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• 1. [Article] Smart Wallet New Product Development Log

  The “Smart Wallet” (Dolor Peram) is a wallet that can easily fits within an individual’s daily activities. This paper details the new product development process that the team followed for developing this ...

  Citation × Citation Citation Abstract Copy Title: Smart Wallet New Product Development Log Author: Boss, Viktoria, Kessler, Lukas, Kongsansatean, Paweena, McGraw, Sean, Nour, Alaa Year: 2014 The “Smart Wallet” (Dolor Peram) is a wallet that can easily fits within an individual’s daily activities. This paper details the new product development process that the team followed for developing this product including product planning and concept development, followed by the design phase, product development economics, and lessons learned. The team will follow the development process used in Product Design and Development book by Ulrich. Title: Smart Wallet New Product Development Log Author: Boss, Viktoria, Kessler, Lukas, Kongsansatean, Paweena, McGraw, Sean, Nour, Alaa Year: 2014 The “Smart Wallet” (Dolor Peram) is a wallet that can easily fits within an individual’s daily activities. This paper details the new product development process that the team followed for developing this product including product planning and concept development, followed by the design phase, product development economics, and lessons learned. The team will follow the development process used in Product Design and Development book by Ulrich. Close

• 2. [Article] Team Journal Captivator

  As a newly formed team we began our process of developing a new product by identifying potential opportunities, or ideas for a new product. The types of opportunities generated were based on the team’s ...

  Citation × Citation Citation Abstract Copy Title: Team Journal Captivator Author: Thorsvik, Andrew, Penmetsa, Srujana, Weaver, Sharon Year: 2014 As a newly formed team we began our process of developing a new product by identifying potential opportunities, or ideas for a new product. The types of opportunities generated were based on the team’s familiarity with the possible solution and the team’s familiarity with the need the solution would address. To begin this opportunity identification process we created a scope statement that would guide our process. Based on the scope statement combined with the team’s previous knowledge and experiences we began to brainstorm possible opportunities. The opportunities brainstormed ranged from automotive tool improvements, travel accessories to innovative home products. We found that some opportunities presented needed more detailed explanation than others due to the lack of familiarity and the diversity of the team. By the end of the process we had a pile of scribbled drawings and notes that represented a vast number of ideas. As a team we were able to agree upon six products which showed promise of future success that meet the limitations of our scope statement. These six products were then presented to our “board of directors” who then voted on each one to further create a quick tournament structure to identify the potentially exceptional opportunities. The opportunities identified as exceptional ones were the drink carbonation cap and the suitcase customization kit. Both these opportunities met potential customer needs that were represented in our team. As a team after mentally developing both of these opportunities through discussion and more sketches we agreed that the drink carbonation cap was the opportunity to proceed with. Below is the documentation for the development of the drink container carbonation cap. Title: Team Journal Captivator Author: Thorsvik, Andrew, Penmetsa, Srujana, Weaver, Sharon Year: 2014 As a newly formed team we began our process of developing a new product by identifying potential opportunities, or ideas for a new product. The types of opportunities generated were based on the team’s familiarity with the possible solution and the team’s familiarity with the need the solution would address. To begin this opportunity identification process we created a scope statement that would guide our process. Based on the scope statement combined with the team’s previous knowledge and experiences we began to brainstorm possible opportunities. The opportunities brainstormed ranged from automotive tool improvements, travel accessories to innovative home products. We found that some opportunities presented needed more detailed explanation than others due to the lack of familiarity and the diversity of the team. By the end of the process we had a pile of scribbled drawings and notes that represented a vast number of ideas. As a team we were able to agree upon six products which showed promise of future success that meet the limitations of our scope statement. These six products were then presented to our “board of directors” who then voted on each one to further create a quick tournament structure to identify the potentially exceptional opportunities. The opportunities identified as exceptional ones were the drink carbonation cap and the suitcase customization kit. Both these opportunities met potential customer needs that were represented in our team. As a team after mentally developing both of these opportunities through discussion and more sketches we agreed that the drink carbonation cap was the opportunity to proceed with. Below is the documentation for the development of the drink container carbonation cap. Close

• 3. [Article] SK-II Portable Facial Steamer Marketing Plan

  In today’s busy lifestyles, consumers are finding a need for beauty products that will give them the flexibility to use anywhere on a moment’s notice. Providing them the ability refresh they facial appearance. ...

  Citation × Citation Citation Abstract Copy Title: SK-II Portable Facial Steamer Marketing Plan Author: Bharthepudi, Anjan, Pham, Harry, Pham, Larry, Kongsansatean, Paweena, Danskin, Rodney Year: 2014 In today’s busy lifestyles, consumers are finding a need for beauty products that will give them the flexibility to use anywhere on a moment’s notice. Providing them the ability refresh they facial appearance. These products must provide the consumer with portability without sacrificing functionality and effectively. Carrying some of the products required to maintain this look is either impractical or impossible, as most are either found in professional beauty salons or are large and bulky requiring them to be placed on desks or tables for use. The growing demand for portable easy to use beauty devices in Japan led to the trending term, Moba Beau. This term has been made popular by working women in Japan and refers to small beauty devices, both electronic and non-electronic, that are designed to be on the go with a purpose to be used on the face of body. With a notable increase in the popularity of portable beauty devices, Procter and Gamble (P&G) Japan KK has identified a market need for a hot portable facial steamer because of the popularity of home and professional use of hot facial steamers and the increasing trend for portable beauty devices. This combination of hot steam and in a portable form factor does not exist in the beauty market today. The portable facial steamer will be used by women who are on the go and want the ability to look fresh in all occasions without the burden of packing around bulky pieces of equipment. It will be sold at SK-II counters and the SK-II online website. It will be under P&G Japan’s SK-II brand, which is P&G’s premium line for beauty products in the Asia markets. Title: SK-II Portable Facial Steamer Marketing Plan Author: Bharthepudi, Anjan, Pham, Harry, Pham, Larry, Kongsansatean, Paweena, Danskin, Rodney Year: 2014 In today’s busy lifestyles, consumers are finding a need for beauty products that will give them the flexibility to use anywhere on a moment’s notice. Providing them the ability refresh they facial appearance. These products must provide the consumer with portability without sacrificing functionality and effectively. Carrying some of the products required to maintain this look is either impractical or impossible, as most are either found in professional beauty salons or are large and bulky requiring them to be placed on desks or tables for use. The growing demand for portable easy to use beauty devices in Japan led to the trending term, Moba Beau. This term has been made popular by working women in Japan and refers to small beauty devices, both electronic and non-electronic, that are designed to be on the go with a purpose to be used on the face of body. With a notable increase in the popularity of portable beauty devices, Procter and Gamble (P&G) Japan KK has identified a market need for a hot portable facial steamer because of the popularity of home and professional use of hot facial steamers and the increasing trend for portable beauty devices. This combination of hot steam and in a portable form factor does not exist in the beauty market today. The portable facial steamer will be used by women who are on the go and want the ability to look fresh in all occasions without the burden of packing around bulky pieces of equipment. It will be sold at SK-II counters and the SK-II online website. It will be under P&G Japan’s SK-II brand, which is P&G’s premium line for beauty products in the Asia markets. Close