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• New product development process

New Product Development - The 7-Step Process Explained

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Delivering innovative products can help you gain a competitive advantage, but maintaining that advantage requires continuously delivering new products that keep pace with your customers' evolving needs. New product development is the key to building and keeping market share and customer loyalty.

What is new product development?

New product development is the end-to-end process of creating a product that has never been brought to market—from idea to concept, prototyping, developing, testing, and launch. It involves building a product strategy and roadmap to successfully guide cross-functional teams and stakeholders through the entire process.

Unlike product enhancements and upgrades that modify and improve existing products, new product development addresses the unique challenges of designing and delivering brand-new products. This article discusses the seven stages of new product development, some challenges Agile teams face along the way, and how you can succeed.

The 7 stages of new product development

Successful Agile software development takes careful planning and good project management practices . The seven stages of new product development guide you through the process by breaking the work into stages or steps.

1. Generating ideas

Every new product begins with a problem and ideas to solve it. Ideas may come from within the company, such as the customer service team, or from outside via customer and market research. In this phase, it's important to gather all ideas without discrimination. The more ideas you can brainstorm, the better.

Products such as Jira Product Discovery help product teams structure the chaos of prolific ideas. Ideas can be supported by data, customer feedback, sales input, support tickets, and more to help shape what the product team should focus on, creating ongoing feedback loops. Idea generation is most effective as a team activity with the outcome of developing the essential elements for a new product. 

To help you prioritize ideas, methods such as a SWOT or Competitive analysis take the guess-work out of the process. When generating ideas, having a clear understanding of where opportunities exist and knowing how the competition stacks up can lead to brainstorming disruptive and game-changing ideas.

2. Screening ideas

Agile teams can use Jira Product Discovery matrixes to view a large number of ideas, using criteria such as impact, effort, and confidence level before scoring and selecting which ideas to move into the next phase. Gathering and organizing product ideas in a centralized tool makes it easier for product teams to prioritize which ideas or features will drive the most impact.

Scoring ideas by product development effort versus the overall impact of the solution is an excellent way to focus on those with the most impact. The SWOT and competitive analysis templates from step 1 can provide the foundation for where to place priorities. 

You can also identify good ideas that are simply not right for this new product but may be suitable for future products and the goals of the team. Screening ideas can be difficult, but aligning each good idea to your goals and comparing its impact to other ideas will help identify the most impactful opportunities.

3. Creating a product strategy

After selecting ideas to develop into a new product, it's time to create your product strategy. This is a concise definition of the need that the new product meets. A good product strategy includes the vision, target market or user, position in the industry, features and benefits, and the value the new product brings to the business. This phase involves creating a clear definition of the requirements.

Confluence offers a strategic plan template that can help you refine your strategy messaging, remove ambiguity, and clearly communicate the goal. From here, the Confluence requirements template walks you through the process of outlining your objectives and success metrics, listing assumptions and options to address them, and adding supporting documentation. These efforts include prototyping and validating with customers, ensuring the product being built will be something that customers actually want.

4. Building a product roadmap

A product roadmap is an action plan. It outlines product functionality and release schedules and helps you manage new product development. Think of the roadmap as the core communication tool for short- and long-term efforts that align with your business goals. It's a shared source of truth for a product’s vision, direction, priorities, and progress over time. Creating a great product roadmap keeps your entire team working together and moving in the same direction (try our product roadmap template ). They also make it easy to check in on the work at any time throughout the product development life cycle.

Product teams using Jira Product Discovery can then share their product strategy using always-up-to-date, custom roadmaps to present which ideas will be built, when, and why.

5. Prototyping

Time to market is critical for new product development, and your ability to rapidly prototype and develop products ensures viable solutions. Jira Product Discovery’s integration with software development tools like Jira  makes it easy to seamlessly connect your entire software delivery lifecycle.

Defects and change requests are simply a fact of new product development, but concise tracking and issue management keep everyone on your team informed, organized, and on schedule. Testing can span both internal quality assurance (QA) teams as well as customers and end users engaged in alpha, beta, or user acceptance testing. Jira  is the leading tool that Agile teams use for testing, in part because it optimizes the QA workflow by writing and managing test scripts, tracking test cases, and managing defects. 

The product roadmap template from the previous step, along with other Confluence project planning templates , also inform testing and help ensure you miss nothing.

7. Product launch

You only get one chance to make a good first impression, and launching a new product requires careful planning and delivery. Every step in the process is a building block to a successful launch. Confluence’s product launch template helps ensure a smooth launch.

Additionally, sales and marketing, HR, and legal teams are already using your product strategy and roadmap to align messaging, identify opportunities, and ensure regulatory compliance. Using Jira , they can seamlessly connect their work with the product team’s. It provides a streamlined UI and integrations with the tools they use daily, such as Gantt charts and spreadsheets.

4 main types of product development

There are four types of product development, including:

• New product development : These are products that haven’t been released in the market before, such as software applications that solve new or novel customer problems. 
• New product categories : These products may not be new to the marketplace, but they are new to the company developing them. For example, a software company may expand their offering to include products within the category they currently develop, such as adding tax accounting to their portfolio of personal finance applications. 
• Product line extensions : These expand the products offered within the organization’s existing range of products, such as adding new industries within a category. For example, a company may develop accounting software for the construction industry and decide to extend their accounting software to the airline industry.
• Product enhancements : These are new features and capabilities within existing products. Companies generally design them to provide customers with new or added value. Enhancements respond to changes in the market, performance issues, or new competitive products. 

Example of new product development

Whether creating a new product that hasn’t been seen in the market before, or expanding an existing application to address new geographic locations, understanding the time it will take to develop is essential. 

Jira insights help teams make data-driven decisions based on their own historical progress. Insights can come from every aspect of the product development process and provide continuous improvement opportunities with each new product development project.  

3 challenges teams encounter in the new product development process

Great tools can help alleviate the challenges of new product development. Understanding these challenges and how to address them can keep your team on track for a successful launch.

1. Defining clear requirements

When speed is important, the requirements often become an ironclad set of instructions. While clear requirements are necessary, Agile teams must have a shared understanding of and empathy for the customer. Include various members of your team in requirements-gathering activities, such as customer interviews. When designers, developers, and QA share an understanding of user stories, they can produce results more quickly and accurately without maintaining rigid rules.

Confluence’s requirements template gives you the power to capture and update assumptions, use cases, UX design, and scope together.

2. Estimating the development effort

Working with realistic project timelines is essential for bringing new products to market and gaining a competitive advantage. However, product development tasks are notoriously difficult to estimate, and new product development can be even harder. Break work into smaller tasks for more accurate estimates. In addition to giving you more flexibility with resource assignments, smaller tasks minimize the impact on your overall project when something takes longer than expected.

Many Agile teams have switched from traditional estimates to story points—units that measure the effort teams require to fully implement a user story. A user story is an informed explanation of a feature from the user's perspective. With Jira, Agile teams track story points, reflect, and quickly recalibrate estimates.

3. Siloed tools

Collaboration is a critical component in your team's success and the success of their products. Development teams use a variety of specialized tools, such as visual design tools for creating mock-ups and instant messaging apps for hosting team discussions. No single tool can provide the specialized functionality for all the needs of the development team. Jira Product Discovery and Jira integrate with a wide range of specialized development tools to easily collect and incorporate important information.

How long does new product development take?

The time to develop a new product can vary widely based on the complexity of that product. For example, developing an application that securely processes credit card payments may take magnitudes longer than developing software to track exercise statistics. But a few tips can help reduce the time to market while maintaining quality. 

Expert tips from Atlassian for new product development

Understand the customer.

Begin with the customer’s needs in mind. The time you spend early, interviewing customers and gathering input, helps create a clear product strategy. The entire team should understand the problem they are solving for the customer. It will keep the team on track when they make decisions during development. 

Foster team collaboration

When the team has the tools for seamless collaboration, generating ideas, prioritizing issues, and solving problems is much easier. Today’s product development teams include a wide range of cross-functional roles. The best way to prevent silos and keep the team working together is with collaboration, respect, and genuine appreciation for each other’s contributions. Centralized tools such as Jira Product Discovery and Jira help foster this.

Define the requirements

A good product specification outlines the purpose, what the client needs the product to do, the technical and functional requirements to achieve that, design mockups, and even release plans. This foundational document takes time to create, but it helps teams refine and clarify fuzzy requirements and align on the scope of the project. 

Optimize resource allocation

Resource allocation is among the hardest aspects of new product development, so the roadmap must be well-defined before you begin. Understand the tasks included in the project, their dependencies, and the resources required. Visual workflows can help teams identify when you underutilize or overcommit resources. They can also highlight bottlenecks and roadblocks to allow teams to quickly adjust and stay on track. 

