Generating ideas is a great starting point for new product development, but it is figuring out which ones will make the cut is the more difficult. This is called idea screening.
While idea generation techniques range from brainstorming, to synectics, to fish bone diagrams, idea screening mechanisms vary depending on the situation. The various techniques of screening ideas include ones based on benefit, based on expertise, based on corporate vision , one based on portfolio fit based one and finally time based one.
The first one, which is technique based on benefit is a common screening criterion. In this, ideas are evaluated on whether they deliver on the benefit that the customer is seeking. This is usually a problem faced in the marketplace. The brainstorming is conducted keeping this in mind and various ideas are ranked on how well they fulfil this gap of solving the customers’ problem.
The second one, technique based on expertise, involves pursuing ideas that fit into the existing company. Companies feel that if any idea requires sourcing of expertise from external sources, it may be expensive. That, or there may not be adequate resources internally to handle that expertisegoing forward. Hence, the technique of screening based on expertise is an important strategic one.
What the company wants
Corporate vision plays an important role in deciding which ideas should be developed further. Many times, the ideas maybe great but they may not fit into the vision that the organisation has set for itself - either in terms of category choices, or functional deliveries. For example, if a company competes only in personal care, ideas in oral or skin care may not fall into its purview. The organisation may not be up to investing in it for the long term. Hence, these ideas are dropped.
The fourth criterion, which is a screening technique based on the portfolio is similar to the one based on corporate vision, except that it takes into consideration where the existing brands are already present. If there is brand presence in delivering a certain promise, then ideas in those specific areas are not taken forward. This ensures there is no duplication of brand building and hence cannibalisation is avoided. It also helps the organisation retain its focus in the long run.
Time crunch
The final criterion of a screening, which is technique based on time, is probably the most practical one. Many times, organisations are under pressure to deliver new products under certain time frames. This is possible only if they know what the time taken to develop these new products are. This allows companies to have a balanced view on new product launches, thus reducing risk in terms of absence in the market through relevant offerings.
But, at the end of the day, whatever the criterion, an organisation probably needs a combination of the above techniques to decide whether to pursue a new product idea or not. More the criteria, the better the decision making process is.