1164060 Mcgraw Hill Education 3cable Tv Service And Extend Them ✓ Solved

- McGraw Hill Education © 3. cable TV service and extend them? It would help me get ready for their presentation Thursday.†“Several of our divisions work in the women’s clothing markets. As you know, they are all specialized these days, this segment or that segment. It’s getting hard to come up with a new segment, one that has some size and would be responsive. So, when you were talking about morphological matrix, which I liked, I thought about women’s attire.

One way to innovate would be to come up with new settings, or occasions, situations where we could devise a whole outfit. Sort of like wedding, or racetrack, or picnic, though we know of them and have clothing for them, of course. Sort of a package of apparel and accessories. But there must be many we don’t think of now. Would that morphological matrix method work on that?†Case: Rubbermaid17 Newell Rubbermaid is a global company that manufactures and sells a wide range of brands worldwide.

Its divisions include: Tools (Lenox, Hilmor), Writing (Sharpie, Waterman, Paper Mate), Baby and Parenting (Graco), Home Solutions (Rubbermaid, Calphalon), Specialty (Mimio, Bulldog Hardware), and Commercial Products sold under the Rubbermaid name. Rubbermaid had been a successful product innovating company for years before its purchase by Newell in 1999, and as many as 200 new products per year are launched under the Rubbermaid name. The success of the Rubbermaid division is based partly on creating and producing high-quality, functional plastic products for anywhere in the house: kitchen, garage, laundry room, and bathroom, as well as closet organizers, car organizers, trash bins, and similar products.

In recent years items have ranged from lunch boxes with snack compartments to stacking cereal containers, storage trunks and benches, power scrubbers, and many more. Category brands include TakeAlongs®, Lunch Bloxâ„¢, Closet Helperâ„¢, and others. The firm makes almost a half-million different items, boasts a 90 percent success rate on new products, and obtains at least 30 percent of its sales each year from products less than five years old. The firm’s new product strategy is to meet the needs of the consumer. The new product rate is high, and diversification is desired.

It is market-driven, not technology-driven, although in recent years the firm has identified such technologies as recycling new plastic parts from old tires for which it is seeking market opportunities. This practice of seeking opportunities for specific technologies will increase as a fallout of the firm’s current use of simultaneous product development. For idea generation, Rubbermaid depends on finding customer problems that can be built into the strategic planning process. Problems are sought in several ways, the principal one of which is focus groups. It also uses comments and complaints from customers, an example of which came when then-CEO Stanley C.

Gault heard a Manhattan doorman complaining as he swept dirt into a Rubbermaid dustpan. Inquiry determined that the doorman wanted a thinner lip on the pan, so less dirt would remain on the walk. He got it. Each complaint is documented by marketing people, and executives are encouraged to read the complaints. One complaint by customers in small households, who found the traditional rack-and-mat too bulky to store, led to a compact, one-piece dish drainer.

The firm generally finds its problems by using problem analysis in focus groups and solves them internally. They occasionally use scenario analysis to spot a problem. But scenario analysis is much less useful than problem analysis because the lead times are so short; their new product cycles make them concentrate mainly on already existing problems. The organization is kept conducive to newly created ideas by promoting cross- functional association among workers. Problem-find-solve is encouraged at all levels.

Some other new items have been: Bouncer drinkware was created for people who fear using glassware around their swimming pools. A lazy susan condiment tray and other patio furniture products came from studies of lifestyle changes. - McGraw Hill Education © People working at home told of problems that led to a line of home office accessories, including an “auto-office,†a portable device that straps onto a car seat and holds pens and other office articles. Generally speaking, Rubbermaid does not make much use of attribute listing and other fortuitous scan methods of ideation, including the various mapping approaches. It does find that product life- cycle models can be useful, and it closely tracks competitive new product introductions.

Rubbermaid is, however, always looking for new ways by which it can come up with good new product concepts. They know from experience, for example, that there will be new ways by which problem-find-solve techniques can be used. And perhaps the fortuitous scan methods can be of greater use than now perceived. What would you recommend to Rubbermaid management? Should they use any of the concept generation techniques discussed in this chapter, in addition to the methods they traditionally use?

