1
Innovation Process Management
(IPM)
Louise Travers
2
So the main objectives of this
training are..,
? Brief history and background of IPM
? Lotus Notes
? Explain how to use IPM IT Tools (Inoplan)
– starting a project
– managing a project in Inoplan
– viewing projects in Inoplan
? Post Launch Evaluation procedure
? IPM support (network; Info & Feedback)
----------------------------------------------------------------
? Project Management (Jane Turner)
? Risk Management (Mike Trevethan,Yalin Xu)
3
The Unilever IPM - The Goal
“Big,bold,consumer-relevant innovations -
rolled out fast”
4
Innovation in Unilever
? Historically
– poorly managed
process
– no priority or focus
– fragmented
– unambitious
Unilever
P&G
5
UEC commit to common
Unilever IPM
? On July 31st 1997 the UEC 'unanimously and enthusiastically'
committed to adopting a single common IPM across the whole of
Unilever,
? This will become a normal way of working for all of us,
? It's essential components are
–all Unilever Companies will establish and gatekeep a funnel
–funnels contain innovation projects of all kinds
–the funnels contain the sum of all Unilever innovative and brand
launch/relaunch activity
–the funnels and the 8Q Activity Plans are electronically linked
–as a result authorised viewers can access excellent information
on innovation projects of relevance to them
–transparent,global project information will flow,
6
Inoplan,Current Statistics
? 176 Companies using Inoplan
? 7558 projects in the Inoplan system
– including 2213 already brought to market
– plus around 2390 ideas in Innopad
? 1450 Brands- currently
7
A bit of history -
What has happened/will happen
Business IT
1997 Definition of Development of
Development the IPM process the IT tool
1998 Training & Enabling IT
Implementation Projects coding infrastructure
1999 Digestion of Wider & more
Institutionalisation discipline/embedding sophisticated IT
culture tools
Maximisation of Benefits
(now onwards)
8
1,There are regular - preferably monthly - Gate Meetings at which all
strategic decisions on company projects are made,
2,The Gate Meeting is chaired by the Chairman/MD (or by exception other
Board Director) and all relevant Board Directors/functional heads are in
attendance,
3,There is a formal process for monitoring risk,
4,Original innovation projects which involve substantive capital and/or
market place investments must bring Simulated Test Market evidence to
Launch Gate,
5,INOPLAN to be installed in all Unilever Companies,
6,All projects to be entered into INOPLAN and managed via INOPLAN,
7,New for 2000,Innovation Rate-using the Unilever IPM definitions is being
applied & reported quarterly (see theUnilever IPM-Innovation Rate Manual)
8,New for 2000,The key learnings from ALL projects (whether successful or
not) are being documented and PLE (within 12 months of launch date) are
being completed for all projects that are taken to market,
The IPM Mandatories
- for all Operating Companies
9
The Unilever IPM Accreditation
? Depending on the implementation status,each company falls into one of the
following status,
(i)Accredited
(ii)Gold
(iii)Grey
? For fuller definitions of each refer to IPM Documentation under Info & Feedback
database
? IPM Champion responsibility to apply - nomination form in I&F
? To get the Unilever IPM accreditation,not only the system has to be implemented
and users trained,but also IPM has to be at the heart of the company and become
an ongoing process for managing innovation,
? China BG
– Unilever Taiwan Accredited
– Unilever China (Foods) Gold
– Unilever China (HPC) Gold
– Unilever China (Ice Cream) Gold
– Unilever Hong Kong Gold
10
CRIT E RIA NO T E %
ACH I E VE D
ACC RE DIT E D I mplement a t io n Co mplet ed AND Co mpa ny mee t s a ll Unilev er I P M
M a nda t o rie s, I P M ha s bec o me a n o ng o ing pro ce s s f o r ma na g ing
I nno v a t io n,Ac cr edit a t io n No mina t io n re ce iv ed,re v iewe d in de t a il,
AND f o rma lly a ppro v ed,1 3 8 /1 7 1
81%
G O L D I mplement a t io n Co mplet ed ( f ull po rt f o lio o f pro j ec t s v is ibl e in B G
P o rt f o lio wit h g o o d da t a ), 3 1 /1 7 1
18%
G RE Y I mplement a t io n St a rt ed but NO T Co mplet ed ( s o me but no t a ll
pro j ec t s v is ibl e in B G P o rt f o lio ; a nd/ o r da t a no t cle a n), 0 /1 7 1
1%
B L ACK I mplement a t io n No t St a rt ed ( no pro j ec t s v is ibl e in B G P o rt f o lio ),
0 /1 7 1
0%
KEY STATISTICS
11
S PECI A L
S TATU S
TOT A L
(ex cl u d i n g
S p eci al S ta tus
u n coded )
% AC C R ED A C C R EDI TE D GOLD GR EY
C oded U n coded
A FR I C A 14 100 % 14 0 0 0 0
C A ME 17 94 % 16 1 0 0 2
C EE 18 72 % 13 5 0 0 0
C HI N A 5 20 % 1 4 0 0 0
EAPG 12 50% 6 5 1 0 0
FBE 24 54 % 13 11 0 0 2
FN A 7 57 % 4 3 0 0 2
HPC E 26 100% 26 0 0 1 0
HPC N A 5 100 % 5 0 0 0 0
I C FE 21 95 % 20 0 1 0 0
LA 22 91 % 20 2 0 0 3
TOT A LS 171 81% 138 31 2 1 9
IPM GLOBAL SUMMARY
12
Inoplan & IPM IT Toolset
? Innopad (HPC and Foods)
– chance for fame and glory,your wild ideas for new products
? Teamwork
– where the raw data goes in (that?s you)
– project management
? Portfolio
– collections of projects (Category or Business Group
aggregation)
? Learnings Archives and General Archives
? Toolbox (HPC only)
– storehouse of Brand success (technical,marketing,packaging,
claims)
13
ST R UC T UR E OF T HE E NHANC E D IN OPL AN
BG P ortf ol io s
Ca tego ry
Po rtfo lio s
Ca tego ry
Learn ing s
Archiv es
BG Lea rnin gs
Archiv es
G eneral Archi ve s
Team wo rk
s
O r al
G l oba l
C A ME
al l C at ego r i es
FN A
A l l C at ego r i es
C ul i nar y
gl oba l
O ral/ C ul i nary/
O r al
G l oba l
C ul i nar y
G l oba l
C A ME
A l l C at ego r i es
O r al /
C A ME
C ul i nar y/
FN A
FN A
A l l C at ego r i es
C H A R T B
C A ME FNA
Structure
of Inoplan
14
IPM,a game of 2 halves
Managing a Project
Creating a
Project
Gates
Documents
Reports
Managing a portfolio
of Projects
C/T matrix
Funnels
8QAP
Resource
demand
Networks
15
What is an Innovation Project?
