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Research and Development
1.
Slide 8.1
Lecture 5 Research and Development Chapters 8 and 9 Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
2.
Slide 8.2
Best Practice in Innovation Understand customer & market needs. How? Culture of innovation> vision, leadership & support. Commercial imperatives to innovate, flrxibility. Open innovation- collaboration model, partnerships Funding. Willingness to invest in R&D, balance current and future needs. Execution. Commit resources, continuous improvement, benchmark, goals, strategy. Creativity. Skills, knowledge base, learn, change Intellectual property. Manage and protect Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
3.
Slide 8.3
Structure of lecture 1. Introduction 2. Background: The management of R&D within organisations 3. R&D and the link with corporate strategy 4. R&D strategic planning 5. R&D operational activities 6. Allocating funds to R&D 7. Summary and recap Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
4.
Slide 8.4
Nov 2007 US leads way as global R&D spending rises 10% China and India both recorded growth of more than 30 per cent, albeit from low bases – £766m for China and £268m for India. Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
5.
Slide 8.5
R&D in organisations: Expenditure in 2005 $bn % sales Ford 8.0 5 Pfizer 7.4 15 Siemens 6.5 7 Johnson & Johnson 6.3 12 Microsoft 6.1 16 GlaxoSmithKline 5.7 14 Samsung 5.4 7 Nokia 4.7 11 Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
6.
Slide 8.6
What is R&D? “R&D is the purposeful and systematic use of scientific knowledge to improve man’s lot even though some of its manifestations do not meet with universal approval.” (Twiss, 1992) “To develop new knowledge and apply scientific or engineering knowledge to connect the knowledge in one field to that in others.” (Roussel et al., 1991) Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
7.
Slide 8.7
R & D in Pharmaceuticals Research = basic experimental research Eg identification of possible chemical compounds Theoretical mechanisms Universities Development = exploitation of discoveries Mainly private sector Proof of concept Safety testing (eg drugs) Delivery mechanism (eg how to administer a drug) Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
8.
Slide 8.8
R&D in Business Critical for marketing Competition has made R&D important Consumers trends, needs, demands No guarantees that higher spending on R&D will lead to: high profits greater market share more creativity better products and services Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
9.
Slide 8.9
Definition Investigative activities that a business makes a deliberate decision to conduct Intention is generally strategic (future growth) Aim is to make a discovery that can either lead to the development: new products or procedures, or to improvement of existing products or procedures. Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
10.
Slide 8.10
R&D in Australia $10.1 b of business spending on R&D in 2006-06 Manufacturing $3.9b Property & business services $1.7b Mining industries $1.7b Mining R&D fastest growing In Australia in 2004-05, 119000 FT employed in R&D activites Government direct funding + tax subsidies 2007 – 6295 reported R&D expenditure Source: ABS Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
11.
Slide 8.11
Government incentives & priority areas Allows companies 125% deduction on expenditure Aim is to make firms more internationally competitive ICT Biotechnology Food sector Nanotechnology Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
12.
Slide 8.12
Examples of Aussie innovations Industrial refrigeration Ready-mix system of transporting concrete Use of polymer for printing money Synroc system for storing radioactive waste Black box flight recorder Mining software, equipment, processing Ultrasound scanners Cochlear implant Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
13.
Slide 8.13
Innovation in consumer goods firms R&D is often associated with high-tech firms that are on the cutting edge of new technology But many established consumer goods companies spend large sums of money on improving old products. For example, Gillette spends quite a bit on R&D each year in ongoing attempts to design a more effective shaver. On average, most companies spend only a small percentage of their revenue on R&D (usually under 5%). However, pharmaceuticals, software and semiconductor companies tend to spend quite a bit more. Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
14.
Slide 8.14
Why is R&D important? Crucial to survival Fast changing environment Continuous technology change Competition Changing consumer preferences Fundamental to “marketing” Advantage is markets come from: Understanding what markets need (MR) In case of technology – selling what is possible to make Efficient production processes Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
15.
Slide 8.15
Who are the Key Players? Companies Governments eg CSIRO Universities Future oriented Long-term activities Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
16.
Slide 8.16
R&D in Industry More about application of old science and new science to produce new products R&D is continuous process, difficult to define start and end times Measure outcomes in terms of new products Large proportion of R&D in industry is technology based The diversity of technology means no one firm can gain expertise in all areas. So there is greater reliance on alliances Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
17.
