Perancangan dan Pengembangan Produk Dian Mardi Safitri Laboratorium Desain Sistem Kerja & Ergonomi Jurusan Teknik Industri Usakti

Pengembangan Produk Serangkaian aktivitas, dimulai dari analisis persepsi dan peluang pasar, diakhiri dengan tahap produksi, penjualan dan pengiriman produk

Karakteristik Pengembangan Produk yang Sukses Kualitas Produk Mempengaruhi pangsa pasar dan harga yang ingin dibayar pelanggan untuk produk tsb. Biaya Produk Menentukan berapa besar laba yang dihasilkan oleh perusahaan Waktu Pengembangan Produk Menentukan daya saing, daya tanggap teknologi perusahaan

Karakteristik Pengembangan Produk yang Sukses Biaya Pengembangan Biaya pengembangan merupakan salah satu komponen yang penting dari investasi yang dibutuhkan untuk mencapai profit Kapabilitas Pengembangan Merupakan asset yang dapat digunakan oleh perusahaan untuk mengembangkan produk dengan lebih efektif dan ekonomis di masa yang akan datang

Stakeholders Pegembangan Produk Tim pengembangan produk Pekerja Masyarakat

Pengembangan produk merupakan aktivitas yang meliputi tiga fungsi utama, yaitu: Penjualan (Marketing) Desain Manufacturing

Fungsi Pemasaran Menjembatani interaksi antara perusahaan dengan pelanggan Memfasilitasi proses identifikasi peluang produk pendefinisian segmen pasar identifikasi pelanggan Merancang komunikasi antara perusahaan dengan pelanggan Menetapkan target harga Merancang peluncuran serta promosi produk

Fungsi Perancangan (Design) Mendefinisikan bentuk fisik produk Desain engineering Mekanik Elektrik Software, dll Desain industri Estetika Ergonomi User interface

Fungsi Manufaktur Merancang dan mengoperasikan sistem produksi pada proses produksi Aktivitas Supply Chain, mencakup juga aktivitas pembelian, distribusi, dan instalasi.

Tim Pengembangan Produk Internal Dari pihak perusahaan sendiri Eksternal Konsultan Unversitas Instansi pemerintah Organisasi Nirlaba

Tipe-tipe yang dapat digolongkan sebagai produk baru : Produk yang membentuk fungsi yang sama sekali baru misalnya penemuan bola lampu. Produk dengan performasi yang telah diperbaiki, misalnya komputer yang kemampuannya terus bertambah. Produk yang mempunyai aplikasi baru dari yang sebelumnya, contohnya kemasan aerosol yang sekarang dipakai juga untuk kaleng obat nyamuk.

Tipe-tipe yang dapat digolongkan sebagai produk baru : Produk yang menawarkan fungsi tambahan yaitu penambahan benda kepada benda asal sebagai pelangkap benda asal dan pada umumnya tidak dapat berdiri sendiri tanpa benda asalnya. Contohnya : penambahan speedometer pada sepeda.

Tipe-tipe yang dapat digolongkan sebagai produk baru : Produk lama yang dijual ke pasar yang baru. Produk dengan harga jual lebih rendah sehingga mempunyai lebih banyak pembeli.

Tipe-tipe yang dapat digolongkan sebagai produk baru : Produk yang dikembangkan atau produk yang ada sekarang diintegrasi ke produk yang lain. Produk jenis ini merupakan gabungan dari dua benda yang mempunyai fungsi masing-masing dan dapat dimanfaatkan terpisah dari benda asal serta mempunyai nilai kegunaan yang setara dengan benda asal.

Tipe-tipe yang dapat digolongkan sebagai produk baru : Restyled Product, yaitu perubahan tetap/teratur yang dilakukan contohnya pada mobil, pakaian dan lain-lain. Downgraded Product, yaitu suatu usaha menjual produk bekas.

Sukseskah di Pasar?

Penyebab Kegagalan Produk Overestimation of Market Size Product Design Problems Product Incorrectly Positioned, Priced or Advertised Costs of Product Development Competitive Actions To create successful new products, the company must: understand it’s customers, markets and competitors develop products that deliver superior value to customers.