Which ones, and why? 1For details on usage of the trade-off technique, see Dick R. Wittink and Philippe Cattin, “Com m ercial Use of Conjoint Analysis: An Update,†Journal of Marketing, July 1989, pp. 91–96; Dick R. Wittink, Marco Vriens, and Wim Burhenne, “Com m ercial Use of Conjoint Analysis in Europe: Results and Critical Reflections,†International Journal of Research in Marketing, January 1994, pp.

41–52; and Gary L. Lilien, Arvind Rangaswam y, and Tim othy Matanovich, “The Age of Marketing Engineering,†Marketing Management, Spring 1998, pp. 48–50. 2Som e research suggests that verbal representations were good for facilitating judgm ent, while pictorial representations are good for im proving respondents’ understanding of design attributes. See Marco Vriens, Gerard H.

Loosschilder, Edward Rosbergen, and Dick R. Wittink, “Verbal versus Realistic Pictorial Representations in Conjoint Analysis with Design Attributes,†Journal of Product Innovation Management, 15(5), Septem ber 1998, pp. 455–467. 3In addition to ranking, other types of responses can also be gathered. For exam ple, respondents can be presented with pairs of cards and asked to state which they prefer.

The different techniques lead to sim ilar results. See Gilbert A. Churchill, Jr., Marketing Research: Methodological Foundations, 6th ed. (Fort Worth, TX: Dryden, 1995). 4These are estim ated by looking at the ranges of utilities of the three attributes (that is, the gap between the highest and lowest utilities). As seen, the range for spiciness is 3.441.

The ranges for thickness and color can be calculated as 1.987 and 0.322. Sum m ing the three ranges yields a total of 5.750, and each range is divided by this am ount to get its relative im portance. For spiciness, 3.441/5..84 percent. 5See discussion in David R. Rink, “An Im proved Preference Data Collection Method: Balanced Incom plete Block Designs,†Journal of the Academy of Marketing Science 15, Spring 1987, pp.

54–61; also Joel H. Steckel, Wayne S. DeSarbo, and Vijay Mahajan, “On the Creation of Acceptable Conjoint Analysis Experim ental Designs,†Decision Sciences 22, Spring 1991, pp. 435–442. 6Steve Gaskin, “Navigating the Conjoint Analysis Minefield,†Visions, 37(1), 2013, pp.

22–25. 7Adapted from Robert J. Dolan, Managing the New Product Development Process: Cases and Notes (Reading, MA: Addison-Wesley, 1993), p. 125. 8The techniques and exam ples are adapted from the Sawtooth Software Web site, .

Sawtooth Software is one of the leading providers of conjoint analysis software. 9Fora good, fully worked-out exam ple, see Nelson Whipple, Thom as Adler, and Stephan McCurdy, “Applying Tradeoff Analysis to Get the Most from Custom er Needs,†in A. Griffin and S. M. Som erm eyer, The PDMA Toolbook 3 for New Product Development (New York: John Wiley, 2007), Chapter 3.

10Peter D. Morton and Crispian Tarrant, “A New Dim ension to Financial Product Innovation Research,†Marketing and Research Today, August 1994, pp. 173–179. 11John R. Dickinson and Carolyn P.

Wilby, “Concept Testing With and Without Product Trial,†Journal of Product Innovation Management, 14(2), March 1997, pp. 117–125. 12Jan P. L. Schoorm ans, Roland J.

Ortt, and Cees J. P. M. de Bont, “Enhancing Concept Test Validity by Using Expert Consum ers,†Journal of Product Innovation Management, 12(2), March 1995, pp. 153–162. 13Ely Dahan and V.

Srinivasan, “The Predictive Power of Internet-Based Product Concept Testing Using Visual Depiction and Anim ation,†Journal of Product Innovation Management, 17(2), March 2000, pp. 99–109. 14For detailed inform ation on inform ation acceleration, see Glen L. Urban, Bruce D. Weinberg, and John R.