? An Innovation Project is any project involving the launch,or
other material change to a brand in a given country and/or the
innovative endeavour leading up to it,
? Examples
– Pond's Foaming Cleanser
– Persil Tablets
– Dove Deo
? Counter examples
– On-going cost saving programmes
– Promotional Activities
– Administrative Projects
16
Before starting a project.,
? Before Starting
– look in Toolbox (successful projects)
– look in Innopad (electronic suggestion box)
– look in Inoplan (current projects in funnels)
– look in General/Learnings Archive (post mid-2000) for similar
projects
17
DEMO -
Innopad
18
To start in Inoplan
? To Start a Project
– authorised person creates and supplies certain project ?codings? in
ideas phase
? project leader/deputy project leader
– team builds draft charter
– team leader ?proposes? charter to gatekeeper
– roll out or Fast Track project can be created further down funnel
19
Coding a project into a
Teamwork.,
Definitions of fields within
Project Parameters
20
The Unilever IPM - definitions 1
?'Original' Project
– brand innovation being undertaken for the first
time in Unilever
?'Roll Out' Project
– a project involving the launch of either a new brand
mix or product has been launched or is already in
the process of being developed by another Unilever
company
21
The Unilever IPM - definitions 2
An innovation project is any project involving the launch,or other
material change to a brand in a given country and/or the innovation
endeavour leading up to it including
?Launch - a new brand name for the consumer in a country
?Relaunch - a material change to an existing brand mix
?New variant - same brand,same product form but a new item in the range,
?Line extension - takes the brand into a new category or sub-category
?New product format - same sub-category in a new and materially different
format
?No change project - no material change to the brand mix is intended
?Brand migration - a project to merge part or all of the mix of one brand with
that of one or more other brands
22
Managing a project in Inoplan - 1
? A Project Leader needs to be correctly defined in aXessor
in order to gain edit access rights in Teamwork ie,before
they can create a project,
? A project is created by an authorised Project Leader
?coding? it to the Project Parameters area of the
Teamwork database..,
? Project Leader is responsible for adding Team
Members/Guest Members
?,..In comes the need for Picklists - Project Parameters are
fed by the Picklists which are maintained by IPM
Operations Centre,
23
PickList Manager
? There are Picklists for,
? Category/Sub-Category
? Company
? Brand
? Business Group/Category
? Currency
? Gatekeeper
? Picklists feed Teamwork,aXessor,
Innopad so it is imperative they are
kept up to date,
24
Managing Projects in Inoplan -2
Project Leader Responsibilities
Once a project has been coded in the Project Leader is responsible for,
leading the project and the project team
?proposing the Gate document at each gate and moving the project through
the funnel
?amending the parameters (e.g,launch date) as and when necessary,
Gate documents are cumulative,For instance an ?approved? Charter
becomes a ?draft? Contract to which further information can be
subsequently added,
If the Project changes nature so radically to require a fundamental
rewrite,then this suggests that the project be closed and a new project
begun,
25
Gatekeeper Responsibilities
? Have an input to the strategy
? Control resources for the projects
? Have responsibilities for communicating project requirements
? Have the right information/experience to make decisions
? Three fundamental decisions,
– Kill the project
– Ask for more information/clarification
– Approve the move to the next phase
? Once approved the project will move into the next stage of
the funnel (draft status),
Managing Projects in Inoplan -3
26
Funnel Stages
The
originator
provides
some
consumer
evidence
of merit
and
business
relevance
The
consumer
interest
technical
and
commercial
robustness
are
checked.,
The brand
mix will be
developed
& sourcing
arrangements
finalised
Fine tune
all mix
elements,
pipe line
filling &
support
plan
Evaluate
market
performance
consumer
reactions.,
Project
goes into
Toolbox
27
Funnel Phases and Gates
Feasibility Capability Ideas
Contract
gate Charter
gate
Launch
gate
Launch
preparation
Rollout
gate
Post Launch
evaluation
L
a
u
n
c
h
Rollout
Contender
Charter,
Draft
Proposed
Approved
Contract,
Draft
Proposed
Approved
Launch,
Draft
Proposed
Approved
Rollout,
Draft
Rollout,
Draft
Proposed
Rollout,
Approved
28
DEMO -
Creating a project in Teamwork
29
? INOPLAN is a set of FOUR databases which are provided to support
the management of brand innovation in Unilever
? It is designed to help YOU to do your job - reflecting what you do
and how you actually do it!
? Saves time and money by reducing the need for physical meetings
? Easy communication between a Gatekeeper and project leaders
? Transparent
? Only do it once
? Email facility
? Gate Documents are cumulative
? Enable cross-functional teams
Benefits of working in Teamwork
30
Project Leaders
? editing and updating team documents,project parameters and gate
documents for presentation to gatekeepers
Team Members
? keeping documentation up to date
Quality in - Quality out!
It is down to you!
Major board level decisions will be made on the basis of this
information!
Inoplan,Who needs to input?
31
Checklist for Project Leaders..,
32
? Project Name must be unique
? Indicate whether Original or Rollout,if rollout then create project using the original name and add
country abbreviation to indicate rollout
? Positioning should be as per global recognized listing
? Launch date status must be updated as the project progresses down the funnel,
? Company priority is an internal indicator
? Business impact is a global indicator for the project
? Definition of Consume Value Perception and Enabling Technology must conform to the Unilever
definition as per the Unilever IPM Team Member Manual
? IC Resource Allocated From must be agreed with the relevant parties before it is indicated in he
project; and URL Resources Allocated must be part of Category Research Programme,
? Target Launch Date must be relevant through the life of the project
? Financial figures must be inputted in the denominations indicated,
? Team members and Guest members must be selected from the Unilever Name and Address book and
not typed in as freetext,
? RISK SCANNING (Initial and Risk Quick Scan if needed),
? Post Launch Evaluation after 9-12 months of the launch,
Checklist for Project Input
33
- Trying out Teamwork yourself
IPM - Live
34
Post Launch Evaluation
35
Funnel Stages - Recap,
The
originator
provides
some
consumer
evidence
of merit
and
business
relevance
The
consumer
interest
technical
and
commercial
robustness
are
checked.,
The brand
mix will be
developed
& sourcing
arrangements
finalised
Fine tune
all mix
elements,
pipe line
filling &
support
plan
Evaluate
market
performance
consumer
reactions.,
Project
goes into
Toolbox
36
Post Launch Evaluation
Do not propose the project before at
least LEARNINGS have been typed in,
37
1,The following two new sections to the gate document have been added,
Section 13,,Team Learnings” to capture a few short learnings on all
completed projects, whether they make it as far as launch or not,
Section 14,,Summary of Post Launch Evaluation” for the headlines on the
performance of the launched project in its local market,This section is to be
completed within 12 months of launch and is applicable both for projects
recommended as Rollout Contenders,and for projects that have been less
successful (in order to capture learnings for the future),
2,A separate Post Launch Evaluation Form in Team Documents has been
added for a more extensive description of the same,
3,A second archive facility called the,Learnings Archive” has been added,
There will be one archive for each Category and one archive for each Business
Group,These summaries require no human intervention and will be electronically
aggregated from the Project documentation to give the key Project description
and learnings,
Sharing the Key Learnings from