New Product Development Process This CTR corresponds to Figure 9-1 on p. 275 and relates to the discussion on pp. 275-286. New Product Development Process Idea Generation and Screening Concept Development and Testing Marketing Strategy Business Analysis Product Development Test Marketing Commercialization Stages in New Product Development Idea Generation. This stage is the systematic search for new product ideas. Sources for new product ideas include internal sources, customers, competitor's products, distributors & suppliers, and other sources. Screening. This stage focuses on reducing the number of ideas by dropping poor ideas as soon as possible. This helps reduce costs and focus attention more productively. Concept Development and Testing. This stage involves translating ideas into product concepts or detailed versions of the ideas stated in meaningful consumer terms. Concepts are then tested on target consumers. Marketing Strategy. This stage consists of three parts. The first part describes the target market, the second part outlines the product's projected price, distribution, and budget for the first year, the third part describes long-term sales, profit goals, and marketing mix strategy. Business Analysis. This stage reviews the sales, costs, and profit projections for the product to find out if they satisfy overall company objectives. Product Development. This stage involves bringing the product concept into existence as a physical product to ensure that the idea is a workable product. Test Marketing. This is the stage at which the product and marketing program are implemented in one or more realistic market settings. Commercialization. This stage involves actually introducing the new product into the competitive marketplace. In this stage, the company must make decisions involving when to introduce, where, to whom, and how.

Systematic Search for New Product Ideas New Product Development Process Step 1. Idea Generation Systematic Search for New Product Ideas Internal sources Customers Competitors Distributors Suppliers

New Product Development Process Step 2. Idea Screening Process to spot good ideas and drop poor ones Criteria Market Size Product Price Development Time & Costs Manufacturing Costs Rate of Return

New Product Development Process Step 3. Concept Development & Testing 1. Develop Product Ideas into Alternative Product Concepts New Product Development Process Step 3. Concept Development & Testing 2. Concept Testing - Test the Product Concepts with Groups of Target Customers 3. Choose the Best One

New Product Development Process Step 4. Marketing Strategy Development Marketing Strategy Statement Formulation Part One - Overall: Target Market Planned Product Positioning Sales & Profit Goals Market Share Part Two - Short-Term: Product’s Planned Price Distribution Marketing Budget Part Three - Long-Term: Sales & Profit Goals Marketing Mix Strategy

New Product Development Process Step 5. Business Analysis Review of Product Sales, Costs, and Profits Projections to See if They Meet Company Objectives New Product Development Process Step 5. Business Analysis Step 6. Product Development If No, Eliminate Product Concept If Yes, Move to Product Development

Full marketing campaign representative cities. New Product Development Process Step 7. Test Marketing Test Marketing This CTR relates to the discussion on pp. 282-284. Controlled Test Market A few stores that have agreed to carry new products for a fee. Standard Test Market Full marketing campaign in a small number of representative cities. Test Marketing Standard Test Markets. Under this approach, the company finds a small number of representative test cities, conducts a full marketing campaign in those cities, and then measures and evaluates performance. This provides a “real world” picture of how the product performs. But there are drawbacks. Standard testing is expensive, long, and tips competitors to company strategy. Controlled Test Markets. This approach uses a research firm that has designated store placement space for their clients. Participating stores receive a fee. Some services like Scantrack (Nielsen) and BehaviorScan (IRI) offer computerized monitoring of individual consumer panels whose television viewing is cross-tabulated with store purchases. Controlled testing is quicker and less expensive than standard testing. Concerns revolve around representativeness of the test markets (small size) and tipping off competitors. Simulated Test Markets. This approach creates a simulated shopping environment by the company or research firm. Consumers are exposed to promotions and then given money to shop with. Purchase patterns are observed and consumers are interviewed afterward by researchers. Simulated test marketing is inexpensive and quick. Representativeness and demand characteristics are concerns and this approach might be used as a pretest for a go-no go decision on further testing. Simulated Test Market Test in a simulated shopping environment to a sample of consumers.