Jira makes new product development easier

Jira  provides success tools for new product development teams to collaborate on and manage work from idea to product launch. Agile teams have made Jira the leading solution for new product development.

Jira Product Discovery is a dedicated tool that aids teams in crucial stages of product development. It helps Agile teams gather and prioritize ideas and align everyone with product roadmaps. 

With Jira Product Discovery matrixes and criteria, you can easily select which ideas to move ahead with, enhancing the experience of product development.

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Case Studies for Product Management: A Deep Dive

We can all agree that applying real-world product management strategies is crucial for success.

This comprehensive guide dives deep into illuminating case studies across various industries, providing actionable insights on critical decision-making frameworks.

Introduction to Product Management Case Studies

Product management involves overseeing a product from conception to production to ensure it meets customer needs. Frameworks like the Product Development Life Cycle provide structure for taking a product through different stages like planning, prototyping, development, and growth.

Studying real-world examples is invaluable for gaining insight into successful product strategies across industries. By analyzing concrete case studies, product managers can understand how top companies conceptualize, develop, and improve their offerings.

Defining Product Management and its Frameworks

The role of a product manager is to understand customer needs and guide development of solutions. This involves research, planning, coordination across teams, and analysis.

Some key frameworks provide processes for product managers:

• Product Development Life Cycle - Conceptualization, Development, Growth, Maturity Decline
• Jobs To Be Done - Focusing on the job the customer aims to get done
• Design Thinking - Empathizing, Defining, Ideating, Prototyping, Testing

These frameworks help structure product decisions and strategy.

Importance of Best Case Studies for Product Management

Analyzing detailed examples of product management in action provides:

• Real-world demonstrations of frameworks
• Examples of product development decisions
• Insights into product successes and failures
• Strategies across industries and product types

By studying case studies, product managers can learn best practices to apply in their own work.

Overview of Industries and Product Case Study Examples

Upcoming sections will explore product management case studies from:

• Technology - Software, hardware, apps
• Retail & ecommerce - Online and brick-and-mortar stores
• Financial services - Banks, investment platforms
• Healthcare - Electronic medical records, patient apps

Specific companies like Apple, Nike, Intuit, Kaiser Permanente will be used to demonstrate product decisions.

What are case studies for Product management?

Case studies provide in-depth analyses of how real products were developed, launched, and iterated on over time in order to achieve success. They offer product managers valuable insights into proven product management strategies across various industries.

By examining case studies, product managers can learn how top companies approached critical activities like:

• Conducting market research
• Defining product requirements based on user needs
• Prioritizing features and functionality
• Developing prototypes and minimum viable products (MVPs)
• Designing effective user experiences
• Iterating based on user feedback
• Tracking key metrics and optimizing
• Developing go-to-market strategies
• Scaling successfully

Additionally, case studies allow readers to understand the reasoning behind key decisions, including both successes and failures. They provide a unique inside look at product development processes through real examples.

Overall, product management case studies enable new and experienced product managers to enhance their approach by learning from past experiences across a diverse range of companies, products, and industries.

How to make structure in case studies for Product management?

Studying product management case studies is a key step to understanding real-world examples of product strategies and decision-making. When analyzing case studies, having a clear framework helps extract key insights. Here are four steps to structure your analysis:

Evaluate the Need

• What customer problem does the product solve?
• How was the need validated through research?
• What metrics indicate the market size and demand?

Validate the Solution

• How does the product solution address the key pain points?
• Were experiments and prototypes done to validate assumptions?
• What early traction or usage metrics demonstrate solution fit?

Set Goals and KPIs

• What key goals and objectives guide the product roadmap?
• How do key performance indicators track progress towards goals?
• What metrics align to the customer and business goals?

Evaluate Decisions and Outcomes

• What key decisions shaped the product strategy and features?
• How did experiments and iterations impact the product direction?
• What final business and customer results were achieved?

Using this structure ensures you gather insights across the product lifecycle - from identifying needs, defining solutions, to measuring outcomes. Analyzing case studies this way quickly reveals the key decisions and strategies behind a product's success.

What are the 4 types of case study?

Case studies are an effective way to showcase examples of successful product management strategies and provide valuable insights into real-world scenarios. There are four main types of case studies:

Illustrative Case Studies

These provide a descriptive overview of a product, business, or industry. They tell the story of a product's development, struggles and successes. Illustrative case studies help set the scene and provide context.

Exploratory Case Studies

Also known as pilot case studies, these are condensed case studies performed before implementing a large scale investigation. They aim to gather preliminary data and help determine the focus, design and feasibility of a larger case study.

Cumulative Case Studies

These aggregate quantitative information from several sites or sources. They compile data in order to answer a research question, like assessing the performance of a product across a variety of markets.

Critical Instance Case Studies

These examine a single instance of intense interest. They provide valuable insights from a business success or failure. For product managers, these help illustrate how even minor details can impact product adoption and performance.

How to prepare for case study interview for product manager?

Preparing for a case study interview as a product manager candidate requires focused preparation across four key areas:

Understanding the Case Study

• Research the company, product, industry, and business context thoroughly to identify potential issues and scenarios the case study may present.
• Review your knowledge of key product management frameworks like market sizing, PRD writing, prioritization matrices, and financial modeling to brush up on core competencies.

Knowing the Interviewers

• Understand the background and seniority level of the interviewers. More senior panelists may expect more strategic thinking vs tactical execution.
• Identify any particular viewpoint an interviewer may bring given their role - engineering, design, growth, etc.

Setting Assumptions

• Clarify any assumptions you can make about the case details upfront instead of getting derailed later.
• Be ready to set limitations around scope, resources, timelines, budgets, or success metrics if not explicitly provided.

Applying Strategy

• Use an open-ended, discovery-based approach for broad business challenges without an obvious solution path.
• Leverage a more narrow, focused analytical strategy for executional cases with clearer parameters.

Following this four-step approach when preparing for a case study interview enables product manager candidates to systematically evaluate the situation, tailor their approach, and demonstrate strong analytical abilities sought after in PMs. The ability to clarify, strategize, and execute under ambiguity is what interviewers look for.

Product Development Case Studies

This section features examples of innovative and user-focused product development processes that led to successful outcomes.

Apple iPod's Intuitive Design Principles

Apple's development of the iPod is a great case study for simple, intuitive product design centered around understanding user needs. When Apple was developing the iPod, they focused extensively on the user experience and identifying pain points in existing MP3 players.

Some key insights that guided the iPod's design:

• Users wanted to easily carry their whole music library with them
• Managing and scrolling through huge song libraries was tedious
• Existing players had complex, confusing controls

To address these issues, Apple designed the click wheel interface to make scrolling through songs incredibly simple and fast. The intuitive menu system also made adding songs easy. And using a compact, hard drive-based design allowed the iPod to store thousands of songs so users could carry their whole library.

The end result was a revolutionary product that felt almost magical to use because it understood and solved core user needs so well. The iPod's intuitive design shows how focusing on user experience over specs can lead to market-defining products.

Iterative Improvement in Google Maps

Google Maps exemplifies a data-driven, iterative approach to product improvement. After launching Maps in 2005, Google constantly monitored usage metrics and user feedback to guide improvements.

Some key iterative changes:

• Added more business information and integrated reviews after seeing people search for places
• Improved driving directions with features like traffic data and alternative routes based on user complaints
• Added Street View and walking directions to address user needs beyond just driving

This methodical improvement process, driven by real user data, allowed Google Maps to completely dominate digital mapping and navigation despite strong competition from established players like MapQuest early on.

The ongoing success of Google Maps highlights that launching the perfect product out of the gate is nearly impossible - you need an iterative process fueled by usage metrics and user input.

Amazon Kindle: Filling the Market Gap

The Amazon Kindle provides an excellent case study in identifying and addressing gaps in existing markets. The Kindle team realized there were no truly great hardware devices focused exclusively on long-form reading.

They saw an opportunity to create a better reading experience by analyzing pain points with physical books:

• Books can be heavy and bulky during travel
• Finding new books means physically going to stores
• Paying for individual books adds up in cost

To solve these user problems, Amazon designed the Kindle ereader hardware to be extremely portable while giving on-demand access to Amazon's massive ebook library.

Additionally, they offered subscriptions and cheaper pricing models for digital content through the Kindle Store ecosystem. This revolutionary approach filled the market gap for dedicated digital reading hardware and content delivery that consumers were waiting for.

The runaway success of Kindle highlights the opportunities in understanding pain points with current solutions and addressing them with innovative new products.

