Product planning
The product planning is generally understood as the systematic search and selection of promising product ideas and their persecution. There are four phases in product planning: potential analysis, product identification, implementation planning and control, which can be assigned to strategic product planning or operational product planning due to their respective tasks.
Product planning in the product life cycle
Due to the fact that the innovation time has been shortened by the "improvement of known and the development of new processes", the salability margin is also shortened. For these reasons, “developing and planning largely new products has become a permanent task in manufacturing companies”.
Product planning is at the beginning of the product life cycle, with the help of which business areas are to be analyzed first, in which the later products can generate as much sales as possible.
Product planning does not end at the end of product realization, but also includes checking the products that are currently on the market.
Strategic product planning
The strategic product planning deals with the business area planning. The aim is to identify those business areas in which a company can introduce a product.
"The formation of strategic business fields means breaking up the overall market into internal homogeneous segments that differ significantly from one another in their customer-related requirements and other success-relevant characteristics such as the intensity and structure of the competition."
Please refer to the product-market matrix , where the division into the four business areas is discussed.
Operational product planning
Operational product planning is an executive part of product planning. It defines the appropriate measures to adapt a company and its products to its environment in the sense of the best possible achievement of the goals set in strategic product planning.
Based on the analysis of company-specific performance, resources and business areas, new product ideas are identified and evaluated, which are then implemented in accordance with the requirements. "Based on the product program framework, it essentially contains the systematic determination of the type and quantity of the products to be developed and produced in the next short-term periods on the basis of given or planned potential."
Subareas of the product phases
Potential analysis
The potential analysis identifies the potential for success for new product ideas.
The analysis of the individual potentials in product planning essentially relates to the market, customers, competitors and your own company capabilities.
The interplay of these potentials then results in future opportunities for new products.
Product identification
“On the basis of the search field and the company's potential, the next essential step in product planning is actually finding the product with the phases of brainstorming, selection and product definition. Your result is the implementation proposal [VDI80]. "
The goal is to find products that both satisfy the customer and bring maximum profit in the long term. The input into the product identification process is information that comes from the previously carried out potential analyzes, as well as other information. From this ideas are generated, which are implemented in product ideas through various approaches. In the next step, these product ideas are selected so that products can be defined on the basis of the selected ideas.
As a result, one receives implementation proposals for a product.
Implementation planning
When planning the implementation, the company and the associated processes need to be restructured and planned. This can be done through classic business planning as well as through an adaptation of the product range. New products ( innovations ) can be a completely new product for the market or an existing product that is new to the company.
When planning the implementation, it is important that the planned implementation measures are feasible and that they are based on the current state of information. An ongoing process between implementation planning and control is essential. The implementation measures and their goals are continuously adapted.
control
The control phase is to be integrated at the end of product planning, but also to be seen as an ongoing process during the other three phases of product planning. The aim of the control is to keep an overview of the implementation of the innovation projects, as well as to carry out the sales, cost and performance control of the individual products in the product range.
From this it follows that the control is crucial for the adaptation of the implementation models and serves the strategic early clarification of the product / product range adaptation.
literature
- ^ A b c Wiendahl, Hans-Peter: Business organization for engineers . Ed .: Carl Hanser Verlag GmbH & Co. KG. 7th, updated Edition Carl Hanser, Munich 2010, ISBN 978-3-446-41878-3 , pp. 99 .
- ↑ Burmann, Christoph 1962-, Kirchgeorg, Manfred 1958-, Eisenbeiß, Maik 1977-: Marketing: Basics of market-oriented corporate management: Concepts, instruments, practical examples . 13th, revised and updated edition. Wiesbaden 2019, ISBN 978-3-658-21195-0 , pp. 248 .
- ↑ a b c Schuh, Günther .: Handbook Production and Management 3 Innovation Management . 2. completely rework. u. exp. Springer, Berlin 2012, ISBN 978-3-642-25050-7 , pp. 59-63 .
- ^ Wiendahl, Hans-Peter .: Business organization for engineers . 7th, updated Edition Carl Hanser, Munich 2010, ISBN 978-3-446-41878-3 , pp. 110 .