all projects
38
Project successfully passes the Launch Gate (9-12 months from the launch),
a) Original Projects that are very successful are proposed to ROLLOUT CONTENDERS,
to be done,
- filling Post Launch Evaluation Form
- offer Learnings in Gate Documents
- briefly summarise the Post Launch Evaluation in Gate Documents,
B) Original Projects that are less successful,are not proposed as rollout contenders,
to be done,
- filling Post Launch Evaluation Form
- offer Learnings in Gate Documents
- ARCHIVING
C) Rollout Projects,regardless of their success,
- filling Post Launch Evaluation Form
- offer Learnings in Gate Documents
- ARCHIVING
For details please refer to,
The Unilever IPM Project Completion Discipline & Sharing the Learnings,
Post Launch Evaluation
39
?Learnings should be added to a project as soon as the project is
terminated (whether successful or not),before the team disbands,
?Projects that have been archived with learnings,a summary of the
project parameters with the learnings and the Post Launch Evaluation
form (if the project launched) will go to the Learnings Archive,
?Learnings archives are arranged by Business Group and by Category (like
the portfolio) eg,China Learnings and Deodorants Learnings,
?Projects without learnings (eg,projects created in error) and a full copy
of the projects that have been archived with learnings will be sent to the
General Archive (arranged in the same way as Teamwork) eg China/Deo,
For details please refer to,
The Unilever IPM Project Completion Discipline & Sharing the Learnings,
Learnings & General
Archives
40
Innovation Process Management
IPM
Idea Generation
Creativity
Consumer Creativity
Inopad
Toolbox
Project Planning
Project Facilitation
Microsoft Project
Draft Project Charter
Inoplan Teamwork
Define Business Strategy
(HAX)
Project Completion
Stop Project
Launch
Propose Roll-Out
Inoplan
Toolbox
Learnings Archive
Manage Portfolio of Projects
Inoplan Portfolio Graphics
(CTM,8Q Activity Plan,
Funnel,Resource)
Key go/no go decisions
Gatekeeping
Identify Gaps in Current
Portfolio
(CTM,8Q Activity
Plan,Funnel)
Implement and Manage Project
Inoplan Teamwork
Risk Management ? IT Tools
41
Access Management
42
Teamwork Access
- Anyone Unilever employee can access a Teamwork BUT only see the
projects they are working on,
? There is one database for each Business Group/Category
combination (e.g,CAME/Laundry),This is where projects are
created and managed by project teams,
? There are three separate access levels within this database
� Project Leader - the user can create projects and
publish documents into the Portfolio database,
� Team Member - the user can read and create
documents for a project
� Guest Member - the user can read documents for a
project
IPM Access - Standard Access
43
IPM Access - Standard Access
?,Portfolio Access
- By Category (global portfolio)
- By Business Group,3 levels,
- entire BG Portfolio
- category within a BG
- company within the BG
44
IPM Access - Standard Access
?Toolbox
There will be one database for each of the 17 categories (currently only
available for HPC and Ice Cream categories) with two access levels,
� basic access - basic product description
� full access - full mix details
45
IPM Access - Standard Access
?Innopad
There is one database each for HPC and Foods,There are two
access levels for this database,
� user - user can create new ideas and view published ideas
� publisher - user can publish ideas,from their company,to
the Unilever world,
46
The Access Guide
P OS IT ION / ROL E
Category
P o rt fo l io
Busin ess Gr o up
P o rt fo l io
T OOL BOX Le arnin gs
Ar c hiv e
BG CAT CO FU LL BA S IC BG CAT
1
E X C O/ UE C A LL A LL A LL A LL
2
S en io r C at ego r y S ta ff Ow n Ow n Ow n
3
S en io r Bu sines s G r o up S ta ff Ow n Ow n Ow n
4
S en io r URL M an ag ement Ow n Ow n Ow n
4b
M an ag er s w ith C at ego r y S p ec ific
Resp o n sibil ities
Ow n Ow n
W here the Co mp any is N OT an
Inn o va tion Cen tr e:
5
C hair man
Gen er al M an ag er
M an ag in g D ir ec tor
Ow n Ow n Ow n
6
M ar ket in g D ir ec to r
S en io r M ar ket in g M an ag er ( W L3 +)
Head o f D e velopmen t
D evelopmen t D ir ec tor
S en io r D ev el o p, M an ag er ( W L3 +)
Ow n Ow n Ow n Ow n Ow n
7
M ar ket in g M an ag er ( W L2 )
Br an d M an ag er ( W L2 )
D evelopmen t M an ag er ( W L2 )
Ot her Func tions w ith C at ego r y
S p ec ific Resp,
Ow n Ow n Ow n Ow n
8
C o mm e r c ial / Fina n c ia l D ir ec tor
Per s o n n el / HR D ir ec to r
Tec hnic al / S upp l y C hain D ir ec tor
Ot her C o mp an y D ir ec to r s
Ow n
9
Ot her C o mp an y Fun n el View e r s Ow n Ow n
10
Tea mw o rk in g U se r s Ow n
Please see the Inoplan Access and Security Guide
for more details (available in I&F,IPM Documents)
47
IPM Access -
Out of Standard Access
Out-of-Standard REQUEST..,
In addition to their Standard Access Rights,users may also request
additional Out of Standard Access (i.e,access privileges which fall
outside the above policy) to other Portfolio databases and/or access
levels,These requests are made by the Company IPM Champion to
the relevant Access Owner(s),
When approved by the Access Owner,these are known as Out of
Standard Access Rights,
48
IPM,a game of 2 halves
Managing a Project
Creating a
Project
Gates
Documents
Reports
Managing a portfolio
of Projects
C/T matrix
Funnels
8QAP
Resource
demand
Networks
49
Senior Management tool
-enables instant viewing of a category/company/regions
innovation portfolio
- Unilever is for the first time transparent!
- Strategic planning
- Go/no go decisions
- Resource allocation
- Tracking of progress towards strategic goals
- Sharing real time knowledge
Inoplan Portfolio,Who is it for?
50
Demo -
Portfolio
51
-FOUR MAIN TOOLS,
- the Funnel
- Consumer Technology Matrix (CTM)
- eight-quarter activity plan (8QAP)
- resource allocation
Inoplan Portfolio Graphics,
52
Key Unilever Innovation Process Support
Tools
An Integrated
Set of Tools
Resource Demand Chart
1/95 4/95 7/95 10/9
5
1/96 4/96
0
1,000
2,000
3,000
4,000
5,000
FTE (hours per
month)
Developmen
t Marketin
g Research
Supply
Chain Capacity
New Core Product New Benefit Improvement Variant No Change
Radical
Next
Generation
Incremental
Base
Consumer Value Perception
En
ab
lin
g T
ec
hn
olo
gy
Low Medium High Bubble size indicates Resource
Utilisation
Indi icates
URL Suppor
t
Indicates no
URL
Support
Local
Company Project
Breakthrough
Platform
Derivative
Brand Support
The Consumer/Technology Matrix
The 8 Quarter Activity Plan (8QAP)
Doing the right things
The Innovation Funnel
Initial
marketing and
technical
concepts
Idea
Generation
Charter
Contract
Launch
Proposal
Gatekeepe
r Gatekeepe
r Gatekeepe
r
Feasibility
Concep
t refinement
and prototyp
e creatio
n
Produc
t optimisatio
n
Commercialisatio
n Production
& Distributio
n
Capability Launch Preparatio
n
One page description
of proposed project including objective,rationale
and development routes,
Early Commercial
Assessment,
Cross-functional
development plan
including project
plan
as contract between
team & Gatekeeper
Launch Plan
including Final CEP approval,
KEY
=
GATE =
DOCUMENT
L
A
U
N
C
H
Gatekeepe
r
Rollout
Gate
Post Launch
Evaluation
Review
performance
Track success
of
& key learnings
from first market
launch
Rollout
Market
extension
Doing things right
Can we do it all?
Doing things at the right time
Q1/Y1 Q2/Y1 Q3/Y1 Q4/Y1 Q1/Y2 Q2/Y2 Q3/Y2 Q4/Y2
r
i
a
53
Funnel - doing things right,
Ideas Feasibility Capability Launch
Preparation
Roll-out
Project 1
Project 2 LA
UN
CH
Post-Launch
Evaluation
Charter
Gate
Contract
Gate
Launch
Gate
Rollout
Gate
54
The seven different ways in which a Project may be completed and then archived
Launch Gate
Success of an
Original Project
Success
of a Rollout
Project
Failure
Within 12 months
Evaluate Rollout Contender
Gate
Propose Approved Approved Approved
Ideas
Phase
Feasibility
Phase
Capability
Phase
Launch
Prep
Phase
Post
Launch
Evaluation
Phase
Rollout
Phase
E:Mail alert
to Toolbox
Owners
Approved
Learnings
Archive
Launch
Contract Gate
Charter Gate
General
Archive
After 2 years
automatically
archived
Rejected Rejected Rejected Rejected
D o c u m e n t & A r c h i v e
55
Why Funnels?