Product Management Case Study Framework

Case studies provide invaluable insights into real-world applications of product management best practices. By analyzing examples of successful and failed product launches, product managers can identify effective frameworks to guide strategic decision-making. This section explores key frameworks evident across product management case studies and how cross-functional teams, market validation techniques, and lean principles contribute to positive outcomes.

Utilizing Cross-Functional Teams

Collaborative teams comprising diverse expertise increase the likelihood of creating products that effectively solve customer needs. Case studies demonstrate that supporting collaboration between product managers, engineers, designers, and business stakeholders leads to:

• Enhanced understanding of customer problems
• Validation of product solutions against real user needs
• Improved transparency and buy-in across organizations

For example, the case study XYZ shows that increased coordination between product and engineering during development boosted software quality by 34%. Similarly, early designer inclusion at ACME refined the user interface and improved conversion rates after launch.

Market Research and Validation

Case studies consistently highlight the importance of upfront market analysis and continuous customer validation to create successful products. Common factors include:

• Comprehensive competitor analysis to identify market white space
• Dedicated qualitative and quantitative market research around problem/solution fit
• Multiple rounds of prototype tests with target users at each product stage gate

The case study for 123Workforce illustrates this. By gathering over 500 customer discovery interviews, the product validated strong demand for a new employee scheduling tool. This market validation supported business case approval to build an MVP.

Lean Product Development Techniques

Case studies demonstrate that lean principles enable effective product iteration based on real user feedback versus internal assumptions. Specifically:

• Minimum viable product (MVP) releases help fail fast and cheaply
• Continuous build-measure-learn loops rapidly incorporate user inputs
• Evidence-based prioritization focuses on the highest customer value features

For example, PlanHub’s early MVP launch gathered inputs from initial users to refine core features rather than overinvesting upfront. This lean approach facilitated quicker time-to-market and product-market fit.

In summary, case study analysis provides frameworks to help product managers incorporate cross-functional participation, customer validation, and lean methods for successful product outcomes.

Product Launch and Marketing Case Studies

This section highlights creative, strategic product launches and marketing initiatives that generated significant consumer interest.

Dropbox's Innovative Referral Program

Dropbox pioneered referral marketing in the SaaS industry with its onboarding flow that rewarded users for sharing the product. This helped Dropbox rapidly acquire customers in a capital-efficient way in the early stages.

Some key aspects of Dropbox's referral scheme that made it effective:

• Frictionless sharing: Users could easily access a unique referral link to share Dropbox with friends and family. The seamless referral integration incentivized sharing.
• Reward structure: Both referrer and referee got extra storage space for signing up, appealing to primary needs of users.
• Virality: Strong incentive structure combined with easy sharing options enabled Dropbox's impressive viral coefficient.

The referral program strategy supported Dropbox's rapid user base growth and helped establish it as a leading file hosting/sharing SaaS application.

Leveraging Slack's Freemium Model

Slack employed a tactical shift from a paid-only model to a freemium pricing strategy. This opened doors for viral enterprise adoption by allowing teams to try Slack's communication software for free up to a usage limit.

Key aspects that made Slack's freemium work:

• Generous free tier: The free version provided enough value for small teams to collaborate. This established stickiness.
• Self-service signup: Smooth self-service signup enabled easy adoption by businesses without sales interaction.
• Virality features: Free teams could invite other free teams, propagating usage. Upgrades were natural with business growth.

Enabling teams to try the product risk-free via the freemium version supported Slack's rapid business growth . It helped position Slack for success in the team communication software market.

Peloton's Premium Positioning

Peloton pioneered the high-tech fitness bike concept with integrated digital content. Its marketing focused on positioning Peloton as a premium product to justify the $2000+ pricing.

Strategic aspects of Peloton's positioning:

• Targeted high-income consumers who valued premium brands as status symbols. This supported the elevated pricing.
• Curated aspirational brand content around exclusive lifestyles to promote product desire. Raked in sales despite pricing.
• Stimulated engagement via leaderboards and social features to lock in recurring subscription revenue.

The premium marketing positioning strategy enabled Peloton to drive rapid sales growth despite its high ticket prices relative to traditional exercise bikes.

Product Management Case Study Interview Insights

Case study interviews are a crucial part of the product management interview process. They allow candidates to demonstrate their analytical thinking, problem-solving abilities, and understanding of user experience best practices. Preparing for case study questions and mastering methods like the STAR approach can help PM candidates stand out.

Mastering the STAR Method

The STAR method is an effective framework for structuring responses to case study interview questions. STAR stands for:

• Situation - Set the context by concisely outlining the background of the case study.
• Task - Describe the problem you need to solve or goals you need to achieve.
• Action - Explain the step-by-step process you would take to address the situation. Show your analytical approach.
• Result - Share the outcome of your proposed actions and how they achieve the desired goals. Quantify the impact if possible.

Using the STAR method demonstrates you can methodically break down complex issues and drive towards solutions. When executed well, it highlights critical PM skills like prioritization, metrics-driven thinking, and cross-functional collaboration .

Analytical Thinking and Problem-Solving

Case study interviews evaluate your comfort with ambiguity and your capacity to structure unclear problems. Interviewers look for analytical thinking - your ability to synthesize data, identify root causes, and balance tradeoffs.

Shine a light on your analytical abilities by:

• Asking clarifying questions before diving into solutions
• Mapping out all stakeholders and components of the system
• Determining which metrics are most important and relevant to track
• Proposing hypotheses before making decisions
• Quantifying the impact of your recommendations with estimates

This showcases your aptitude for breaking down and solving complex product challenges.

Highlighting User Experience Outcomes

While analytics are crucial, PMs must balance quantitative rigor with qualitative empathy. Case studies let you demonstrate user centricity - evaluating ideas through the user's eyes.

To highlight UX sensibilities, discuss how your solutions:

• Simplify or improve key user flows
• Reduce friction during onboarding
• Increase retention by solving pain points
• Improve satisfaction via new delighters

This underscores the customer value created and your ability to advocate for users. Quantify improvements to showcase your user focus.

Ongoing Product Management Case Studies

This section focuses on outstanding examples of continually evolving products by listening to users and proactively addressing their needs.

Duolingo: Mastering App Gamification

Duolingo has refined their app over time to balance user enjoyment and motivation to drive engagement. For example, they introduced timed practice sessions and streak bonuses to incentivize daily use. They also gamified the experience with virtual rewards and levels to make language learning fun. As a result, Duolingo has over 500 million downloads and has become the world's most popular language learning app. Their case demonstrates the value of continually optimizing gamification elements based on usage data.

Amazon: A Culture of Customer Obsession

Amazon's customer-centric culture focuses on constant refinement of the user experience. For example, they use customer feedback and behavior data to surface relevant products and recommendations. They also optimize delivery speed and convenience through initiatives like Prime and same-day delivery. This obsession with understanding and serving customers has helped Amazon dominate multiple industries online. Product teams can learn from Amazon's disciplined approach of aggregating signals from users and translating insights into interface improvements.

Uber: Strategic Market Expansion

Rather than rapidly expanding globally, Uber tailored its rollout strategy city-by-city. This allowed them to adapt their product and operations to address local needs. For example, they integrated cash payments in India where credit card use is lower. They also customized promotions and subsidies by market to balance growth and profitability. Uber's patient but deliberate expansion enabled sustainable gains that a rushed, untargeted strategy may have compromised. Their expansion playbook demonstrates the merits of crafting versatile products that serve regional variations.

Key Takeaways and Best Practices

The product management case studies explored demonstrate several essential insights and best practices:

The Centrality of User-Centricity

Deep understanding of user needs and putting the customer first were critical success factors across many examples. Companies that made user research and testing core to their process were best able to refine their offerings.

The Power of Continuous Iteration

Few companies got their product right from day one. The most effective demonstrated a commitment to constant iteration based on user feedback rather than striving for perfection at launch.

Innovative Strategies in Action

We saw clever approaches to pricing, promotion and user acquisition. For example, one company offered free plans to students to drive adoption and another used influencer campaigns on social media to increase awareness.

Latest Posts

This article will explore how product management side projects can catalyze professional development by allowing you to experiment with new methodologies and enhance your skillset.

This comprehensive guide promises to equip you with a structured approach to tackling product case studies. You'll gain frameworks to methodically analyze prompts and craft insightful solutions.

Through real-world application, valuable feedback, and community engagement with groups like The Product Folks, PMs can significantly accelerate their skill development and expertise in the dynamic field of product management.

Come For the Content ‍ Stay For the Community

Developing New Products and Services

(5 reviews)

G. Lawrence Sanders, State University of New York at Buffalo

Copyright Year: 2012

ISBN 13: 9781453343609

Publisher: Saylor Foundation

Language: English

Formats Available

Conditions of use.

Learn more about reviews.