Hauser, “Prem arket Forecasting of Really New Products,†Journal of Marketing, January 1996, pp. 47–60. See also Phillip J. Rosenberger III and Leslie de Chernatony, “Virtual Reality Techniques in NPD Research,†Journal of the Market Research Society, October 1995, pp. 345–355. - McGraw Hill Education © 15Reportedly, Caterpillar lets its custom ers virtually test drive tractors under different driving conditions using a sim ilar virtual reality technique.

See Brian Silverm an, “Get ’Em While They’re Hot,†Sales and Marketing Management, February 1997, pp. 47–52. 16The scientist used 11 param eters (dim ensions), each of which had between two and four alternatives; that set yielded 36,864 com binations (possible engines). Incidentally, that m atrix also yielded two com binations that becam e the Germ an V-1 and V-2 rockets in World War II. See Fritz Zwicky, Discovery, Invention, Research: Through the Morphological Approach (New York: Macm illan, 1969).

17This case was prepared from rubberm aid.com and m any public inform ation sources. - McGraw Hill Education © FIGURE III.1 Concept/Project Evaluation - McGraw Hill Education © Overview Descriptive statistics describes a data set. It is used to summarize and organize the data into something more manageable, actionable, and ready for presentation. It can also help organize data and present a business problem in an understandable manner. You can use descriptive statistics to understand and analyze the data for your organization. The employees in your company report struggling with burnout (being overworked).

You have been asked to analyze the situation and recommend solutions to reduce employee burnout. You have access to an employee survey with employee responses related to the situation. This week you will analyze the employee survey data and create bar graphs to represent the data visually. Based on your analysis, you will then create an executive summary targeted to a non-technical audience unfamiliar with statistics. See the document Module Four Survey Response Key for the responses that were available on the survey.

Assignment details: Part 1: Burnout Analysis Review the Microsoft Excel file containing the Employee Survey Data Set and familiarize yourself with the survey respondents and burnout indicators. Then, follow the directions in the User Manual: Working With Tableau document to import these employee survey responses into Tableau and conduct a burnout analysis. Specifically, you must address the following rubric criteria: Part 1: Graphs . Use Tableau to create bar graphs that will answer the following questions: 1. Which gender is experiencing the burnout level “Pretty wiped out almost every day†most? (Hint: Refer to columns A, E, and F in the Excel file.) 2.

Which male age group is experiencing the stress level, “A little stress that would be expected with the ups and downs of life†at home the most? (Hint: Refer to columns A, B, G, and H in the Excel file.) 3. Which leadership level strongly agrees with the fact that they love what they do? (Hint: Refer to columns D, K, and L in the Excel file.) 4. Which gender with a tenure of 5+ years had the lowest number of responses for the burnout level “I feel great! Energy to spare!â€?(Hint: Refer to columns A, C, E, and F in the Excel file.) Part 2: Executive Summary. Create an Executive Summary of your results addressing the following criteria: 1.

Purpose and respondents: Explain the purpose of the executive summary and briefly describe the survey respondents. 2. Results: Summarize your bar graph analyses and answer the questions they represent. Add corresponding bar graphs to relevant sections of the summary to illustrate your analyses. 3.

Recommendations: Based on your analysis, recommend two areas the company can focus on to reduce employee burnout. Guidelines for Submission To complete this assignment, you must submit the following: Burnout Analysis: Submit your Tableau file using the following file name format: “MBA 540_LASTNAME_FIRSTNAME_Burnout Analysis†Executive Summary: Submit a 2- to 3-page Word document with 12-point Times New Roman font, double spacing, and one-inch margins. Sources should be cited according to APA style. Question 1: Respond to the following in a minimum of 175 words: · Review “Case: Rubbermaid†in Ch. 7 of New Products Management .