? Formalised project management process
– allows projects to be defined,tracked and
reviewed
– discipline !!
? Mutated/evolved to Unilever needs
? Involves senior management at an early stage
56
Start with more,end with less
? Innovation is a difficult
road Ideas Feasibility Capability Roll-out
LA
UN
CH
Launch
Preparation
20% 40% 70% 95%
Probability of success
57
Ideas phase and Charters
? Draft charter
? Refine concept from initial
consumer evidence
? Assess strategic fit
? Assess fit with brand architecture
? Assess business opportunity
? Communicate idea
? Explore possible technology routes
? Draw up resource plan for
Feasibility
? Finalise the Charter
? Idea has consumer merit
? Idea is relevant to
business strategy
? There is some indication
of how it might be done
? There are resources to
explore it?s feasibility
Tasks Criteria to pass Gate
58
Feasibility phase and Contracts
? Refine and test concepts
? Confirm branding (if applicable)
? Demonstrate practicable technology
? Create and refine prototypes
? Begin product/process development
? Begin packaging development and
design
? Begin advertising development
? Initial development of product mix
for quantitative test
? Assess manufacturing,supply chain
and capital issues
? Draw up resource plan for the
Capability
? Prepare the Contract
? Gatekeeper is confident
that the proposed
innovation is worthwhile
? It can be realised to a
degree of confidence that
justifies the allocation of
material company resources
and/or capital in order to
bring it to market
Tasks Criteria to pass Gate
59
Capability phase and Launch Proposal
? Complete product,process and
packaging development including
? Proven technology route
? Patent protection
? Claim substantiation
? Refine all key mix elements and test
final mix
? Refine commercial assessment
? Install production capability
? Evaluate final mix test results and
build demand forecast
? Plan launch support material
? Prepare Launch Proposal
? The brand mix is
complete in all
essentials,it is
robust and is ready
for launch,
Tasks Criteria to pass Gate
60
Launch/Post-Launch Evaluation and
Roll-out
? Fine tune the advertising mix
? Fine tune production and
document final specifications
? Produce launch stock
? Implement launch support plan
? Review business performance in
launch market(s)
? Assess key learning and findings
of the project team
? Prepare Roll Out proposal
? Project team disbands
? There is sufficiently
robust evidence of
success in the market
place to declare the
project a contender
for Roll Out
Tasks Criteria to pass Gate
Pre
-la
un
ch
Po
st
-la
un
ch
61
C/T Matrix
? The CTM is used to,
– Describe the strategic significance of individucal
projects
– Provides a perspective view on entire innovation
portfolio
? The characteristic dimensions for project
positioning are,
– Enabling Technologoy
– Consumer Value Perception
62
Consumer Technology matrix - doing the right
things
Consumer Value Perception
En
ab
lin
g T
ech
no
log
y
Base
Incremental
Radical
Next
generation
New Core
Product
New
Benefit Improvement Variant No Change
Resource,High Medium Low
Brand
support
Derivative
Platform
Breakthrough
63
C/T matrix - technology
? Radical
– first implementation of technology that sets a new
category performance benchmark
? Next Generation
– Significant innovation leading to major
enhancement in product performance and claim
strength
? Incremental
– Improvement in current technology
? Base
– exploitation of technology that is freely available
64
C/T matrix - consumer value
? New core product
– new product form that stimulates consumer usage and
expands/creates a new category
? New Benefit
– Significant qualitative change that delivers new benefits with scope
for a new brand or repositioning
? Improvement
– Incremental product that yields consumer discernible product
enhancement relative to existing
? Variant
– Parity with competing products but new features
? No change
– no perceivable change to products
65
C/T matrix - project types
? Breakthrough
– first to market,new core
product
– sustainable dominance
– high risk
? Platform
– superior products,increased
share
– sustainable segmentation
– medium risk
? Derivative – extension to existing products
– distinctive claims
– low risk
? Brand support
– minimal changes to maintain
image
– perhaps catch-up with
competitors
– tiny risk
66
C/T matrix - strategic stuff
Consumer Value Perception
High competitive
strength
High risk
Technical
benefits not
communicated
En
ab
lin
g T
ech
no
log
y
Value based on
brand
Vulnerable to
imitation
Low risk
Defensive
Maintain share
Balanced technology
and Brand strength
67
C/T matrix - simple
Consumer Value Perception
En
abl
ing
Te
ch
no
logy
Base
Incremental
Radical
Next
generation
New Core
Product
New
Benefit Improvement Variant No Change
Brand
support
Derivative
Platform
Breakthrough Market
Growth
Share
Growth
Profit
68
8QAP
Co m p an y 19 99 – Q 2 19 99 – Q 3 19 99 – Q 4 20 00 – Q 1
G es s y L ev er (& IC fo r
P wa s h – La un dry )
RIC HA RDS -B R [ P ]
S m al l s urfa c e
c l ea ne rs
Re l au nc h
Ha rmo ni s at i on
Un i l ev er A rge nt i na (&
IC fo r Hai r – De o –
HHC)
RIC HA RDS -RP [P ]
S m al l s urfa c e
c l ea ne rs
Re l au nc h
K i tc he n Tr i gg er
FRA NK LI N R P [P ]
S m al l s urfa c e
c l ea ne rs
Re l au nc h
Ne w L i qu i d Crea m
LU LL I RP [P ]
S m al l s urfa c e
c l ea ne rs
Ne w V ari an t
A nt i gre as e
w/b l ea c h
A RM S TRO NG RP
[P ]
S m al l s urfa c e
c l ea ne rs
Re l au nc h
Ne w K i tc he n
Tr i gg er
B E RTRA ND RP [P ]
S m al l s urfa c e
c l ea ne rs
Re l au nc h
Ne w B at hro om
Tr i gg er
Un i l ev er i n Ch i l e
CA LU G A
S m al l s urfa c e
c l ea ne rs
Ne w Fo rm at
Lo w C os t Fo rma t
B IL L G A TE S CH IL E [P ]
W i nd ow /S hi ny S urfa c e Cl ea n ers
Re l au nc h
UV P rote c ti on
Household Care Portfolio
Brand = Cif
Business Group = LA
Note,Only 4 quarters shown for clarity
69
Demo -
Portfolio Graphics
70
Demo -
Inoplan Info & Feedback
71
TOOLBOX
The concept of Toolbox is easy access to factual marketing,technical,and
commercial information on products that have been successful in at least one country
and are recommended by the Category SVP for consideration elsewhere,
Toolbox is organised by Category and within HPC there is a Toolbox for Deo,Hair,
Household,Laundry,Oral and Skin & PW,
72
How to locate and add these
databases to your
Workspace in Lotus Notes
,,
? Refer to the Info & Feedback
database - ?IPM World? - ?Inoplan &
IT Toolset,Filenames/Location/Map?
73
Building up the
IPM Network/Support r
Corporate
Centre
Business
Group
Company
IPM Champion
UISAC
Milan
IPM Operation
Centre London
IT Contact
IT Contact
(180)
IPM Champion
(180 )
Business IT
IPM Steering Committee
IPM Council
74
Need help?