Product Life Cycle - PLC The Product Life-Cycle This CTR corresponds to Figure 9-2 on p. 288 and relates to the material on pp. 287-293. Instructor’s Note: This CTR can be used to overview the life cycle concept. Strategies appropriate for each stage are discussed on the following CTRs. Product Life Cycle - PLC Sales and Profits ($) Sales Product Life Cycle Stages Product Development. Development begins when the company finds and develops a new product idea. During development the product has costs but no sales. Development costs must be strategically weighed against the projected length of the product's PLC. Introduction. During the introduction of new products initial sales growth is slow as the market is just becoming aware of the product. Profits are usually nonexistent at this stage due to heavy promotional spending. Growth. This stage is characterized by rapid market acceptance of the product and increasing profits. Maturity. In maturity there is a slowdown in sales growth as the product has achieved acceptance by most potential customers. Profits may level off or decline as marketing costs increase to defend existing market share. Decline. In this period sales begin to fall off and profits decline dramatically. Profits Time Product Develop- ment Introduction Growth Maturity Decline Losses/ Investments ($)

Introduction Stage of the PLC Product Life-Cycle Strategies This CTR relates to the material on pp. 289 and 293. Introduction Stage of the PLC Sales Low sales Product Life Cycle Strategies Costs High cost per customer Introduction. In this stage marketers spend heavily on promotions to inform the target market about the new product's benefits. Low or negative profits may encourage the company to price the product high to help offset expenses. companies can concentrate on skimming strategies to generate high profits now or on penetration strategies to build market share and dominant the market for larger profits once the market stabilizes. Profits Negative Marketing Objectives Create product awareness and trial Product Offer a basic product Price Use cost-plus Distribution Build selective distribution Advertising Build product awareness among early adopters and dealers

Growth Stage of the PLC Sales Costs Profits Product Price Distribution Product Life-Cycle Strategies This CTR relates to the material on pp. 289-290 and 293. Growth Stage of the PLC Sales Rapidly rising sales Product Life-Cycle Strategies Growth. In this stage the company experiences both increasing sales and competition. Promotion costs are spread over larger volume and strategic decisions focus on growth strategies. Strategies include adding new features, improving quality, increasing distribution, and entering new market segments. Costs Average cost per customer Profits Rising profits Marketing Objectives Maximize market share Product Offer product extensions, service, warranty Price Price to penetrate market Distribution Build intensive distribution Advertising Build awareness and interest in the mass market

Maturity Stage of the PLC Product Life-Cycle Strategies This CTR relates to the material on pp. 290-292 and 293. Maturity Stage of the PLC Sales Peak sales Costs Low cost per customer Profits High profits Product Life Cycle Strategies Maturity. In this stage the company must manage slower growth over a longer period of time. Strategic decisions made in the growth stage may limit choices now. Marketing managers must proactively seek advantage by either market modification to increase consumption, product modification to attract new users (quality, feature, and style improvements), or marketing mix modification in an attempt to improve competitive position. Marketing Objectives Maximize profit while defending market share Product Diversify brand and models Price Price to match or best competitors Distribution Build more intensive distribution Advertising Stress brand differences and benefits

Decline Stage of the PLC Product Life-Cycle Strategies This CTR relates to the material on pp. 292-293. Decline Stage of the PLC Sales Declining sales Costs Low cost per customer Profits Declining profits Marketing Objectives Reduce expenditure and milk the brand Product Life Cycle Strategies Decline. In this stage the costs of managing the product may eventually exceed profits. Rate of decline is a major factor in setting strategy. Management may maintain the brand as competitors drop out, harvest the brand by reducing costs of support for short term profit increases, or drop the product (divest) altogether. Product Phase out weak items Price Cut price Distribution Go selective: phase out unprofitable outlets Advertising Reduce to level needed to retain hard-core loyal customers

Proses dan Organisasi Pengembangan

Definisi Proses pengembangan produk adalah urutan langkah –langkah atau kegiatan – kegiatan dimana perusahaan berusaha untuk menyusun, merancang, dan mengkomersialkan suatu produk

