SYSTEM AND METHOD FOR OPTIMIZING PRODUCT DEVELOPMENT PORTFOLIOS AND ALIGNING PRODUCT, BRAND, AND INFORMATION TECHNOLOGY STRATEGIES

• US 20090254399A1
• Filed: 03/09/2009
• Published: 10/08/2009
• Est. Priority Date: 02/14/2004
• Status: Abandoned Application

• Current Assignee: Steven M. Cristol
• Original Assignee: Steven M. Cristol
• Inventors: Cristol, Steven M.
• Application Number:
  US12/400,689
• Publication Number:
  US 20090254399A1
• Time in Patent Office: Days
• US Class Current: 705/8
• CPC Class Codes: G06Q 10/06 Resources, workflows, human or project management; Enterprise or organisation planning; Enterprise or organisation modelling
• CPC Class Codes: G06Q 10/0637 Strategic management or analysis, e.g. setting a goal or target of an organisation; Planning actions based on goals; Analysis or evaluation of effectiveness of goals
• CPC Class Codes: G06Q 30/02 Marketing; Price estimation or determination; Fundraising

Abstract

Business and software methods are described for cost-effectively optimizing product development portfolios, services development portfolios, and IT (information technology) portfolios, accelerating market entry, and optimizing alignment between product strategy, IT strategy, and brand strategy. Product and service attributes are characterized, categorized, and prioritized with numerical values amenable to statistical analysis of each assessed product development/IT initiative in terms of alignment with ideal customer experience and potential competitive impact relative to the resources and risks required to bring each initiative to market. Methods further include prioritization in the form of applied decision intelligence tools to allow an organization to reach better-informed judgments concerning resource allocation to develop, maintain, or optimize a given product or service portfolio or IT portfolio to improve business performance, increase market impact, and build brand equity.

Claims

1. A business method to enhance business performance, market impact, and brand equity comprising:

producing a portfolio assessment regarding market impact and brand choice alignment, the portfolio assessment having at least two product development/IT initiatives;

developing metrics to prioritize the at least two product development/IT initiatives;

determining the strategic value of the metrics; and

allocating resources in proportion to the strategic value.

2. The method of claim 1, wherein determining the strategic value of the metrics includes evaluating the at least two product development/IT initiatives in terms of relative potential strategic contribution.

3. The method of claim 1, wherein determining the strategic value of the metrics includes evaluating the at least two product development/IT initiatives in terms of relative development burden manageability.

4. The method of claim 1, wherein determining the strategic value of the metrics includes evaluating the at least one product development/IT initiative in at least one of a partial portfolio and a whole portfolio.

5. The method of claim 1, wherein developing metrics to prioritize product development/IT initiatives includes defining a plurality of attributes designed to drive at least one customer'"'"'s choice of brands and characteristics that customers consider to be distinguishing from similar products and services.

6. The method of claim 2, wherein determining the strategic value of the metrics includes assessing the degree of competitive impact.

7. The method of claim 2, wherein assessment of strategic contribution includes evaluation of each product development/IT initiative'"'"'s relative degree of alignment with key attributes that drive brand choice or describe the ideal customer experience.

8. The method of claim 3, wherein assessment of development burden manageability includes evaluation each product development/IT initiative'"'"'s relative level of resources needed to successfully bring the initiative to market.

9. The method of claim 3, wherein assessment of development burden manageability includes evaluation of each product development/IT initiative'"'"'s relative complexity or risk in successfully bringing the initiative to market.

10. The method of claim 3, wherein assessment of competitive impact includes the impact of the entire product development/IT portfolio being assessed rather than the individual initiatives within the portfolio.

11. The method of claim 8, wherein assessment of brand choice alignment includes alignment of the entire product development/IT portfolio being assessed rather than the individual initiatives within the portfolio.

13. The method of claim 1, wherein the portfolio assessment is designed to improve alignment between product strategy and brand strategy utilizing common assumptions about attributes that drive brand choice.

12. The method of claim 12, wherein producing the portfolio assessment includes analyzing the metrics to derive conclusions for resource allocation.

14. A method to predict the relative strategic value of product development/IT initiatives, the method comprising:

producing at least one business indices;

associating at least one business indices with at least one branded entity;

assessing factors deriving the at least one business indices having competitive impact; and

allocating resources in proportion to those indices having competitive impact.

15. The method of claim 15, wherein producing the at least one business indices includes manageability scores.

16. The method of claim 16, wherein producing manageability scores includes resource requirements and risk manageability.

17. The method of claim 17, wherein producing manageability scores include presenting in a graphic format.

18. The method of claim 18, wherein presenting in the graphic format includes a quadrant map.

19. A computer readable medium having computer executable instructions to perform a method comprising;

producing a portfolio assessment regarding market impact and brand choice alignment, the portfolio assessment having at least two product development/IT initiatives;

developing metrics to prioritize the portfolio assessment;

determining the strategic value of the metrics; and

allocating resources in proportion to the strategic value.