New Product Process Creation
Background: While Guthy-Renker had built some powerhouse TV brands like Proactiv, they had
also invested in new products that
didn't prove out. With product
opportunities streaming in, they
needed a system for evaluating the success potential of those
products.
Action: I created a more rigorous process for evaluating new products utilizing a set of “success criteria” against which to measure each concept along with input from key executives in production, creative, and strategic planning..
Results: The new process enabled Guthy-Renker to make definitive decisions on a large backlog of new product proposals, recognize what questions to ask about other products to effectively assess their success potential, and pursue a small group of the most promising products.
Action: I created a more rigorous process for evaluating new products utilizing a set of “success criteria” against which to measure each concept along with input from key executives in production, creative, and strategic planning..
Results: The new process enabled Guthy-Renker to make definitive decisions on a large backlog of new product proposals, recognize what questions to ask about other products to effectively assess their success potential, and pursue a small group of the most promising products.