Tahap Pengembangan Konsep Pernyataan misi Identifikasi kebutuhan pelanggan Menetapkan Spesifikais dan targetnya Mendesain konsep produk Memilih konsep produk Rencana pengembangan Rencana Alur Pengembangan Menetapkan spesifikasi akhir Menguji konsep produk

Fase Proses Pengembangan Generik 0. Perencanaan Pengembangan Konsep Perancangan Tingkatan sistem Perancangan Detail Pengujian dan Perbaikan Produksi awal

Tugas dan Tanggungjawab dari Fungsi Utama pada Organisasi untuk Tiap Tahap P E M A S A R A N Perencanaan Pengembangan Konsep Perancangan Tingkatan Sistem Menerjemahkan peluang pasar Mendefinisikan segmen pasar Mengumpulkan kebutuhan konsumen Mengidentifikasi pengguna utama Mengidentifikasi produk pesaing Mengembangkan rencana perluasan family produk Perancangan Detail Pengujian Dan Perbaikan Produksi Awal Mengembangkan rencana pemasaran Mengembangkan promosi dan peluncuran material Menyiapkan percobaan lapangan Menempatkan produksi awal pada konsumen utama

Tugas dan Tanggungjawab dari Fungsi Utama pada Organisasi untuk Tiap Tahap D E S A I N Perencanaan Pengembangan Konsep Perancangan Tingkatan Sistem Mempertimbangkan platform dan arsitektur produk Memperkirakan teknologi – teknologi baru Meneliti kelayakan konsep – konsep produk Mengembangkan konsep – konsep perancangan secara industri Membuat dan melakukan percobaan prototype Menurunkan alternatif arsitektur produk Mendefinisikan subsistem dan perantara Melakukan perbaikan rancangan secara industri Perancangan Detail Pengujian Dan Perbaikan Produksi Awal Mendefinisikan bentuk komponen Memilih material Merancang toleransi Melengkapi pencatatan pengendalian rancangan secara industri Melakukan percobaan keandalan Melakukan percobaan umur pakai Melakukan percobaan kinerja Memperoleh persetujuan sesuai dengan peraturan Menerapkan perubahan rancangan Mengevaluasi output produksi awal

Tugas dan Tanggungjawab dari Fungsi Utama pada Organisasi untuk Tiap Tahap M A N U F A K T U R Perencanaan Pengembangan Konsep Perancangan Tingkatan Sistem Mengidentifikasi batasan – batasan produksi Megatur strategi rantai penawaran Memperkirakan biaya manufaktur Memperkirakan kelayakan produksi Mengidentifikasi pemasok komponen utama Melakukan analisa make/buy Mendefinisikan gambar rakitan akhir Perancangan Detail Pengujian Dan Perbaikan Produksi Awal Mendefinisikan proses produksi sub komponen Merancang peralatan Mendefinisikan proses yangmenjamin kualitas Memulai pengadaan peralatan utama Menyiapkan pemasok untuk produksi awal Memperbaiki proses – proses pabrikasi dan perakitan Melakukan pelatihan tenaga kerja Memperbaiki proses – proses yang menjamin kualitas Memulai operasi sistem produksi keseluruhan

Tugas dan Tanggungjawab dari Fungsi Utama pada Organisasi untuk Tiap Tahap F U N G S I L A I N N Y A Perencanaan Pengembangan Konsep PENELITIAN: Mendemonstrasikan teknologi yang tersedia KEUANGAN: merencanakan sasaran finansial MANAJEMEN UMUM; mengalokasi sumberdaya KEUANGAN: melakukan analisa ekonomi HUKUM: menyelidiki masalah paten Perancangan Tingkatan Sistem Pengujian Dan Perbaikan KEUANGAN: mempersiapkan analisa make/buy JASA: mengidenfisikasi permasalahan yang berhubungan dengan jasa PENJUALAN: mengembangkan rencana – rencana penjualan

dianm@trisakti.ac.id dms.ti.usakti@gmail.com Dian Mardi Safitri dianm@trisakti.ac.id dms.ti.usakti@gmail.com