Reviewed by S. Mirchandani, Adjunct Faculty, East Tennessee State University on 11/7/18

Excellent; wonderful coverage of real world case studies read more

Comprehensiveness rating: 5 see less

Excellent; wonderful coverage of real world case studies

Content Accuracy rating: 5

Exceptional references and breadth

Relevance/Longevity rating: 5

Very relevant; Will plan to use in my Entrepreneurship Class

Clarity rating: 5

Well written; easy to follow

Consistency rating: 5

Quality and style consistent throughout the book

Modularity rating: 5

Well thought modularity - by dividing into smaller and recognizable sections

Organization/Structure/Flow rating: 5

Well structured from overview into relevant detailed chapters; bite/consumable approach excellent

Interface rating: 5

No problems in navigating, wish I had a side panel for a quick back-shift list of chapters

Grammatical Errors rating: 5

no grammatical errors!!

Cultural Relevance rating: 5

None- excellent

Reviewed by Pedro Tonhozi de Oliveira, Postdoctoral Fellow, University of Missouri-Kansas City on 8/2/18

The book navigates the product development process with management in mind as opposed to the engineering process. Thus, instead of focusing on the process itself, it looks more towards competition, differentiation, strategic planning, business... read more

Comprehensiveness rating: 4 see less

The book navigates the product development process with management in mind as opposed to the engineering process. Thus, instead of focusing on the process itself, it looks more towards competition, differentiation, strategic planning, business plan and project management. I would recommend this book over other NPD textbooks for someone teaching undergrads and leaning towards entrepreneurship and early stage NPD which are not interested in the in-depth description of the product development itself (e.g., product specifications, concept generation, selection and testing, product architecture, industrial design).

Content Accuracy rating: 4

The book provides an accurate content related to NPD. Some of its assumptions and definitions might contradict or be incomplete comparing with others textbooks in entrepreneurship and innovation, but can be easily remedied (e.g., the definition of entrepreneurship and innovation in chapter 1).

The nature of the content and the citations provided make this book valuable in the longtime. There are examples in the book that will always need to be updated, for example, when it talks about Moore's law and technology (1.10) it cites technologies from 2008. However, the concepts are unlikely to change in the short-term.

The book is written in an appropriate level for an undergraduate New Product Development class. It is easy to read and give the flexibility to change the order of the chapters to adapt to the classroom. In my perspective, all technical terminology are well explained.

Consistency rating: 4

The text is internally consistent regarding terminology and framework. There are some terms that conflict with the entrepreneurship literature though. If a teacher is using this for an entrepreneurship class, it is recommended to keep that in mind.

Modularity rating: 4

This book can be entirely deconstructed to fit any NPD course, but it would take a considerable amount of work since the pdf version has issues with chapters (no page break between them) and figures (low quality). It could be improved. Also having the citation at the end of each chapter instead of Chapter 16 would better the book's modularity.

Organization/Structure/Flow rating: 4

I have been looking for a book for an undergraduate level course in NPD for a long time. This is the first one I came across that is not too advanced and has a nice flow to fit this type of class. Color and a better design/ organization of the content would improve its appeal to students.

Interface rating: 3

Images in the pdf are low quality, and some are barely readable. Chapter breaks are nonexistent in the pdf version. The web version does a better job on those, but many students prefer the pdf version or printed from the pdf.

Grammatical Errors rating: 4

Overall it is good. There are some minor spelling errors, use of the passive voice, sometimes unclear antecedents, sometimes wordy, and overuse of some words.

I don't think this question applies to this book. The nature of the content is very neutral.

Congratulations, this is a book that addresses a gap in NPD textbooks for management undergrads. It would be helpful to have some questions at the end of each chapter as well as the references there. I would also like to see more integration of entrepreneurship concepts into the book, maybe cases.

Reviewed by Babu John Mariadoss, Associate Professor, Washington State University on 5/21/18

The textbook covers several important areas that are not covered in other 'New Product Development' textbooks. However, the book has not touched upon some of the process issues such as the New Product Development (NPD) process. This is because, in... read more

The textbook covers several important areas that are not covered in other 'New Product Development' textbooks. However, the book has not touched upon some of the process issues such as the New Product Development (NPD) process. This is because, in the author's words, the book focuses on the early stages of Product Development. Further traditional New Product textbooks devote almost all space to elaborate the different stages, but that cannot be done here, because of the other important topics that are covered. However, the author can devote some space to acknowledge the existence of the stage-gate or another process model very briefly.

The textbook takes a technology management and development perspective. From that perspective, the content is accurate and error-free. As the author states, the chapters are biased towards the early stages of the New Product Development process. When the New Product Development course is taught in a Marketing class, the textbooks used for that purpose may need some focus on the other stages too (e.g., idea generation/development, concept testing, branding/commercialization, etc.) Having said that, I also acknowledge that there is a chapter devoted to Branding.

Relevance/Longevity rating: 4

Due to inclusion of strong theory to state the concepts, the content presented will not make the textbook obsolete in a short period of time. All concepts are stated with appropriate citations, s the reader is aware of when the research was conducted, and can decide accordingly about their applicability.

Clarity rating: 4

The sections are concise and clear with a lot of examples. Usage of jargon is done at level appropriate to a New Product Development course. The textbook prose is well-written and a pleasure to read.

The material in the textbook is internally consistent within the textbook in terms of the frameworks used, and also consistent with the terminology used in the literature in technology management and development.

The material is provided in small sections, that can be helpful to instructors using it in class or pre-class reading. The material has been broken up with appropriate sub-headings for easy reference.

The chapters and the topics within the chapter have a logical arrangement based on how the New Product Development starts and can be understood. The initial presentation of the conceits at the beginning of the chapters, and in the chapters at the beginning of the textbook helps in clear understanding of the basics, ahead of reading more complex material.

Interface rating: 4

The interface is very helpful in that we can either navigate at chapter levels, by reading chapter by chapter, or choose to read it section by section. The charts and images are fine.

As far as I can read, there are no glaring grammar errors. There are typos, though: for example, in the table of contents page, 'Licesning Information'; in section 1.3, " reality.Arora et al. (2008)".

Cultural Relevance rating: 4

The topic of cultural relevance is not very applicable, except in places where new product teams, customer needs, and branding may be introduced, but since the textbook does not focus much on these topics, this issue not very relevant.

This textbook is a fresh look at the topic of developing New Products and Services since most other textbooks take a very 'Marketing' and/or a Process perspective. The introduction of concepts from economics and the technology focus makes differentiates the textbook from others on the same topic.

Reviewed by Amanda Davis, Department Chair, Full time Instructor, Portland Community College on 1/7/16

The text has a wonderfully approachable "tone". The author is an instructor so the prose is that of teacher. The layout makes sense. I am reviewing this text in regards to what it may offer graduates of our interior design program. The "set... read more

The text has a wonderfully approachable "tone". The author is an instructor so the prose is that of teacher.

The layout makes sense. I am reviewing this text in regards to what it may offer graduates of our interior design program.

The "set up" of Midas vs Hermes is an interesting one. I appreciate the way this theme is woven throughout the text.

The book reads as a good combination of textbook and professional reference text.

It is up to date and relevant.. G. Lawrence Sanders references current trends in business: technology, interpersonal and struggle to paint a story of the responsibility the entrepreneur faces in this time frame.

Given the subject matter, I think the book is the appropriate length. There are places where redundancy happens - particularly in chapters 10 and 11.

This could be talked about in the narrative of the book.

Suggestion: more self reflection questions! The ones I answered were great and got me engaged!

The dialogue throughout is the importance of "struggle" which has been a theme from the beginning of business and product development.

Using company names such as Apple and others may date the text. I am not so sure this is a problem. The author speaks about Silicon Valley and approaches used to individualize responses to company issues. This may reference an important time in product development even if the hub of technological advances or creativity in that realm moves to a new location.

I appreciate the author's use of a narrative/ myth: Hermes vs Midas. It really helps bring a sense of creativity to the subject.

I felt the subject of creativity could have used more influence from disparate sources: more writers, artists and even consumers. Consumers are by and large creative.

this needs help.

The online version is "wonky".

The subject matter is broken down well and I am especially drawn to Chapters 6 and 7 as relevant to creative development types like Interior Designers who have to compete with carpenters, furniture dealers and builders.

I think it is well developed.

Your use of diagrams is helpful. You used the same one on pages 5 and 298. I would suggest that these be in color if possible. Diagrams are helpful.

I did not see appendix in chapter list. The case studies in the appendix were great.

I think this references the question above.

The online version is not easy to navigate.

This is not the fault of the author but rather the website.

The appendix is so rich. Reference that throughout the text.

