(Mt) – Aquafresh White Trays Case Write Up 1 page

Honda case study Situation: Honda is one of the world’s leading automotive companies, with several successful model cars brand Honda is occupying a huge market share in different consumer level markets. Such as CR-V, Pilot SUV, and Odyssey minivan, these different models are attractive for their own customer groups like young female customers, single, active individuals or small families, traditional large families and fixed families. Problems: Honda has existed car product lines, such as cars and light trucks, which have been successfully attaining market share for a long time but the products of Honda are less attractive to young male customers and more attractive to a lot of families and women. The Alternative Solutions: 1. Choose one of existing product models from CR-V, Pilot SUV and Odyssey for innovation, upgrade and transformation so that it can be applied to the target customer group of young and energetic men and win the market share of young men customers. 2. Design a total new automobile product brand (Element), which subverts the traditional car concept and is full of innovation in every aspect. It is specially designed for the target market of young generation men to win the market competition. The Choice of solution The birth of a new model (Element) At the beginning of the design process, the customer group was identified through the xgame research and experiment, and the targeted customer group was determined to be welleducated young men with non-traditional lifestyles, so the designer realized that flexible elements should be added to the design. For example, the unique appearance, the interesting driving experience, the system defines four design themes for the elements: adaptability/modularity, authenticity, functionality and attitude/expression. At the same time, performance, security, and value are core themes. Next, the main design stage is divided into four main parts: external, internal, suspension and power system. Each part must be uniquely designed head to tail. Interior and exterior: with a bold new look, engineers focuses on building adaptability, such as folding seats, sleeping comfort, and the practicality of storage Spaces; The side door has been made way for easier access and exit, and the tail door has also been redesigned in a “clamshell” shape. Not only that, the car requires a combination of maneuverability, athleticism and fun. The powertrain is powered by a 2.4-liter VTEC engine, which the SPE-adapted component delivers 160 horsepower at 5,500 RPM, which is sufficient power for the target customer. A new car brand Element was born. The product is successfully designed and produced. In the next stage, in terms of advertising, Honda will break the regular routine and reject the stereotypes. The advertising content mainly shows the dynamic life state of the young generation and perfectly combines with the new car (Elements). Creating buzz at auto shows and campus promotions, sponsoring college surfing events and tailgate parties, and taking an entirely different approach to publicity, challenging with traditional advertising channels. Conclusion The release of a new product of car(Element) includes several necessary steps. Through the Element case, we learned about identify opportunity, organize technology, market research, financial report and new product release. For my understanding, the new products releasing is an institutional process. Every each step is necessary and important for business success. Case: Aquafresh White Trays58 This case details how GlaxoSmithKline (GSK) entered into an open innovation relationship with a small manufacturing company, Oratech LLC, to get into the teeth whitening market with Aquafresh White Trays. In one sense, the partnership seems to be a perfect match, a textbook example of open innovation in action. GSK noted the rapid growth in teeth whitening products and was experienced in product marketing, sales, and distribution. Also aware of the potential in this category, Oratech had already developed the product, owned the patents, and could handle manufacturing. But the road was not as smooth as expected. The first successful teeth whitening product was P&G’s Crest Whitestrips, launched in 2001, followed by several competitors. While the market showed great interest in these products, there were frequent customer complaints. Most notably, customers found the first few products difficult to use, foul-tasting, and messy. This suggested to GSK a market opportunity based on improved customer value. By offering better teeth whitening properties, and at the same time delivering a product that was tastier and easier to use, GSK could capture a share of this market. GSK was already in the oral care business with its Aquafresh toothpaste line; GSK management felt that only a product that offered superior customer value would be worthy of carrying the Aquafresh name. They also recognized that the most efficient way to enter this market was with a partner that had the required technology knowhow. Oratech, a small private-label manufacturer, was already making a teeth whitening tray and selling it to dentists and other professionals. They too recognized the growth potential in the consumer market, but needed a partner who owned the requisite marketing skills and brand equity. Oratech identified a small number of potential partners and soon chose GSK due to their marketing and R&D capabilities, in addition to competency in working with regulatory agencies. Some problems arose in the early going, due to differences in corporate culture. Oratech was initially surprised by the complexity of development and regulatory standards, which were second nature to a huge global corporation like GSK. Per- haps more unexpectedly, the new products processes employed by the two firms were somewhat different as well, with Oratech’s