?IPM Champion
?Silver Liu/Frank Chen
?Louise Travers/Holly Casswell
or
?Submit a Business Issue in Info & Feedback
Innovation Process Management
(IPM)
Louise Travers
2
So the main objectives of this
training are..,
? Brief history and background of IPM
? Lotus Notes
? Explain how to use IPM IT Tools (Inoplan)
– starting a project
– managing a project in Inoplan
– viewing projects in Inoplan
? Post Launch Evaluation procedure
? IPM support (network; Info & Feedback)
----------------------------------------------------------------
? Project Management (Jane Turner)
? Risk Management (Mike Trevethan,Yalin Xu)
3
The Unilever IPM - The Goal
“Big,bold,consumer-relevant innovations -
rolled out fast”
4
Innovation in Unilever
? Historically
– poorly managed
process
– no priority or focus
– fragmented
– unambitious
Unilever
P&G
5
UEC commit to common
Unilever IPM
? On July 31st 1997 the UEC 'unanimously and enthusiastically'
committed to adopting a single common IPM across the whole of
Unilever,
? This will become a normal way of working for all of us,
? It's essential components are
–all Unilever Companies will establish and gatekeep a funnel
–funnels contain innovation projects of all kinds
–the funnels contain the sum of all Unilever innovative and brand
launch/relaunch activity
–the funnels and the 8Q Activity Plans are electronically linked
–as a result authorised viewers can access excellent information
on innovation projects of relevance to them
–transparent,global project information will flow,
6
Inoplan,Current Statistics
? 176 Companies using Inoplan
? 7558 projects in the Inoplan system
– including 2213 already brought to market
– plus around 2390 ideas in Innopad
? 1450 Brands- currently
7
A bit of history -
What has happened/will happen
Business IT
1997 Definition of Development of
Development the IPM process the IT tool
1998 Training & Enabling IT
Implementation Projects coding infrastructure
1999 Digestion of Wider & more
Institutionalisation discipline/embedding sophisticated IT
culture tools
Maximisation of Benefits
(now onwards)
8
1,There are regular - preferably monthly - Gate Meetings at which all
strategic decisions on company projects are made,
2,The Gate Meeting is chaired by the Chairman/MD (or by exception other
Board Director) and all relevant Board Directors/functional heads are in
attendance,
3,There is a formal process for monitoring risk,
4,Original innovation projects which involve substantive capital and/or
market place investments must bring Simulated Test Market evidence to
Launch Gate,
5,INOPLAN to be installed in all Unilever Companies,
6,All projects to be entered into INOPLAN and managed via INOPLAN,
7,New for 2000,Innovation Rate-using the Unilever IPM definitions is being
applied & reported quarterly (see theUnilever IPM-Innovation Rate Manual)
8,New for 2000,The key learnings from ALL projects (whether successful or
not) are being documented and PLE (within 12 months of launch date) are
being completed for all projects that are taken to market,
The IPM Mandatories
- for all Operating Companies
9
The Unilever IPM Accreditation
? Depending on the implementation status,each company falls into one of the
following status,
(i)Accredited
(ii)Gold
(iii)Grey
? For fuller definitions of each refer to IPM Documentation under Info & Feedback
database
? IPM Champion responsibility to apply - nomination form in I&F
? To get the Unilever IPM accreditation,not only the system has to be implemented
and users trained,but also IPM has to be at the heart of the company and become
an ongoing process for managing innovation,
? China BG
– Unilever Taiwan Accredited
– Unilever China (Foods) Gold
– Unilever China (HPC) Gold
– Unilever China (Ice Cream) Gold
– Unilever Hong Kong Gold
10
CRIT E RIA NO T E %
ACH I E VE D
ACC RE DIT E D I mplement a t io n Co mplet ed AND Co mpa ny mee t s a ll Unilev er I P M
M a nda t o rie s, I P M ha s bec o me a n o ng o ing pro ce s s f o r ma na g ing
I nno v a t io n,Ac cr edit a t io n No mina t io n re ce iv ed,re v iewe d in de t a il,
AND f o rma lly a ppro v ed,1 3 8 /1 7 1
81%
G O L D I mplement a t io n Co mplet ed ( f ull po rt f o lio o f pro j ec t s v is ibl e in B G
P o rt f o lio wit h g o o d da t a ), 3 1 /1 7 1
18%
G RE Y I mplement a t io n St a rt ed but NO T Co mplet ed ( s o me but no t a ll
pro j ec t s v is ibl e in B G P o rt f o lio ; a nd/ o r da t a no t cle a n), 0 /1 7 1
1%
B L ACK I mplement a t io n No t St a rt ed ( no pro j ec t s v is ibl e in B G P o rt f o lio ),
0 /1 7 1
0%
KEY STATISTICS
11
S PECI A L
S TATU S
TOT A L
(ex cl u d i n g
S p eci al S ta tus
u n coded )
% AC C R ED A C C R EDI TE D GOLD GR EY
C oded U n coded
A FR I C A 14 100 % 14 0 0 0 0
C A ME 17 94 % 16 1 0 0 2
C EE 18 72 % 13 5 0 0 0
C HI N A 5 20 % 1 4 0 0 0
EAPG 12 50% 6 5 1 0 0
FBE 24 54 % 13 11 0 0 2
FN A 7 57 % 4 3 0 0 2
HPC E 26 100% 26 0 0 1 0
HPC N A 5 100 % 5 0 0 0 0
I C FE 21 95 % 20 0 1 0 0
LA 22 91 % 20 2 0 0 3
TOT A LS 171 81% 138 31 2 1 9
IPM GLOBAL SUMMARY
12
Inoplan & IPM IT Toolset
? Innopad (HPC and Foods)
– chance for fame and glory,your wild ideas for new products
? Teamwork
– where the raw data goes in (that?s you)
– project management
? Portfolio
– collections of projects (Category or Business Group
aggregation)
? Learnings Archives and General Archives
? Toolbox (HPC only)
– storehouse of Brand success (technical,marketing,packaging,
claims)
13
ST R UC T UR E OF T HE E NHANC E D IN OPL AN
BG P ortf ol io s
Ca tego ry
Po rtfo lio s
Ca tego ry
Learn ing s
Archiv es
BG Lea rnin gs
Archiv es
G eneral Archi ve s
Team wo rk
s
O r al
G l oba l
C A ME
al l C at ego r i es
FN A
A l l C at ego r i es
C ul i nar y
gl oba l
O ral/ C ul i nary/
O r al
G l oba l
C ul i nar y
G l oba l
C A ME
A l l C at ego r i es
O r al /
C A ME
C ul i nar y/
FN A
FN A
A l l C at ego r i es
C H A R T B
C A ME FNA
Structure
of Inoplan
14
IPM,a game of 2 halves
Managing a Project
Creating a
Project
Gates
Documents
Reports
Managing a portfolio
of Projects
C/T matrix
Funnels
8QAP
Resource
demand
Networks
15
What is an Innovation Project?