Grammatical Errors rating: 3

There are places where the "tone" of the author is too familiar, too casual.

While it is important considering who is making real change today in 2015, a defaulting to casual discussion is not a good idea.

As mentioned above, the inclusion of topics such as "Silicon Valley" and references to current business successes in a good way to begin. The discussion of monopolistic competition is good as a warning to those entering the field(s) as the CURRENT situation. the fact that Etsy.com has become a publicly-held business proves that there are MANY aternatives out there.

I enjoyed reading this book. I will incorporate a few of the chapters into our professional practice courses. Interior Design students will benefit from this creative approach (using archetypes to explain dichotomous positions) to their professional goals.

We are always looking for ways to open doors for out students regarding business and entrepreneurship. I think that including a few chapters from this text will allow that to happen.

Thank you for this opportunity.

Reviewed by Craig Connors, Part Time Instructor, Clackamas Community College on 1/7/16

This book covers the topic very well. The ideas and principles that are discussed center around Lean thinking. Learn by Doing and deep thinking about the process. As an experienced Lean practitioner and thinker, I am very impressed by the... read more

This book covers the topic very well. The ideas and principles that are discussed center around Lean thinking. Learn by Doing and deep thinking about the process. As an experienced Lean practitioner and thinker, I am very impressed by the material presented in this well written text. One drawback to this text is that it doesn't contain an index or glossary.

The text is very accurate. The content is error-free and unbiased.

This book has very relevant content. The principles and concepts are really timeless. You could apply these ideas across many industries.

The clarity of this book is good. It is easy to read. The context is appropriate. I am slightly biased being a long-time study of the product development process.

This book is very consistent. The framework and terminology is well done throughout the entire text.

The chapters are very modular. The idea of the text is to coordinate with a class structure where each chapter is a section of the course.

The organization and structure are very nice. I think the flow of information is good. The book is very logical and the order is clear and builds upon itself, but not too dependent on the previous chapters.

Some of the books images are slightly hard to read. The text in some graphs are fuzzy. Overall, the images are very simple and easy to read, understand.

There are no grammar errors that I found.

I didn't find any of the content in this book offensive. It is very neutral from a cultural standpoint.

I really liked this book. It is hard to find a book that talks about product development that incorporates Lean thinking principles.

Table of Contents

• Chapter 1: Concepts in the Context of Monopolistic Competition
• Chapter 2: Fundamentals of Product and Price Differentiation
• Chapter 3: Differentiation in Action
• Chapter 4: Dynamic Tension in Versioning and PD Curves
• Chapter 5: Examples of Product Differentiation & Versioning Curves
• Chapter 6: Facilitating Creativity and Innovation
• Chapter 7: Conceptualizing Products/Services Using FAD
• Chapter 8: Strategic Planning and Ten–Ten Planning
• Chapter 9: The Ten–Ten Planning Process: Crafting a Business Story
• Chapter 10: Lock-In and Revenue Growth
• Chapter 11: Valuing the Business
• Chapter 12: Developing a Business Plan
• Chapter 13: Project Management for New Products and Services
• Chapter 14: Re-priming the Business Using Real Options Concepts
• Chapter 15: Wrap-Up

Ancillary Material

About the book.

Developing New Products and Services by Sanders is an outstanding contribution to market research. The book focuses on the upfront activities and ideas for new product and service development.

A central theme of Developing New Products and Services is that there is, or should be, a constant struggle going on in every organization, business, and system between delivering feature-rich versions of products and services using extravagant engineering and delivering low-cost versions of products and services using frugal engineering. Students will come away with this notion and how to manifest it as a contributing employee at any company.

A number of powerful concepts and tools are presented so your students can better understand how to facilitate new product development. For example, three templates are featured that facilitate new product and service development. The FAD (features, attributes, and design) template is used to identify the features and attributes that can be used for product and service differentiation. The Ten–Ten planning process contains two templates: an Organizational and Industry Analysis template and the Business Plan Overview template. These two templates coupled with the FAD template can be used to develop a full-blown business plan.

In addition, Developing New Products and Services includes the following topics: entrepreneurship, technology and product life cycles, product and service versioning, product line optimization, creativity, lock-in real options, business valuation, and project management.

Evaluate Developing New Products and Services by Sanders for your marketing courses today.

About the Contributors

G. Lawrence Sanders , PhD, is a professor in the Department of Management Science and Systems in the School of Management at the State University of New York at Buffalo. He was a recipient of the Provost’s Exceptional Scholars Sustained Achievement Award from the University of Buffalo in 2007. He has served as a department chair and the chair of the PhD program in the School of Management. He has published over 50 refereed research papers in a variety of publications such as The Journal of Business, MIS Quarterly, Information Systems Research, the Journal of Management Information Systems, the Journal of Strategic Information Systems, Communications of the ACM, the Journal of Management Systems, and many others. Check out my blog at http://glsanders.wordpress.com/

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Journey Mapping: A Product Development Process Case Study

Product teams should regularly assess the product development process itself. Sebastian Gherman, a Toptal senior product manager, outlines his approach.

Underpinning every successful product is a successful product development process. As a senior product manager at Toptal, I’ve found that treating that process as a product in its own right results in measurable improvements that touch every facet of our work.

The team I lead comprises an engineering manager, nine software engineers , and one quality assurance engineer. Our work covers a wide spectrum of products and features that facilitate a healthy supply-and-demand balance for our talent network. In the sections that follow, I share how we evolved our product development process using customer journey mapping and arrived at greater efficiency, communication, and collaboration.

When the Process Is the Product, the Team Is the User

Products that are unsuccessful or ineffective often result from what a team, or even a single person, thinks users want and need, not what they actually want and need. A good product, however, is built on the qualitative and quantitative data derived from extensive user research sessions. Likewise, the product development process itself can be unsuccessful or ineffective when it is designed by a leader who assumes they know what their teams need.

As product manager or team lead, you should engage in the same kind of user research that you would carry out for a product—shadowing, interviewing, and surveying—with your team to make sure your process is similarly successful. The goal is to understand how your team is using the product development process and address any pain points they encounter along the way.

Build a Customer Journey Map

There are various ways to collect feedback from users, but customer journey mapping is the product discovery technique I use with my engineers. The result is a diagram that illustrates the steps users go through when engaging with your company, whether that be through a product, online experience, retail experience, service, or any combination of these. The more touchpoints your users have, the more complicated—and therefore necessary—a map becomes.

This technique explores users’ actions and emotions around that engagement to reveal pain points and opportunities. It’s an excellent way to uncover problems in your process.

Within the diagram, users are depicted as hypothetical personas. Each persona should have a short bio, including a description of their inner motivations and responsibilities, as this helps to humanize them. Each persona should represent a key type of user to offer a sense of the diverse wants and needs the solution must address.

Journey maps are organized by user stages. Each stage represents a major goal the user is trying to achieve in their overall journey. For each stage, and for each persona, ask your team to consider:

• Actions: What does the user do?
• Emotions: How does the user feel?
• Pain Points: What bothers the user?
• Opportunities: What are some possible solutions?

Asking the team “What bothers you about this product and how can we fix it?” would not be a useful way to gather information because, at the time the question is asked, they may not recall use cases or how they felt when they experienced an issue. Asking them to split the interaction into steps and asking them how users encounter each step helps the team surface the emotions associated with each stage of the journey.

Applying This Theory to Our Toptal Team

To understand how this theory applies in action, consider the journey map for the product development process that I created with my engineering team.

Using Miro , I created the journey map board, splitting the product development process into eight major stages:

• Roadmap Planning, and Defining Objectives and Key Results (OKRs)
• Product Specification
• Technical Analysis and Work Breakdown
• Implementation
• Quality Assurance and User Acceptance Testing (UAT)
• Pre-release
• Post-release

I chose two personas—software engineer and product manager—as these are the main users who engage with the process.

• Sergey, the software engineer: Sergey ensures the initiatives are delivered on time and to a high standard, while maintaining a robust code base and understanding of the latest technologies and tools.
• Matt, the product manager: Matt ensures the team prioritizes its efforts by working on the most impactful initiatives first. He also listens to stakeholder needs and communicates updates to the team regularly.

Prior to the session, I filled out the journey map for Matt, the persona in my role, in order to get an idea of how much time was required to complete the exercise, as well as to set the team’s expectations of the format. Next, I scheduled two 90-minute sessions across two consecutive days to ensure my team had enough time to complete the exercise without losing focus or energy. Because most engineers are unfamiliar with the journey mapping process, I shared links to the Miro board and a YouTube tutorial to help them prepare. Before the beginning of the first session, I confirmed that everyone understood the concepts.

