decision processes: NP strategy, portfolio review,
and stage gating 308
11.3 Dimensions used to split spending into buckets 313
11.4 Sample list of key metrics and characteristics of projects
in the master database 318
11.5 Ten ways to fail at portfolio management design
and implementation 331
|
| any_adam_object | 1 |
| author | Cooper, Robert G. 1943- Edgett, Scott J. Kleinschmidt, Elko 1942- |
| author_GND | (DE-588)132027690 (DE-588)17175171X (DE-588)172188970 |
| author_facet | Cooper, Robert G. 1943- Edgett, Scott J. Kleinschmidt, Elko 1942- |
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| dewey-ones | 332 - Financial economics |
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| discipline | Wirtschaftswissenschaften |
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| id | DE-604.BV014196756 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T18:59:23Z |
| institution | BVB |
| isbn | 9780738205144 0738205141 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-009731555 |
| oclc_num | 48778507 |
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| physical | XIV, 382 S. graph. Darst. |
| publishDate | 2001 |
| publishDateSearch | 2001 |
| publishDateSort | 2001 |
| publisher | Perseus Publ., Basic Books |
| record_format | marc |
| spelling | Cooper, Robert G. 1943- Verfasser (DE-588)132027690 aut Portfolio management for new products Robert G. Cooper ; Scott J. Edgett ; Elko J. Kleinschmidt 2. ed. New York Perseus Publ., Basic Books 2001 XIV, 382 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Gestion de portefeuille - Modèles mathématiques Gestion de portefeuille rasuqam Portfolio-analyse gtt Productbeleid gtt Produit nouveau rasuqam Mathematisches Modell Portfolio management Mathematical models Portfoliomanagement (DE-588)4115601-8 gnd rswk-swf Produktentwicklung (DE-588)4139402-1 gnd rswk-swf Portfoliomanagement (DE-588)4115601-8 s DE-604 Produktentwicklung (DE-588)4139402-1 s Edgett, Scott J. Verfasser (DE-588)17175171X aut Kleinschmidt, Elko 1942- Verfasser (DE-588)172188970 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009731555&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Cooper, Robert G. 1943- Edgett, Scott J. Kleinschmidt, Elko 1942- Portfolio management for new products Gestion de portefeuille - Modèles mathématiques Gestion de portefeuille rasuqam Portfolio-analyse gtt Productbeleid gtt Produit nouveau rasuqam Mathematisches Modell Portfolio management Mathematical models Portfoliomanagement (DE-588)4115601-8 gnd Produktentwicklung (DE-588)4139402-1 gnd |
| subject_GND | (DE-588)4115601-8 (DE-588)4139402-1 |
| title | Portfolio management for new products |
| title_auth | Portfolio management for new products |
| title_exact_search | Portfolio management for new products |
| title_full | Portfolio management for new products Robert G. Cooper ; Scott J. Edgett ; Elko J. Kleinschmidt |
| title_fullStr | Portfolio management for new products Robert G. Cooper ; Scott J. Edgett ; Elko J. Kleinschmidt |
| title_full_unstemmed | Portfolio management for new products Robert G. Cooper ; Scott J. Edgett ; Elko J. Kleinschmidt |
| title_short | Portfolio management for new products |
| title_sort | portfolio management for new products |
| topic | Gestion de portefeuille - Modèles mathématiques Gestion de portefeuille rasuqam Portfolio-analyse gtt Productbeleid gtt Produit nouveau rasuqam Mathematisches Modell Portfolio management Mathematical models Portfoliomanagement (DE-588)4115601-8 gnd Produktentwicklung (DE-588)4139402-1 gnd |
| topic_facet | Gestion de portefeuille - Modèles mathématiques Gestion de portefeuille Portfolio-analyse Productbeleid Produit nouveau Mathematisches Modell Portfolio management Mathematical models Portfoliomanagement Produktentwicklung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009731555&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT cooperrobertg portfoliomanagementfornewproducts AT edgettscottj portfoliomanagementfornewproducts AT kleinschmidtelko portfoliomanagementfornewproducts |