Slide 8.17
Traditional R&D About gaining competitive advantage Technical developments in industries such as chemical, electronics, auto, pharmaceuticals, was responsible for economic growth of nations R&D was seems as a staged process: moving from research to engineering to manufacture Large investments in R&D such as the space race, which resulted in many products and fueled economic growth Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
18.
Slide 8.18
University vs Industry research Universities provide the fundamental and basic research, which tends to be more general Universities concentrate on pursuit of knowledge Industry research focuses more on: product development new technologies understanding of technologies in existing products technologies in manufacturing application of knowledge for commercial purpose Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
19.
Slide 8.19
Classification of research knowledge and R&D continuum concepts Basic research Applied research Close to market Development Technical service Physical products Product tangibility low high Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
20.
Slide 8.20
R&D operational activities Basic research Work of a general nature intended to apply to a broad range of uses or to new knowledge about an area. Applied research Work involving basic knowledge for the solution of a problem. Development The application of known facts and theory to solve a particular problem through exploratory study. Technical service Cost and performance improvements to existing products, processes or systems. Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
21.
Slide 8.21
Components of R&D (1) Basic research: general in nature, apply to a broad range of uses and technologies Universities and large corporations New scientific discoveries eg antibiotics Applied research: Apply existing principles to find new solutions, application of science Moving basic research towards new products eg Dyson vacuum cleaner Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
22.
Slide 8.22
Components of R&D (2) Development: Focuses on products and commercialising these Several prototypes may be developed Design improvements occur Trials, modifications and improvements occur Technical service: Service support systems around existing products and processes Cost and performance improvements Modifications to specifications to improve costs Marketing considerations Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
23.
Slide 8.23
Business strategy A parallel support infrastructure required to ensure business success Need to Match R&D to market realities and opportunities Study and forecast state of the operating environment Capacity to adjust to changes eg climate change Risk analysis Capability analysis Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
24.
Slide 8.24
Integrating R&D to overall business strategy R&D should not be independent of business strategy R&D is part of the business support infrastructure AIMS: Provide support of existing businesses by keeping them competitive and supporting efficiencies Drive new businesses and opportunities eg 3M’s discovery of temporary adhesive led to creation of Post-it notes. Broaden and deepen technological capability for long-term benefits Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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Extended product life cycle Basic Applied research: Development: research: laboratory demonstration of ROI Introduction scientific verification application and suggestion, product Revenue engineering Growth discovery, recognition, Maturity new concept. Decline Investment Accumulated investment Time -12 -10 -8 -6 -4 -2 0 2 4 6 Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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R&D expenditure (mean) across industries Industry % Pharmaceuticals 15 Aerospace 5 Automotive 5 Chemicals 8 Electrical and electronics 7 Food 1.5 General manufacturing 6 Computers 12 R&D as % of sales = (R&D expenditure/total sales income × 100%) Source: UK R&D scoreboard 2001, DTI (2002). Crown copyright material is reproduced with the permission of the Controller of Her Majesty’s Stationery Office and the Queen’s Printer for Scotland Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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Classification of new product development activities across different industries Industrial products Technological Pharmaceutical industry activities Electronics industry Balance of activities White goods and domestic appliance industries Marketing FMCG activities Food and drinks industries Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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Strategic management of research and technology What are we trying to do in this business? How can R&D What will we contribute? support in R&D? What are the costs, What can we benefits and risks? afford? Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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Strategic role of R&D R&D and N.B It’s the businesses its link with that pay for it businesses 1. R&D for existing businesses. This will ensure the businesses 3. Exploratory research. are able to compete and to This helps to develop exploit all opportunities understanding of technology available to it. that the business is using or may use. 2. Drive new businesses. Business opportunities will continually arise. R&D will ensure that these can be exploited. Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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R&D strategic planning means developing a technology portfolio • Core technologies Central to all or most of the company’s products • Complementary technologies Additional technologies • Peripheral technologies Whose application contributes to the business • Emerging technologies Long-term significance Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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Types of technology Core: central to most if not all products of company. Eg photographic technologies are core to the photocopying industry Complementary: eg microprocessor technology and paper-handling technology in photocopying (lifting, turning, stapling etc) Peripheral: eg computer software. The photocopying industry is using software to add features and benefits to its products, eg security, emailing etc Emerging: In photocopying more use of telecommunications as standard features, pdf Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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What to spend on R&D? • Inter-firm comparisons • A fixed relationship to turnover • A fixed relationship to profits • Reference to previous levels of expenditure • Costing of an agreed programme • Internal customer–contractor relationship Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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Key points from the lecture R&D can be managed and is managed Technology for today, tomorrow and the future R&D operational activities R&D Project evaluation Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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References Roussel, P.A., et al. (1991) Third Generation R&D, Harvard Business School Press, Boston, MA. Trott P (2005) Innovation Management & NPD 3rd ed., Prentice Hall. Twiss, B. (1992) Managing Technological Innovation, Lithedin FT: Pitman publishing, London. UK R&D scoreboard 2001, DTI (2002). Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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Chapter 9 Managing R&D projects Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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Introduction to Research & Technology management 1. Introduction 2. Background: The Management of R&T within organisations 3. R&D and the link with corporate strategy 4. R&D strategic planning 5. R&D operational activities 6. R&D project selection criteria 7. R&D evaluation 8. Summary and recap Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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R&D expenditure in 2003 £bn %sales Siemens 3.792 11 GlaxoSmithKline 2.936 18.7 Microsoft 2.675 17.9 Ericsson 2.090 22 Boeing 1.018 4.9 Procter & Gamble 0.994 8.2 Unilever 0.760 5.1 Dyson 0.008 9.6 Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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Technology Risks Can technology be easily copied? How easy is it for others to imitate? Can be managed via patents and copyright protection Or through better management of branding, distribution, marketing management Risks of uncertainty and volatility in technical developments. Need capacity to change directions quickly, so need expert staff Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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Extended product life cycle Basic Applied research: Development: research: laboratory demonstration of ROI scientific Introduction verification application and suggestion, Revenue product engineering discovery, Growth recognition, Maturity new concept. Decline Investment Accumulated investment Time -12 -10 -8 -6 -4 -2 0 2 4 6 Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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R&D expenditure (mean) across industries Industry % Pharmaceuticals 15 Aerospace 5 Automotive 5 Chemicals 8 Electrical and electronics 7 Food 1.5 General manufacturing 6 Computers 12 source: UK R&D scoreboard 2001, DTI (2002) R&D as % of sales = (R&D expenditure/total sales income × 100% Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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R&D strategic planning and a technology portfolio • Core technologies Central to all or most of the company’s products • Complementary technologies Additional technologies • Peripheral technologies Whose application contributes to the business • Emerging technologies Long-term significance Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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Technology life cycles and S-curves: Supercomputer Communication bottlenecks Multi-processor Rate of Speed of light computer technological progress Single-processor computer Amount of effort Source: Utterback & Abbernathy (1992) Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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Organising industrial R&D Centralised laboratories Internal R&D Decentralised laboratories Internal market Industrial R&D Contract Collaborative External R&D Consortium Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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Technological collaboration • Internal R&D is now only one of the many technology development options available to companies. • The technology base of a company is viewed as an asset that represents the technological capability of that company. • The focus of these new activities is on external knowledge acquisition and assimilation. Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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R&D investment supports 2 business activities The main business Licences and technology activity transfer Technology based diversification Business 1 Corporate objectives Business 2 •objectives Unplanned projects worth exploiting •strategy •plans Provision Projects warranting Projects stated of funds modification of existing selected to corporate to R&D corporate plans (B and Y) meet corporate needs needs (1–10) Research and development Allocation of funds to projects Loosely controlled to satisfy corporate needs Unplanned value funds 1 2 3 4 5 YX A B CD E no value 6 7 8 9 10 Z Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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Evaluating research projects 60 ideas are evaluated for: Technical feasibility Financial feasibility Suitability 12 ideas worthy of evaluation Number of through: Technical evaluation and research market research analysis ideas 6 potential products worthy of further development and analysis 3 prototypes for technical and market testing 2 products launched 1 successful product Evaluation of research project ideas Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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R&D project evaluation criteria • Technical • Research direction and balance • Competitive rationale • Patentability • Stability of the market • Integration & synergy • Market • Channel fit • Manufacturing • Financial • Strategic fit Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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How Pfizer’s Viagra almost slipped away • Viagra one of the world’s most recognised brands • A social icon with sales >$2bn • An unintended discovery • 13 years to market • How to attract consumers without alienating them • But impotence market was small! • Why spend valuable R&D money on such a small market? Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
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