As facilitator, I asked the team to suggest the actions, emotions, pain points, and opportunities for Sergey’s persona. Some team members were shy at first, but once a few people shared their thoughts, the session started to flow. I filled out cards on the Miro board based on their input.

Key Learnings From the Journey Mapping Process

The journey mapping process yielded five main takeaways:

• Keep the sessions short and focused. If there are more than a few stages within the journey map, I advise splitting the effort into two or three sessions to maximize productivity and to prevent team members from losing focus.
• Be a role model. Filling out the Product Manager swimlanes before the session sets a tone of honesty and openness, and demonstrates how to express these issues, encouraging team members to share their own emotions and pain points more readily.
• Create emotional safety. Team members may find it intimidating to share their struggles—most likely from a fear of being judged—but try your best not to intervene. Sooner or later, a more courageous team member will break the ice and things will start moving. When that happens, show empathy and appreciation. This will reassure other members that they are in a safe environment and they will feel more comfortable sharing their thoughts.
• Create a follow-up plan with your team. Some problems may be hard to solve, especially if the solution involves other teams or departments, but plan to keep your team updated about any relevant communication with, or changes from, those responsible parties who may impact the results of the journey mapping process.
• End with action steps. Create a list of action items, and assign an owner and deadline to each, which will help you realize tangible results from the session. Some examples that resulted in our case are depicted in the following table:

Why Was the Journey Mapping Exercise Effective?

The journey mapping exercise was extremely successful in presenting potential opportunities for improvement and fostering team spirit. It helped us in the following ways:

• It uncovered issues where I believed things were running smoothly and reinforced the importance of not making assumptions. For example, I assumed that everyone had sufficient training on Jira , which was not the case. On the other end of the spectrum, I thought asking the engineering team to record demo videos for new pieces of functionality burdened them, when in fact they valued the exercise because it helped them improve their presentation techniques and lessened their anxiety around being in front of a camera.
• It illuminated some improvements I could make, such as restructuring initiative cover pages to make them more accessible for engineers.
• It empowered the engineering team to take responsibility for the outcomes within their control because they were the ones proposing changes that they could test and further iterate. It was primarily a bottom-up process.
• It revealed that the pain point hot spots were predominantly around roadmap planning and implementation.
• It forged stronger working relationships among the team by acknowledging shared challenges. For example, a number of individuals on our team thought they were the only ones struggling with the CI/CD pipeline for a particular subsystem when, in fact, most of the team was struggling.

Scaling Considerations

If every product manager or team lead for engineering goes through this process with their team, a common set of problems will likely arise, indicating which issues should be addressed first. Teams should follow the updated process for a few months, then the feedback loop must be revisited again. This cycle should continue until the product development process is natural and easy, and supports the needs of the users in building top-quality software products.

In the case of my team, our new process has delivered tangible improvements on several fronts:

• The average time for tickets in review has been reduced by 22%.
• The product OKR completion rate has risen above 90% over the course of the last three quarters.
• The service-level agreement time for high-priority bugs has been met in 100% of cases.
• There have been no failed releases due to deployment problems.
• The average number of post-release reported bugs has decreased by 37%.

If your team is involved in building products , then your process should be subject to continuous scrutiny and improvement. If one function is not performing well, or if its product development process is weaker, that will impact the end result. While I used this practice for an engineering team, it can easily translate to user research , design, UI/UX , and content teams.

Your product development process is your most important product. Use this exercise to help perfect it, and see how much it elevates every product your team makes.

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Inside Toptal’s Product Team

Product Case Studies: Examples and Best Practices for Success

Discover the power of product case studies with our comprehensive guide.

Posted May 15, 2023

Featuring Zane H.

The Perfect "What's Your Favorite Product" Response

Monday, may 13.

10:00 PM UTC · 45 minutes

Table of Contents

Product case studies are an important tool that businesses use to showcase their products and demonstrate their value. They are especially crucial for companies that have innovative and complex products that require explanation and demonstration to potential customers. A product case study can help potential customers to understand a product's features, benefits, and the results they can expect when using it. In this article, we will explore the importance of product case studies, how to identify the right products for case studies, tips for creating compelling case studies, and best practices for promoting them.

Why Product Case Studies are Important for Businesses

Product case studies provide businesses with a platform to showcase their products in a real-life scenario and demonstrate how they solve customers' problems. By doing so, businesses can communicate the value of their products to potential customers and build trust with them. According to a study by MarketingSherpa, 71% of B2B buyers read case studies during their decision-making process, making them a highly effective marketing tool. Case studies provide social proof and credibility that inspire others to use the product and generate leads. Additionally, product case studies can be repurposed into blog posts, website pages, social media posts, and email marketing campaigns, giving businesses an ongoing source of content to engage their audiences.

How to Identify the Right Products for Case Studies

The first step in creating a successful product case study is identifying the right product to showcase. The ideal product is one that solves a problem that your ideal customer faces, has unique features that set it apart from competitors and generates positive results. It's important to consider the availability of resources, such as time, budget, and personnel. You also need to assess how representative the product is of your business's value proposition and goals. Finally, consider the potential impact of the case study and how well it aligns with the target audience's interests.

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Tips for Choosing the Best Format for Your Product Case Study

The format of your product case study will depend on the product, audience, and objective of your study. Common formats include written case study, video case study, podcast case study, and presentation format. The chosen format should match the objectives of your study, the target audience's preferences, and your available resources. The format should be well-designed, clear, persuasive, and include all relevant information that the reader or viewer needs to know about the product.

Elements of a Compelling Product Case Study

Effective product case studies share certain elements that make them compelling to readers and viewers. The elements include the background of the company and customer, the problem or pain point that the customer faced, the solution offered by the product, the implementation and usage of the product, and the results achieved by the customer. A good product case study should be well-structured, engaging, and informative. It should have a clear and concise message, a call to action, and be supported by data and quotes from the customer or expert.

Steps to Creating a Successful Product Case Study

The process of creating a successful product case study encompasses various steps that businesses should undertake. The first step is to identify the product, identifying the customers who use it and their needs. The second step is to collect data by researching, interviewing customers and experts. The third step is to create a structure or outline that guides the case study, including the key elements mentioned above. The fourth step is to draft the case study, edit it, and get feedback from customers and experts. Finally, businesses should promote the case study to their ideal audience through multiple channels.

Real-life Examples of Successful Product Case Studies

There are numerous examples of successful product case studies that businesses can use to inspire their strategies. One example is the Dropbox case study, a written case study that showcases Dropbox's product's integration with other services, cost savings for businesses, and customer feedback. Another example is the Hubspot case study, a video case study that focuses on the customer's business challenges, the solution, and the results achieved by their partnership with Hubspot. These case studies are well-written, engaging, and informative, providing valuable insights for potential customers.

How to Measure the Success of Your Product Case Study

After creating and promoting a product case study, it's essential to track its success to improve future strategies. Metrics such as the number of views, engagement, clicks, leads generated, sales, and customer retention rate can provide insights into the case study's effectiveness. Additionally, reviewing customer feedback such as testimonials, ratings, and reviews can give businesses valuable insights into the impact their product case study had on customers.

Best Practices for Promoting Your Product Case Studies

After creating a product case study, it's critical to promote it to reach your ideal audience effectively. Best practices for promoting your product case studies include using multiple channels such as social media, email marketing campaigns, press releases, website pages, blog posts, and paid advertising. Additionally, segmenting the audience based on their interests and preferences can increase engagement and lead generation. Finally, businesses should measure and analyze the metrics to adapt their strategies based on the case study's feedback.

Common Mistakes to Avoid in Creating Product Case Studies

Creating compelling and effective product case studies can be challenging, and it's essential to avoid common mistakes that can hinder their impact. Common mistakes include failing to target the right audience, not having a clear message or value proposition, making the case study too sales-oriented, or lacking concrete data and statistics. It's crucial to have a thorough understanding of the product, the customers, and their needs, and providing an objective evaluation of the results to avoid these pitfalls.

How to Use Customer Feedback in Your Product Case Studies

Customer feedback is an essential source of insights for businesses that want to create engaging and effective product case studies. The feedback can be collected through customer satisfaction surveys, interviews, and reviews. By incorporating customer feedback in product case studies, businesses can improve the credibility of the study, provide social proof and build trust with potential customers. Additionally, customer feedback can help businesses to improve their products, services, and marketing strategies based on customer needs and preferences.

The Role of Storytelling in Creating Effective Product Case Studies

Storytelling is a powerful tool in creating compelling and persuasive product case studies. By telling the customer's story, businesses can connect emotionally with potential customers and demonstrate the benefits, value, and relevance of the product. Storytelling can also make the case study more engaging, memorable, and relatable. The story format can help simplify complex concepts and make it easier for customers to understand the product's features and benefits.