version of the process being a little simpler and somewhat more streamlined, typical of a smaller manufacturing firm. The partnership went well, taking only about 18 months to get the new product ready for launch. GSK ran into some development challenges, which required that they make some decisions typical of late-phase product development: Do we sacrifice quality, or slow down time-to-market? Despite this slight setback, there was really never any doubt at GSK: The commitment to bring the best-quality product to the consumer under the Aquafresh name was the number-one priority. Oratech managers were quite impressed with how seriously this commitment was taken by GSK, who brought in consultants to try to fix the development problems and not slow down development time too much. Scot Andersen, VP of marketing and sales at Oratech, said that the “level of sophistication with which GSK treats its own brands resulted in an improvement in our own processes.” Aquafresh White Trays were launched in early 2007, beating all sales forecasts and going on to be a top player in the teeth whitener category. Executives from both companies agreed that a key factor leading to this success was open communication throughout the new products process. As it turned out, if one partner ran into a manufacturing problem, the other was able to find a solution. A good example of this was the manufacturing process for the trays themselves. GSK preferred individual molding of the trays, but knew that this would run up production time and cost; the alternative was to vacuum-form and cut them, which led to imperfections at the edges. With its technical and manufacturing expertise, Oratech figured out a way to trim the edges, resulting in a desirable finished product. In turn, Oratech was very surprised to see how accessible GSK employees (and even senior management) were throughout the new products process; they were not expecting such a close relationship given GSK’s size. Question: What accounts for the market success of the Aquafresh product? Keep in mind: As large and knowledgeable as GSK is, both P&G and Colgate already had similar products on the market, and both could easily defend themselves against the competitive launch of Aquafresh. More generally, what can be learned from GSK’s perspective, and also from Oratech’s perspective, about making open innovation work? Honda case study Situation: Honda is one of the world’s leading automotive companies, with several successful model cars brand Honda is occupying a huge market share in different consumer level markets. Such as CR-V, Pilot SUV, and Odyssey minivan, these different models are attractive for their own customer groups like young female customers, single, active individuals or small families, traditional large families and fixed families. Problems: Honda has existed car product lines, such as cars and light trucks, which have been successfully attaining market share for a long time but the products of Honda are less attractive to young male customers and more attractive to a lot of families and women. The Alternative Solutions: 1. Choose one of existing product models from CR-V, Pilot SUV and Odyssey for innovation, upgrade and transformation so that it can be applied to the target customer group of young and energetic men and win the market share of young men customers. 2. Design a total new automobile product brand (Element), which subverts the traditional car concept and is full of innovation in every aspect. It is specially designed for the target market of young generation men to win the market competition. The Choice of solution The birth of a new model (Element) At the beginning of the design process, the customer group was identified through the xgame research and experiment, and the targeted customer group was determined to be welleducated young men with non-traditional lifestyles, so the designer realized that flexible elements should be added to the design. For example, the unique appearance, the interesting driving experience, the system defines four design themes for the elements: adaptability/modularity, authenticity, functionality and attitude/expression. At the same time, performance, security, and value are core themes. Next, the main design stage is divided into four main parts: external, internal, suspension and power system. Each part must be uniquely designed head to tail. Interior and exterior: with a bold new look, engineers focuses on building adaptability, such as folding seats, sleeping comfort, and the practicality of storage Spaces; The side door has been made way for easier access and exit, and the tail door has also been redesigned in a “clamshell” shape. Not only that, the car requires a combination of maneuverability, athleticism and fun. The powertrain is powered by a 2.4-liter VTEC engine, which the SPE-adapted component delivers 160 horsepower at 5,500 RPM, which is sufficient power for the target customer. A new car brand Element was born. The product is successfully designed and produced. In the next stage, in terms of advertising, Honda will break the regular routine and reject the stereotypes. The advertising content mainly shows the dynamic life state of the young generation and perfectly combines with the new car (Elements). Creating buzz at auto shows and campus promotions, sponsoring college surfing events and tailgate parties, and taking an entirely different approach to publicity, challenging with traditional advertising channels. Conclusion The release of a new product of car(Element) includes several necessary steps. Through the Element case, we learned about identify opportunity, organize technology, market research, financial report and new product release. For my understanding, the new products releasing is an institutional process. Every each step is necessary and important for business success.

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