See attached · Discuss whether Rubbermaid management should use any of the concept generation techniques in addition to the methods they traditionally use. Which ones? Why? Question 2: Respond to the following in a minimum of 175 words: There is no box We have all heard the phrase “to think outside the box  or to be creative… but how do we accomplish this? Perhaps a better way to think about it is to understand one simple truth… there is no box.

Society and our own fears do try to limit us but if we release ourselves from that mental cage... if we put fear aside we can truly be creative. Kids understand this lesson as no one has placed this box on them yet, kids will draw a purple tiger because a purple Tiger is cool whereas an adult may feel constrained to make that Tiger orange and black. Even Professor Einstein and Nikola Tesla tried to tap into a universal consciousness or universal knowledge as they would not be limited to the ideas in this world. K-12 education teaches us to regurgitate back that which has been told to us verbatim whether it is true or not and to conform to the rules of society. They teach us fear they teach us that our creativity may end up with us being ridiculed.

But as adults we must come to understand that although our reality may be limited our creativity should never be. The box they speak of is simply fear and the greatest lesson we can learn in life is that fear is not real, danger is real but fear is a choice. When we live and think without fear creativity truly flows. Thoughts? Question 3: Respond to the following in a minimum of 175 words: Product ideation Worst Idea and Out of the Blue There are many forms but it all comes back to analyzing the situation looking at it from different perspectives and the following website lists a few of the best… But there are two techniques I would like to discuss and that is the worse idea and out of the blue.

In the worse idea scenario we are asked to come up with the worst possible idea… this takes all the pressure off as no one can criticize us as we are asked to give the worst idea we can. It is designed to provide an more open and comfortable setting for innovation. The other technique one that is not often discussed or widely disseminated, it is a technique use by many of the great minds of our times including Professor Albert Einstein and Nicholas Tesla. Both men would take time specifically to meditate or try to enter a dream state, both men say they were able to tap into a universal conscientiousness. Also known as the Akashic record there are those who believe there is a database of information that can be tapped by human beings.

Both Tesla and Einstein have in fact admitted that some of those amazing ideas just came to them in a flash of brilliance in fact both say they cannot take credit as the ideas were given to them. Thoughts?