? An Innovation Project is any project involving the launch,or
other material change to a brand in a given country and/or the
innovative endeavour leading up to it,
? Examples
– Pond's Foaming Cleanser
– Persil Tablets
– Dove Deo
? Counter examples
– On-going cost saving programmes
– Promotional Activities
– Administrative Projects
16
Before starting a project.,
? Before Starting
– look in Toolbox (successful projects)
– look in Innopad (electronic suggestion box)
– look in Inoplan (current projects in funnels)
– look in General/Learnings Archive (post mid-2000) for similar
projects
17
DEMO -
Innopad
18
To start in Inoplan
? To Start a Project
– authorised person creates and supplies certain project ?codings? in
ideas phase
? project leader/deputy project leader
– team builds draft charter
– team leader ?proposes? charter to gatekeeper
– roll out or Fast Track project can be created further down funnel
19
Coding a project into a
Teamwork.,
Definitions of fields within
Project Parameters
20
The Unilever IPM - definitions 1
?'Original' Project
– brand innovation being undertaken for the first
time in Unilever
?'Roll Out' Project
– a project involving the launch of either a new brand
mix or product has been launched or is already in
the process of being developed by another Unilever
company
21
The Unilever IPM - definitions 2
An innovation project is any project involving the launch,or other
material change to a brand in a given country and/or the innovation
endeavour leading up to it including
?Launch - a new brand name for the consumer in a country
?Relaunch - a material change to an existing brand mix
?New variant - same brand,same product form but a new item in the range,
?Line extension - takes the brand into a new category or sub-category
?New product format - same sub-category in a new and materially different
format
?No change project - no material change to the brand mix is intended
?Brand migration - a project to merge part or all of the mix of one brand with
that of one or more other brands
22
Managing a project in Inoplan - 1
? A Project Leader needs to be correctly defined in aXessor
in order to gain edit access rights in Teamwork ie,before
they can create a project,
? A project is created by an authorised Project Leader
?coding? it to the Project Parameters area of the
Teamwork database..,
? Project Leader is responsible for adding Team
Members/Guest Members
?,..In comes the need for Picklists - Project Parameters are
fed by the Picklists which are maintained by IPM
Operations Centre,
23
PickList Manager
? There are Picklists for,
? Category/Sub-Category
? Company
? Brand
? Business Group/Category
? Currency
? Gatekeeper
? Picklists feed Teamwork,aXessor,
Innopad so it is imperative they are
kept up to date,
24
Managing Projects in Inoplan -2
Project Leader Responsibilities
Once a project has been coded in the Project Leader is responsible for,
leading the project and the project team
?proposing the Gate document at each gate and moving the project through
the funnel
?amending the parameters (e.g,launch date) as and when necessary,
Gate documents are cumulative,For instance an ?approved? Charter
becomes a ?draft? Contract to which further information can be
subsequently added,
If the Project changes nature so radically to require a fundamental
rewrite,then this suggests that the project be closed and a new project
begun,
25
Gatekeeper Responsibilities
? Have an input to the strategy
? Control resources for the projects
? Have responsibilities for communicating project requirements
? Have the right information/experience to make decisions
? Three fundamental decisions,
– Kill the project
– Ask for more information/clarification
– Approve the move to the next phase
? Once approved the project will move into the next stage of
the funnel (draft status),
Managing Projects in Inoplan -3
26
Funnel Stages
The
originator
provides
some
consumer
evidence
of merit
and
business
relevance
The
consumer
interest
technical
and
commercial
robustness
are
checked.,
The brand
mix will be
developed
& sourcing
arrangements
finalised
Fine tune
all mix
elements,
pipe line
filling &
support
plan
Evaluate
market
performance
consumer
reactions.,
Project
goes into
Toolbox
27
Funnel Phases and Gates
Feasibility Capability Ideas
Contract
gate Charter
gate
Launch
gate
Launch
preparation
Rollout
gate
Post Launch
evaluation
L
a
u
n
c
h
Rollout
Contender
Charter,
Draft
Proposed
Approved
Contract,
Draft
Proposed
Approved
Launch,
Draft
Proposed
Approved
Rollout,
Draft
Rollout,
Draft
Proposed
Rollout,
Approved
28
DEMO -
Creating a project in Teamwork
29
? INOPLAN is a set of FOUR databases which are provided to support
the management of brand innovation in Unilever
? It is designed to help YOU to do your job - reflecting what you do
and how you actually do it!
? Saves time and money by reducing the need for physical meetings
? Easy communication between a Gatekeeper and project leaders
? Transparent
? Only do it once
? Email facility
? Gate Documents are cumulative
? Enable cross-functional teams
Benefits of working in Teamwork
30
Project Leaders
? editing and updating team documents,project parameters and gate
documents for presentation to gatekeepers
Team Members
? keeping documentation up to date
Quality in - Quality out!
It is down to you!
Major board level decisions will be made on the basis of this
information!
Inoplan,Who needs to input?
31
Checklist for Project Leaders..,
32
? Project Name must be unique
? Indicate whether Original or Rollout,if rollout then create project using the original name and add
country abbreviation to indicate rollout
? Positioning should be as per global recognized listing
? Launch date status must be updated as the project progresses down the funnel,
? Company priority is an internal indicator
? Business impact is a global indicator for the project
? Definition of Consume Value Perception and Enabling Technology must conform to the Unilever
definition as per the Unilever IPM Team Member Manual
? IC Resource Allocated From must be agreed with the relevant parties before it is indicated in he
project; and URL Resources Allocated must be part of Category Research Programme,
? Target Launch Date must be relevant through the life of the project
? Financial figures must be inputted in the denominations indicated,
? Team members and Guest members must be selected from the Unilever Name and Address book and
not typed in as freetext,
? RISK SCANNING (Initial and Risk Quick Scan if needed),
? Post Launch Evaluation after 9-12 months of the launch,
Checklist for Project Input
33
- Trying out Teamwork yourself
IPM - Live
34
Post Launch Evaluation
35
Funnel Stages - Recap,
The
originator
provides
some
consumer
evidence
of merit
and
business
relevance
The
consumer
interest
technical
and
commercial
robustness
are
checked.,
The brand
mix will be
developed
& sourcing
arrangements
finalised
Fine tune
all mix
elements,
pipe line
filling &
support
plan
Evaluate
market
performance
consumer
reactions.,
Project
goes into
Toolbox
36
Post Launch Evaluation
Do not propose the project before at
least LEARNINGS have been typed in,
37
1,The following two new sections to the gate document have been added,
Section 13,,Team Learnings” to capture a few short learnings on all
completed projects, whether they make it as far as launch or not,
Section 14,,Summary of Post Launch Evaluation” for the headlines on the
performance of the launched project in its local market,This section is to be
completed within 12 months of launch and is applicable both for projects
recommended as Rollout Contenders,and for projects that have been less
successful (in order to capture learnings for the future),
2,A separate Post Launch Evaluation Form in Team Documents has been
added for a more extensive description of the same,
3,A second archive facility called the,Learnings Archive” has been added,
There will be one archive for each Category and one archive for each Business
Group,These summaries require no human intervention and will be electronically
aggregated from the Project documentation to give the key Project description
and learnings,
Sharing the Key Learnings from