Tips for Conducting Interviews with Customers and Experts for Your Product Case Study

Conducting interviews with customers and experts is a crucial step in creating accurate and informative product case studies. Tips for conducting successful interviews include preparing a structured agenda or script, identifying the right experts and customers, asking open-ended questions, listening actively, taking detailed notes, and following up after the interview. By conducting thorough and well-prepared interviews, businesses can gather valuable insights, quotes, and data that can help shape the product case study effectively.

How to Incorporate Data and Statistics in Your Product Case Study

Data and statistics can provide valuable insights that justify the value and impact of the product being showcased in the case study. When incorporating data and statistics in a product case study, it's essential to use credible and reliable sources, present the data in a clear and concise format, and link the data to the customers' needs and challenges. Data and statistics can also help businesses to identify trends and patterns in their customer behavior and preferences, leading to better marketing strategies and product development.

The Benefits of Using Video in Your Product Case Study

Video is a powerful and engaging format that can increase the impact and reach of product case studies. Video case studies can offer a more immersive and engaging experience for potential customers, allowing them to see the product's features, benefits, and value in action. Video case studies can also be easily shared across multiple social media platforms, generating greater brand awareness and recognition. Additionally, video case studies can provide visual data, graphs, and diagrams that can be more impactful than written or spoken testimonies.

How to Leverage Social Media to Amplify your Product Case Study

Social media is a powerful tool that can be used to amplify the reach and engagement of product case studies. Tips for leveraging social media include identifying the right social media platforms, creating shareable content that resonates with the audience, using relevant hashtags, tagging influential people in the industry, and promoting the content to targeted audiences. Social media can also be used to generate feedback, encourage testimonials, and gain insights into customers' views and opinions.

The Importance of A/B Testing in Optimizing your product case study

A/B testing can provide valuable insights into how potential customers interact with product case studies and what elements are most persuasive. A/B testing involves creating two versions of the product case study, each with a slightly different element, such as colors, headlines, or calls to action. By measuring how customers interact with each version, businesses can identify which elements are most effective and optimize the case study accordingly. A/B testing can lead to increased engagement, conversion rates, and customer satisfaction.

Best practices for collecting qualitative data through surveys and interviews

Collecting qualitative data through surveys and interviews is a valuable source of insights for product case studies. Best practices for collecting qualitative data include creating a structured interview process or survey, identifying the right questions, avoiding leading questions, listening actively, encouraging detailed responses, and using open-ended questions. Additionally, businesses should ensure confidentiality and anonymity to encourage honest and objective feedback from customers and experts.

Top mistakes businesses make when creating product case studies

Creating effective and compelling product case studies can be challenging, and businesses can make common mistakes that can hinder their impact. Common mistakes include not targeting the right audience, failing to have a clear message or value proposition, making the case study too sales-oriented, and lacking concrete data and statistics. It's crucial to have a thorough understanding of the product, the customers, and their needs, and providing an objective evaluation of the results to avoid these pitfalls.

The role of branding in creating an effective product case study

Branding plays a crucial role in creating an effective and persuasive product case study. The case study should reflect the brand identity and voice, including logos, fonts, and colors. It should also align with the target audience's preferences and interests and embody the brand's values, mission, and vision. An effective product case study should differentiate the brand from competitors and communicate the unique selling proposition. Lastly, brand consistency should be maintained across all channels and formats used to promote the case study.

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Simplexity defines commercial products as equipment that our clients sell to other businesses or use themselves as a part of their core technology.

New Product Introduction (NPI)

At Simplexity, our specialized NPI team can be the liaison between the design engineering team, vendors, and client stakeholders throughout the design process, paving the way for smoother handoffs between design and manufacturing.

“One of the great things about Simplexity is that their expertise is fairly wide ranging throughout the product development process. It's great to have a partner like Simplexity who  has so much expertise in electro-mechanical systems  as well as embedded software because it brings so much capability to my engineering team in those really critical technology areas.”

-Steve Schell CEO and Co-Founder, New Matter

Automated DNA Sample Extraction Robot

Case study: viewplus color inkconnect, reperio health, anavasi diagnostics molecular detector, catheter design applications, nailbot by preemadonna, opulus luxury skincare device, food automation vending machine, sterifre aura.

Sterifre Medical chose Simplexity to improve AURA, their automated point-of-care disinfection device. Noise reduction, weight reduction, and cost reduction were key in the improvement of this device while maintaining functionality and quality.

Bio1 Systems

Non-electric oscillating toothbrush.

A company based in providing environmentally conscious dental care products created a toothbrush with improved cleaning performance of an electric brush without the environmental impact associated with battery-powered electronics. Complex mechanical design considerations associated with gear trains, dynamic mechanisms, and stored energy were an important part of this final product design.

Valve / VALVE INDEX VR

The Valve Index Virtual Reality system is recognized as offering the best in class VR experience. A complex head mounted display worn by the user uses state of the art technology to achieve the highest in performance while maintaining minimum weight and a comfortable user experience.

Custom syringe and air-displacement pump

Valve / htc vive vr.

The Valve/HTC Vive Virtual Reality system is recognized as offering the best in class VR experience. A complex head mounted display worn by the user uses state of the art technology to achieve the highest in performance while maintaining minimum weight and a comfortable user experience.

Ossia Cota Forever Battery

Ossia has a revolutionary, proprietary technology which eliminates the need for power cords or inductive charging pads by charging devices over the air at distances of multiple meters.

HP ENVY Zero-Gravity Printer

Simplexity helped solve the challenges posed by dedicating one of the most printer-experienced teams, with cumulative combined printer-experience exceeding 50 years.

Senaptec Strobe Eyewear

Simplification goes a long way when it leads to reducing manufacturing costs by 35%

New Matter 3D Printer

Before New Matter the company, there was just a guy with the notion that 3D printing was too complicated.

Bowflex SelectTech 560

Nautilus asked Simplexity to assist with sensor architecture, signal processing, and firmware development. Our engineers worked closely with Nautilus to develop an embedded instrumentation PCA based upon low cost mems technology.

NeuraLabel 300x On-Demand Label Printer

The quality and speed of HP’s record-setting page-wide array technology transforms the label market.

Light Sensor Calibration System

Microsoft band.

When Microsoft kicked off their project to get into the booming “wearables” marketplace, they had some big challenges and little time to conquer them. After assessing their hurdles, they asked Simplexity to step in and help.

Computer aided CPR Training

Working in close collaboration with HSI, Simplexity developed a microprocessor based LOOP CPR Controller that is used with a standard CPR manikin during training.

Molecular Diagnostic Testbed

A testbed that enables end-to-end assay workflow development on a prototype cartridge for a point-of-care molecular diagnostic device.

Library Preparation Device

A fully functional production prototype of a complex instrument with a proprietary fluidic transport system.

Autofocus Module

Simplexity developed a prototype focusing module that replaced traditional bearing rails with a flexure (aka a compliant mechanism). The flexure consists of parallel plates that act like a four-bar-linkage over a limited motion range.

Embedded 2-Axis Stage for Scientific Imaging

When converting from off-the-shelf motion technology to a customized embedded solution, a major life sciences company chose Simplexity to minimize development risk.

HP Officejet Pro X

Helping HP develop a page wide office printer that is twice the speed and half the price of the color laser. 

Increasing patient compliance via an in-home, easy-to-use dried blood spot collection device

Library Preparation System Breadboard

Learn more about the Library Preparation System Breadboard that Simplexity helped to design in our Case Study!

Biomaterial Analyzer

Simplexity engineers helped optimize the design of a biomaterial analyzer that integrates biochemistry, fluidics, electronics, and mechanics.

High Accuracy GPS System

When a low cost and high accuracy GPS solution was needed for an industrial application, Simplexity engineers collaborated with the client to complete the mechanical and firmware design.

Bullseye Custom Golf Club Bender

Simplexity built a unique manufacturing tool that brings custom precision to the manufacturing floor that adjusts the loft and lie angles of golf clubs with unprecedented speed and precision.

HORIBA Surface Analyzer

Designing a quality product that can meet the business and customer needs can be a risky proposition, even when a company has the engineering talent to do the work.

Reagent Dispensing Robot

Next-generation sequencing (NGS) library preparation involves fragmenting a genomic DNA sample and ligating specialized adapters to both fragment ends. This high-quality sample serves as the input for a sequencing instrument to perform the gene sequencing process.

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Phase 3: design verification and design transfer, design & engineering, software: design complete, hardware: pre-production units for design verification.

Test: Design verification test

Mfg. readiness: cm schedule and budget, unit build tracking.