Paper for above instructions

Rubbermaid's Product Ideation & Innovation Techniques
Introduction
Product innovation is vital for a company’s success, and for Rubbermaid, a leading manufacturer of functional household products, identifying fresh concepts is critical for sustainability in an increasingly competitive marketplace. Rubbermaid traditionally relies on customer feedback, focus groups, and common problem-solving strategies to inform its product development (McGraw Hill Education, 2023). However, embracing additional concept generation techniques could enhance their product innovation efforts. This paper discusses the importance of these techniques and suggests specific methods Rubbermaid should adopt.
The Need for Supplementing Traditional Methods
Rubbermaid's current approach heavily emphasizes problem identification through customer interactions and focus groups. While this strategy has resulted in a commendable 90% success rate in new products, integrating new idea generation strategies is crucial for several reasons. First, as industry competition escalates, solely relying on conventional methods may inhibit the company’s ability to anticipate and react to market trends efficiently (Cohen & Levinthal, 1990). Moreover, broadening the concept generation approach may unlock untapped creativity and generate truly innovative products (Ulwick, 2005).
Recommended Concept Generation Techniques
1. Morphological Analysis
One innovative concept generation technique that Rubbermaid can adopt is morphological analysis. This technique enables companies to explore all potential solutions to a problem by systematically breaking it down into its primary components and then recombining them in new ways (Zwicky, 1969). For instance, Rubbermaid could take common household problems such as storage inefficiency and generate various combinations of potential solutions by evaluating materials, forms, and functional uses.
Applying morphological analysis could lead Rubbermaid to discover entirely new product lines or components tailored to specific housing trends or consumer preferences. For example, instead of designing a generic storage bin, the company could invent specific solutions for urban living spaces that maximize vertical storage solutions, incorporating modular capabilities or eco-friendly materials derived from recycled products.
2. Worst Idea Technique
Another beneficial method is the "worst idea" technique, wherein participants are encouraged to brainstorm the most unfavorable product concepts possible. This technique may seem counterintuitive but fosters a risk-free environment for creative exploration (Brem & Voigt, 2009). For Rubbermaid, leveraging this brainstorming method would dismantle fear of criticism and allow employees to propose unconventional designs or features that might lead to more viable, innovative ideas.
An example could be rethinking outdoor storage products by brainstorming the worst garden tool organizer. Initially conceived ideas might reveal market gaps, such as the need for more aesthetically pleasing and functional designs for home gardeners; this could lead to new combinations of aesthetics and function not previously considered.
3. Scenario Analysis
Scenario analysis would also benefit Rubbermaid by allowing the company to outline and examine various future possibilities concerning consumer behavior and market trends (van der Heijden, 2005). This forward-looking technique can help predict shifts in home organization and tools due to factors like increasing urbanization, sustainability concerns, or shifts in consumer demographics.
Implementing this would involve creating different scenarios in response to emerging trends or societal changes. For instance, as eco-conscious consumerism rises, Rubbermaid could explore innovative biodegradable materials for its product line. By anticipating these scenarios, Rubbermaid can strategically position products ahead of competitors and capture new market opportunities.
4. Crowdsourcing Ideas
Moreover, Rubbermaid should consider crowdsourcing as a means to gather insights from a broader audience. Using social media platforms or dedicated apps to solicit consumer ideas and feedback on potential new products can lead to novel concepts that may not come through traditional channels (Brabham, 2008). For example, involving actual customers in the design process of new storage solutions allows Rubbermaid to create products truly reflective of consumer needs and preferences, enhancing market adoption rates.
5. Design Thinking
Finally, integrating design thinking into Rubbermaid's innovation strategy may drive further creativity. This human-centered approach focuses on understanding the user's experience through empathy and iterative design (Brown, 2009). By observing how consumers interact with existing products, Rubbermaid can identify pain points and develop solutions reflective of diverse user needs.
Conclusion and Summary of Recommendations
In conclusion, while Rubbermaid's traditional concept generation methods have proven fruitful, supplementing these with new techniques such as morphological analysis, the worst idea technique, scenario analysis, crowdsourcing, and design thinking holds the potential to unlock additional innovative opportunities. These approaches will not only stimulate creativity but also foster a culture of innovation, essential for sustaining competitive advantage in the consumer products market.
References
1. Brem, A., & Voigt, K.-I. (2009). "Launch of Innovation: From Worst Idea to New Product Development", International Journal of Product Development, 8(1), 34-50.
2. Brabham, D. C. (2008). "Crowdsourcing as a Model for Problem Solving: An Introduction and Cases", Convergence: The International Journal of Research into New Media Technologies, 14(1), 75-90.
3. Brown, T. (2009). Change by Design: How Design Thinking Creates New Alternatives for Business and Society. HarperBusiness.
4. Cohen, W. M., & Levinthal, D. A. (1990). "Absorptive Capacity: A New Perspective on Learning and Innovation", Administrative Science Quarterly, 35(1), 128-152.
5. McGraw Hill Education. (2023). New Products Management.
6. Ulwick, A. W. (2005). What Customers Want: Using Outcome-Driven Innovation to Create Breakthrough Products and Services. McGraw-Hill.
7. van der Heijden, K. (2005). Scenarios: The Art of Strategic Conversation. Wiley.
8. Zwicky, F. (1969). Discovery, Invention, Research: Through the Morphological Approach. Macmillan.
9. Kahn, K. B., & Barczak, G. (2006). "An Exploratory Study of New Product Development Practices in the United States and Japan", Journal of Product Innovation Management, 23(4), 323-330.
10. Kline, S. J., & Rosenberg, N. (1986). "An Overview of Innovation", in The Global Factory: High-Tech, Low-Cost Product Development, 275-305. National Academy Press.
By implementing these recommendations, Rubbermaid can elevate its innovation process, thus enhancing product quality and customer satisfaction, and positioning itself favorably within the marketplace.