all projects
38
Project successfully passes the Launch Gate (9-12 months from the launch),
a) Original Projects that are very successful are proposed to ROLLOUT CONTENDERS,
to be done,
- filling Post Launch Evaluation Form
- offer Learnings in Gate Documents
- briefly summarise the Post Launch Evaluation in Gate Documents,
B) Original Projects that are less successful,are not proposed as rollout contenders,
to be done,
- filling Post Launch Evaluation Form
- offer Learnings in Gate Documents
- ARCHIVING
C) Rollout Projects,regardless of their success,
- filling Post Launch Evaluation Form
- offer Learnings in Gate Documents
- ARCHIVING
For details please refer to,
The Unilever IPM Project Completion Discipline & Sharing the Learnings,
Post Launch Evaluation
39
?Learnings should be added to a project as soon as the project is
terminated (whether successful or not),before the team disbands,
?Projects that have been archived with learnings,a summary of the
project parameters with the learnings and the Post Launch Evaluation
form (if the project launched) will go to the Learnings Archive,
?Learnings archives are arranged by Business Group and by Category (like
the portfolio) eg,China Learnings and Deodorants Learnings,
?Projects without learnings (eg,projects created in error) and a full copy
of the projects that have been archived with learnings will be sent to the
General Archive (arranged in the same way as Teamwork) eg China/Deo,
For details please refer to,
The Unilever IPM Project Completion Discipline & Sharing the Learnings,
Learnings & General
Archives
40
Innovation Process Management
IPM
Idea Generation
Creativity
Consumer Creativity
Inopad
Toolbox
Project Planning
Project Facilitation
Microsoft Project
Draft Project Charter
Inoplan Teamwork
Define Business Strategy
(HAX)
Project Completion
Stop Project
Launch
Propose Roll-Out
Inoplan
Toolbox
Learnings Archive
Manage Portfolio of Projects
Inoplan Portfolio Graphics
(CTM,8Q Activity Plan,
Funnel,Resource)
Key go/no go decisions
Gatekeeping
Identify Gaps in Current
Portfolio
(CTM,8Q Activity
Plan,Funnel)
Implement and Manage Project
Inoplan Teamwork
Risk Management ? IT Tools
41
Access Management
42
Teamwork Access
- Anyone Unilever employee can access a Teamwork BUT only see the
projects they are working on,
? There is one database for each Business Group/Category
combination (e.g,CAME/Laundry),This is where projects are
created and managed by project teams,
? There are three separate access levels within this database
� Project Leader - the user can create projects and
publish documents into the Portfolio database,
� Team Member - the user can read and create
documents for a project
� Guest Member - the user can read documents for a
project
IPM Access - Standard Access
43
IPM Access - Standard Access
?,Portfolio Access
- By Category (global portfolio)
- By Business Group,3 levels,
- entire BG Portfolio
- category within a BG
- company within the BG
44
IPM Access - Standard Access
?Toolbox
There will be one database for each of the 17 categories (currently only
available for HPC and Ice Cream categories) with two access levels,
� basic access - basic product description
� full access - full mix details
45
IPM Access - Standard Access
?Innopad
There is one database each for HPC and Foods,There are two
access levels for this database,
� user - user can create new ideas and view published ideas
� publisher - user can publish ideas,from their company,to
the Unilever world,
46
The Access Guide
P OS IT ION / ROL E
Category
P o rt fo l io
Busin ess Gr o up
P o rt fo l io
T OOL BOX Le arnin gs
Ar c hiv e
BG CAT CO FU LL BA S IC BG CAT
1
E X C O/ UE C A LL A LL A LL A LL
2
S en io r C at ego r y S ta ff Ow n Ow n Ow n
3
S en io r Bu sines s G r o up S ta ff Ow n Ow n Ow n
4
S en io r URL M an ag ement Ow n Ow n Ow n
4b
M an ag er s w ith C at ego r y S p ec ific
Resp o n sibil ities
Ow n Ow n
W here the Co mp any is N OT an
Inn o va tion Cen tr e:
5
C hair man
Gen er al M an ag er
M an ag in g D ir ec tor
Ow n Ow n Ow n
6
M ar ket in g D ir ec to r
S en io r M ar ket in g M an ag er ( W L3 +)
Head o f D e velopmen t
D evelopmen t D ir ec tor
S en io r D ev el o p, M an ag er ( W L3 +)
Ow n Ow n Ow n Ow n Ow n
7
M ar ket in g M an ag er ( W L2 )
Br an d M an ag er ( W L2 )
D evelopmen t M an ag er ( W L2 )
Ot her Func tions w ith C at ego r y
S p ec ific Resp,
Ow n Ow n Ow n Ow n
8
C o mm e r c ial / Fina n c ia l D ir ec tor
Per s o n n el / HR D ir ec to r
Tec hnic al / S upp l y C hain D ir ec tor
Ot her C o mp an y D ir ec to r s
Ow n
9
Ot her C o mp an y Fun n el View e r s Ow n Ow n
10
Tea mw o rk in g U se r s Ow n
Please see the Inoplan Access and Security Guide
for more details (available in I&F,IPM Documents)
47
IPM Access -
Out of Standard Access
Out-of-Standard REQUEST..,
In addition to their Standard Access Rights,users may also request
additional Out of Standard Access (i.e,access privileges which fall
outside the above policy) to other Portfolio databases and/or access
levels,These requests are made by the Company IPM Champion to
the relevant Access Owner(s),
When approved by the Access Owner,these are known as Out of
Standard Access Rights,
48
IPM,a game of 2 halves
Managing a Project
Creating a
Project
Gates
Documents
Reports
Managing a portfolio
of Projects
C/T matrix
Funnels
8QAP
Resource
demand
Networks
49
Senior Management tool
-enables instant viewing of a category/company/regions
innovation portfolio
- Unilever is for the first time transparent!
- Strategic planning
- Go/no go decisions
- Resource allocation
- Tracking of progress towards strategic goals
- Sharing real time knowledge
Inoplan Portfolio,Who is it for?
50
Demo -
Portfolio
51
-FOUR MAIN TOOLS,
- the Funnel
- Consumer Technology Matrix (CTM)
- eight-quarter activity plan (8QAP)
- resource allocation
Inoplan Portfolio Graphics,
52
Key Unilever Innovation Process Support
Tools
An Integrated
Set of Tools
Resource Demand Chart
1/95 4/95 7/95 10/9
5
1/96 4/96
0
1,000
2,000
3,000
4,000
5,000
FTE (hours per
month)
Developmen
t Marketin
g Research
Supply
Chain Capacity
New Core Product New Benefit Improvement Variant No Change
Radical
Next
Generation
Incremental
Base
Consumer Value Perception
En
ab
lin
g T
ec
hn
olo
gy
Low Medium High Bubble size indicates Resource
Utilisation
Indi icates
URL Suppor
t
Indicates no
URL
Support
Local
Company Project
Breakthrough
Platform
Derivative
Brand Support
The Consumer/Technology Matrix
The 8 Quarter Activity Plan (8QAP)
Doing the right things
The Innovation Funnel
Initial
marketing and
technical
concepts
Idea
Generation
Charter
Contract
Launch
Proposal
Gatekeepe
r Gatekeepe
r Gatekeepe
r
Feasibility
Concep
t refinement
and prototyp
e creatio
n
Produc
t optimisatio
n
Commercialisatio
n Production
& Distributio
n
Capability Launch Preparatio
n
One page description
of proposed project including objective,rationale
and development routes,
Early Commercial
Assessment,
Cross-functional
development plan
including project
plan
as contract between
team & Gatekeeper
Launch Plan
including Final CEP approval,
KEY
=
GATE =
DOCUMENT
L
A
U
N
C
H
Gatekeepe
r
Rollout
Gate
Post Launch
Evaluation
Review
performance
Track success
of
& key learnings
from first market
launch
Rollout
Market
extension
Doing things right
Can we do it all?
Doing things at the right time
Q1/Y1 Q2/Y1 Q3/Y1 Q4/Y1 Q1/Y2 Q2/Y2 Q3/Y2 Q4/Y2
r
i
a
53
Funnel - doing things right,
Ideas Feasibility Capability Launch
Preparation
Roll-out
Project 1
Project 2 LA
UN
CH
Post-Launch
Evaluation
Charter
Gate
Contract
Gate
Launch
Gate
Rollout
Gate
54
The seven different ways in which a Project may be completed and then archived
Launch Gate
Success of an
Original Project
Success
of a Rollout
Project
Failure
Within 12 months
Evaluate Rollout Contender
Gate
Propose Approved Approved Approved
Ideas
Phase
Feasibility
Phase
Capability
Phase
Launch
Prep
Phase
Post
Launch
Evaluation
Phase
Rollout
Phase
E:Mail alert
to Toolbox
Owners
Approved
Learnings
Archive
Launch
Contract Gate
Charter Gate
General
Archive
After 2 years
automatically
archived
Rejected Rejected Rejected Rejected
D o c u m e n t & A r c h i v e
55
Why Funnels?
