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DPI Literature
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New products are the lifeblood of any successful enterprise.
Is your company clearly leading the new product race in your market?
Are you able to produce a steady stream of new-to-the-market products that create new revenue streams and assure supremacy over your competitors?
Why is it that companies like Sony, Honda, 3M and Johnson & Johnson are able to develop and successfully launch winner after winner while their competitors struggle to keep up?
The answer, says author Michel Robert, is that these companies and hundreds of others like them practice a repeatable process of innovation. While their competitors rely on "bolts from the blue" and occasional technical breakthroughs, they are systematically searching their environments for new-to-the-market opportunities.
Yet even the best of these companies are practicing their methodologies without being conscious of it. And so they cannot be described or transferred to others.
In this breakthrough book, Mike Robert describes his twenty year journey of discovery in which he and his partners at Decision Processes International uncovered the secrets of the most successful innovators, codified them and made them accessible to any company in any industry. The Strategic Product Innovation Process they have developed and validated will enable you to create and commercialize a steady stream of new-to-the-market products leading to long-term competitive supremacy.
Hundreds of companies worldwide have used this process to successfully create products that changed the game in their markets. Here is what CEOs say about this process in in-depth interviews in this book:
"We now have a process in place that helps us turn our market knowledge into successful new products. It helped us to bring order to what most of us think of as chaos." "We came up with an outstanding new product . . . the DPI processes have helped us to get to products like this that are crucial to our 'profitable growth' objective." "New products are the lifeblood of our company . . . We put this process in place eighteen months ago, and now 30% of our sales come from new products. We started with a goal of 30% in three years. Obviously we blew that away. This has been very successful for us." "We were looking for a way to generate new ideas, to be sure they were needed by the market, and innovative in such a way as to re-establish our leadership in the market." "Our process for developing new products is much more streamlined . . . (SPI) established the process and the chain of command that we use to bring these products to market." | ||||
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