Chapter 1: Strategy, Products, and Capacity
Q. 3-1CDS
Which one of the three new service requirements would a dental spa least likely pass: service experience fit, operational fit, or financial impact? Why?
Q. 3-2C
Describe IKEA’s process for developing a new product.
Q. 3-2CDS
What are some of the main areas of complexity and divergence in this kind of operation relative to the standard dental clinic?
Q. 3-3C
What are additional features of the IKEA concept (beyond its design process) that contribute to creating exceptional value for the customer?
Q3-3DQ
Discuss the product design philosophy behind industrial design and design for manufacture and assembly. Which one do you think is more important in customer-focused product development?
Q. 3-4C
What would be important criteria for selecting a site for an IKEA store?
Q3-7DQ
Coca-Cola is a well-established consumer products company with a strong position in the global market. The sales of its core soda products have remained relatively stable for decades, yet the company has continued to grow and has remained extremely prior table. Discuss Coca-Cola’s history in light of the statement that “generating a steady stream of new products to market is extremely important to competitiveness.” Does Coca-Cola’s success disprove that statement? Is the company an exception to the rule or an example of its application?
Q.3-9OQ
Measures of product development success can be organized in to what three categories?
Q3AE.
Identify slack in the activities not on the project critical path
Q3DQ
What service industry has impressed you the most with its innovativeness?