? Formalised project management process
– allows projects to be defined,tracked and
reviewed
– discipline !!
? Mutated/evolved to Unilever needs
? Involves senior management at an early stage
56
Start with more,end with less
? Innovation is a difficult
road Ideas Feasibility Capability Roll-out
LA
UN
CH
Launch
Preparation
20% 40% 70% 95%
Probability of success
57
Ideas phase and Charters
? Draft charter
? Refine concept from initial
consumer evidence
? Assess strategic fit
? Assess fit with brand architecture
? Assess business opportunity
? Communicate idea
? Explore possible technology routes
? Draw up resource plan for
Feasibility
? Finalise the Charter
? Idea has consumer merit
? Idea is relevant to
business strategy
? There is some indication
of how it might be done
? There are resources to
explore it?s feasibility
Tasks Criteria to pass Gate
58
Feasibility phase and Contracts
? Refine and test concepts
? Confirm branding (if applicable)
? Demonstrate practicable technology
? Create and refine prototypes
? Begin product/process development
? Begin packaging development and
design
? Begin advertising development
? Initial development of product mix
for quantitative test
? Assess manufacturing,supply chain
and capital issues
? Draw up resource plan for the
Capability
? Prepare the Contract
? Gatekeeper is confident
that the proposed
innovation is worthwhile
? It can be realised to a
degree of confidence that
justifies the allocation of
material company resources
and/or capital in order to
bring it to market
Tasks Criteria to pass Gate
59
Capability phase and Launch Proposal
? Complete product,process and
packaging development including
? Proven technology route
? Patent protection
? Claim substantiation
? Refine all key mix elements and test
final mix
? Refine commercial assessment
? Install production capability
? Evaluate final mix test results and
build demand forecast
? Plan launch support material
? Prepare Launch Proposal
? The brand mix is
complete in all
essentials,it is
robust and is ready
for launch,
Tasks Criteria to pass Gate
60
Launch/Post-Launch Evaluation and
Roll-out
? Fine tune the advertising mix
? Fine tune production and
document final specifications
? Produce launch stock
? Implement launch support plan
? Review business performance in
launch market(s)
? Assess key learning and findings
of the project team
? Prepare Roll Out proposal
? Project team disbands
? There is sufficiently
robust evidence of
success in the market
place to declare the
project a contender
for Roll Out
Tasks Criteria to pass Gate
Pre
-la
un
ch
Po
st
-la
un
ch
61
C/T Matrix
? The CTM is used to,
– Describe the strategic significance of individucal
projects
– Provides a perspective view on entire innovation
portfolio
? The characteristic dimensions for project
positioning are,
– Enabling Technologoy
– Consumer Value Perception
62
Consumer Technology matrix - doing the right
things
Consumer Value Perception
En
ab
lin
g T
ech
no
log
y
Base
Incremental
Radical
Next
generation
New Core
Product
New
Benefit Improvement Variant No Change
Resource,High Medium Low
Brand
support
Derivative
Platform
Breakthrough
63
C/T matrix - technology
? Radical
– first implementation of technology that sets a new
category performance benchmark
? Next Generation
– Significant innovation leading to major
enhancement in product performance and claim
strength
? Incremental
– Improvement in current technology
? Base
– exploitation of technology that is freely available
64
C/T matrix - consumer value
? New core product
– new product form that stimulates consumer usage and
expands/creates a new category
? New Benefit
– Significant qualitative change that delivers new benefits with scope
for a new brand or repositioning
? Improvement
– Incremental product that yields consumer discernible product
enhancement relative to existing
? Variant
– Parity with competing products but new features
? No change
– no perceivable change to products
65
C/T matrix - project types
? Breakthrough
– first to market,new core
product
– sustainable dominance
– high risk
? Platform
– superior products,increased
share
– sustainable segmentation
– medium risk
? Derivative – extension to existing products
– distinctive claims
– low risk
? Brand support
– minimal changes to maintain
image
– perhaps catch-up with
competitors
– tiny risk
66
C/T matrix - strategic stuff
Consumer Value Perception
High competitive
strength
High risk
Technical
benefits not
communicated
En
ab
lin
g T
ech
no
log
y
Value based on
brand
Vulnerable to
imitation
Low risk
Defensive
Maintain share
Balanced technology
and Brand strength
67
C/T matrix - simple
Consumer Value Perception
En
abl
ing
Te
ch
no
logy
Base
Incremental
Radical
Next
generation
New Core
Product
New
Benefit Improvement Variant No Change
Brand
support
Derivative
Platform
Breakthrough Market
Growth
Share
Growth
Profit
68
8QAP
Co m p an y 19 99 – Q 2 19 99 – Q 3 19 99 – Q 4 20 00 – Q 1
G es s y L ev er (& IC fo r
P wa s h – La un dry )
RIC HA RDS -B R [ P ]
S m al l s urfa c e
c l ea ne rs
Re l au nc h
Ha rmo ni s at i on
Un i l ev er A rge nt i na (&
IC fo r Hai r – De o –
HHC)
RIC HA RDS -RP [P ]
S m al l s urfa c e
c l ea ne rs
Re l au nc h
K i tc he n Tr i gg er
FRA NK LI N R P [P ]
S m al l s urfa c e
c l ea ne rs
Re l au nc h
Ne w L i qu i d Crea m
LU LL I RP [P ]
S m al l s urfa c e
c l ea ne rs
Ne w V ari an t
A nt i gre as e
w/b l ea c h
A RM S TRO NG RP
[P ]
S m al l s urfa c e
c l ea ne rs
Re l au nc h
Ne w K i tc he n
Tr i gg er
B E RTRA ND RP [P ]
S m al l s urfa c e
c l ea ne rs
Re l au nc h
Ne w B at hro om
Tr i gg er
Un i l ev er i n Ch i l e
CA LU G A
S m al l s urfa c e
c l ea ne rs
Ne w Fo rm at
Lo w C os t Fo rma t
B IL L G A TE S CH IL E [P ]
W i nd ow /S hi ny S urfa c e Cl ea n ers
Re l au nc h
UV P rote c ti on
Household Care Portfolio
Brand = Cif
Business Group = LA
Note,Only 4 quarters shown for clarity
69
Demo -
Portfolio Graphics
70
Demo -
Inoplan Info & Feedback
71
TOOLBOX
The concept of Toolbox is easy access to factual marketing,technical,and
commercial information on products that have been successful in at least one country
and are recommended by the Category SVP for consideration elsewhere,
Toolbox is organised by Category and within HPC there is a Toolbox for Deo,Hair,
Household,Laundry,Oral and Skin & PW,
72
How to locate and add these
databases to your
Workspace in Lotus Notes
,,
? Refer to the Info & Feedback
database - ?IPM World? - ?Inoplan &
IT Toolset,Filenames/Location/Map?
73
Building up the
IPM Network/Support r
Corporate
Centre
Business
Group
Company
IPM Champion
UISAC
Milan
IPM Operation
Centre London
IT Contact
IT Contact
(180)
IPM Champion
(180 )
Business IT
IPM Steering Committee
IPM Council
74
Need help?
?IPM Champion
?Silver Liu/Frank Chen
?Louise Travers/Holly Casswell
or
?Submit a Business Issue in Info & Feedback