Quality: Quality metrics verification process, Process validation support

The design team works closely with the manufacturing team to enable a smooth transfer, often with Simplexity engineers traveling to the contract manufacturer sites to ensure product quality. The design is transferred to the client based upon specific needs, most often after all tests are complete and the design is verified.

Typical deliverables:

• Pre-production units
• Formal verification test reports
• Design transfer package, including Design History File (DHF) if needed for FDA submittal
• Process validation support
• Unit build tracking
• Contract manufacturing schedule and budget
• Quality metrics verification

Gate definition:

• Design verification complete

Phase 2C: Detailed Design Prototype 2

Software: full feature implementation, hardware: prototype 2 units with production-representative materials and processes, test: engineering confidence test, integration test.

MFG. Readiness: CM onboarding Design transfer prep

Quality: build quality plan, 2c. prototype 2 design, build and test.

Phase 2C iterates on the learnings of Phase 2B and involves a refined prototype build of a fully integrated system. Some projects also benefit from additional iterations of the product based on prior learnings through additional phases (2D, 2E, etc), which are not represented in this graphic.  All requirements are intended to be tested, and at the end of Phase 2 there will be confidence that the units will pass verification in Phase 3.  The Bill of Materials is further refined, and the team updates estimates for the per unit cost of the product by receiving pricing from vendors and suppliers.

• Updated prototypes
• Software and/or firmware binaries and source code
• Updated schematics and layout
• Updated 3D CAD files and 2D drawings
• Verification/test plans and reports
• Updated Bill of Materials (BOM) and Cost of Goods Sold (COGS)
• Build Quality Plan development
• Design transfer preparation
• Contract Manufacturer onboarding
• Engineering confidence test reviews (integration tests)

Phase 2B: Detailed Design

Software: core functionality implementation, hardware: prototype 1 units with rapid prototyped components, test: engineering confidence test, unit test, mfg: readiness: project build plan cm selection, quality: critical manufacturing process identification, 2b. prototype 1 design, build and test.

The detailed design phase usually has multiple, iterative sub-phases as the design progresses and representative prototypes are built. Phases 2B and 2C are typically the largest efforts in the product development process, where the specific implementation for all disciplines occurs (mechanical, industrial design, electrical, firmware, systems, software, manufacturing, and quality).

Simplexity typically engages with production component suppliers and contract manufacturing groups early in this phase to provide additional manufacturing input on the design. If the product has stringent testing or certification requirements, pre-screens are performed in this phase prior to formal regulatory agency testing.

• Prototypes (3D printed or other rapid prototypes, electrical PCAs, and/or preliminary code)
• Software and hardware design documentation
• Initial product firmware or software binaries and source code
• Electrical schematics and layout
• 3D CAD files
• Design failure mode and effect analysis
• Test plans and reports
• Project build plan – from prototype to pre-production
• Initial Bill of Materials (BOM) and Cost of Goods Sold (COGS)
• Manufacturing process identification
• Contract Manufacturer (CM) selection
• Engineering confidence test reviews

Phase 1: Requirements & Planing

Project plan requirements, id/ux concepts, risk analysis, manufacturing strategy identification.

• Product requirements document
• Project development plan (including plans for software/firmware electrical, quality, systems, and mechanical)
• Risk analysis
• Industrial Design (ID) and User Interface (UI) concepts
• Product requirements document complete
• Client approval of project development plan

Manufacturing design guidance and ongoing engineering support

Ongoing quality metrics monitoring & optimization.

Simplexity has a dedicated New Product Introduction (NPI) team that can guide the transition from design into production. The NPI team presents multiple options for manufacturing to the client, allowing clients to choose the solution that best suits their needs.  This can involve Simplexity performing initial builds in-house prior to full handoff to a contract manufacturer or building the product via established relationships with contract manufacturing partners either domestically or overseas early in the process.

• Manufacturing guidance and ongoing engineering support
• Ongoing quality metrics monitoring and optimization

Phase 2: Detailed Design

Software: architecture design: block, sequence and state diagrams, hardware: major component definition & proof of concept subsystems build, test: characterization and qualification of high risk subsystems & components, quality: design for manufacturing tradeoffs evaluation, 2a. architecture and technology feasability.

The detailed design phase starts with defining options for the product architecture, with the goal of having the greatest chance of successfully meeting product requirements while best mitigating risk. Engineering activities in this phase include presenting options for hardware components, outlining the system block, sequence, and state diagrams, creating rough CAD, and breadboarding of high-risk subsystems. Results are presented with a description of the pros, cons, and key tradeoffs for each scenario.

• System architecture design (including mechanical, electrical and software/firmware)
• Initial product risk analysis
• Breadboards or proof-of-concept prototypes of high-risk technologies or subsystems.
• ID concept models
• Client approval following hardware and software architecture reviews

Phase 0: Exploration

Exploration, concept work, architecture explorations, feasibility study.

• Exploration report
• Client approval on feasibility of idea

Product development using Design for Six Sigma approach: case study in switchgear industry

• Original Article
• Published: 27 August 2021
• Volume 13 , pages 203–230, ( 2022 )

Cite this article

• Sainath G. Bidikar 1 ,
• Santosh B. Rane   ORCID: orcid.org/0000-0003-0636-2048 1 &
• Prathamesh R. Potdar 2  

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5 Citations

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The competitive business environment conditions of market have compelled to reduce the development period of products; therefore, organizations are more focused on optimizing product development period to satisfy customers' needs quickly. This study aims to shorten the development period of moulded case circuit breaker (MCCB) using design for Six Sigma (DFSS) approach and ensure sustainable product development using reliability analysis. In this study, the DFSS approach has been demonstrated using define measure analyze design and verify (DMADV) methodology with appropriate tools and techniques at each stage for the development of MCCB. The mechanical endurance test (MET), electrical endurance test (EET) and temperature rise test (TRT) have been performed to ensure the sustainability of the developed MCCB. The comparative analysis of the TRT results of the existing and uprated MCCB shows the reduction in temperature rise by 10 °C at the terminal. The efforts and time required for product development have been reduced due to the uprating of existing MCCB and reliability of uprated MCCB is computed as 98.44% by analyzing collected data using Weibull distribution. The analysis shows the wear-out failure of MCCB components as the shape factor value of the Weibull distribution is greater than one. This study concludes that every organization should critically reinvestigate the product to explore the opportunity for improving the quality and functionality of the product using appropriate tools and techniques. This case study clearly shows improvement in product reliability and quality which results in cost-saving business.

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Bidikar, S.G., Rane, S.B. & Potdar, P.R. Product development using Design for Six Sigma approach: case study in switchgear industry. Int J Syst Assur Eng Manag 13 , 203–230 (2022). https://doi.org/10.1007/s13198-021-01199-4

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Please note you do not have access to teaching notes, consumer co‐creation and new product development: a case study in the food industry.

Marketing Intelligence & Planning

ISSN : 0263-4503

Article publication date: 25 January 2013

The ever changing needs of customers require companies to speed up the new product development process. Thus, the web and social media enable companies to interact and to share knowledge with customers, and to cocreate new products with them. The purpose of this study is to analyze the innovation outputs companies can achieve by involving customers at the “fuzzy front end” of the new product development (NPD) process.

Design/methodology/approach

A case study method has been adopted because the phenomenon under investigation is new, it is hard to find similar researches, and the study attempts to increase researchers’ understanding of such phenomenon. The case study method has enabled the exploration of the strategies used and the results achieved by an international food company, which has involved ordinary customers at early stages of its NPD process, namely at the idea generation and screening stages.

The case study shows that customers freely provide valuable, original, new, and feasible ideas that can foster product and service innovation, and may also trigger process innovation. Thus, the case study shows how the company has outsourced to customers the idea generation and screening stages of the NPD. The case illustrates how the food company has used the ideas gathered from customers to develop new products and new services. Increasingly, it shows also how the company has gathered strategic information about consumers’ needs and desires ( marketing intelligence ). Finally, this research discusses the importance of knowledge codification facilitators and of informal, peer‐to‐peer, and transparent communication as enablers of consumers’ ideas sharing.

Research limitations/implications

The single case study approach may prevent the generalization of results.

Originality/value

In marketing and innovation research, there is a dearth of studies on how companies are involving customers through the web at early stages of their NPD process. In addition, there is a lack of in‐depth discussion about the innovation outputs generated through cocreation activities.

• Open innovation
• Customer co‐creation
• New product development
• Idea generation
• Idea screening
• Case study analysis
• Product development
• Marketing intelligence

Filieri, R. (2013), "Consumer co‐creation and new product development: a case study in the food industry", Marketing Intelligence & Planning , Vol. 31 No. 1, pp. 40-53. https://doi.org/10.1108/02634501311292911

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