New ideas based on high-technology research have a high failure rate because they hit the ground running with lopsided priorities and misalignments. Students complete this course with an Innovation Creed (“Why are you doing this?”) and a customized Idea Filter (“Are you working on the right priorities?”)—2 simple tools that steer concept-stage commercialization to success.
David Chauncey: Rendering the Possibilities
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來自 University of Rochester 的課程
技术商业化，第 1 部分：创建自己的创意筛选系统
25 個評分
從本節課中
Week 4 - Discussing Filters from Different Creeds hard?
Customizing Your Idea Filter: the best ideas for your particular Creed and
Examples of various Filters for differing dimensions of Creed
與講師見面
Mark WilsonLecturer in Entrepreneurship
Simon Business School
Core idea number one.
And you had a lot of different renditions.
How many different core ideas did, did you look at here or, or was it only this one?
>> Well so with this particular startup we
we licensed the technology which gave us a head start and
actually kind of narrowed the field quite a bit for us for where we wanted to go.
In past startups that I've done you end up with a lot
more opportunities or a lot more different ideas that, that you're filtering through.
But this one was a little bit smaller amount.
>> So, even after you pretty much knew where you were going,
you looked a lot of renditions?
>> Mm-hm. >> It looks like.
>> And, and. >> Oh, absolutely.
>> Different markets, different niches.
>> Yeah. >> Different offering.
>> Yeah. >> Different value propositions.
>> Yeah.
>> Do you have any idea how many you looked at informally,
probably morphed together.
>> Yeah, yeah it's a little hard to actually count them but
we probably looked at four or five different markets, groups of end users.
We looked at a number of different aspects of the, of the technology.
How do we apply it to a product, probably another four or five of those.
As well so, so a pretty extensive list of, of reviewing testing ideas,
looking at the value proposition that you provide before we finally settled on,
on what we're doing primarily doing now which is improving driver performance.
So what, when we started out like I said,
the, the people who invented the technology had some ideas and
what we were really focused on was looking at maintaining vehicles.
So the maintenance component is, is a important part to any pert,
any fleet, they don't want their trucks to break down.
And what we were really trying to do is to improve the maintenance of that,
of the vehicles and prevent breakdowns, make it more efficient.
Change your oil when you need to, not, not on a schedule.
>> Right. >> Those types of things.
Well it turns out that, that when you look at the value or you look at the expense
of operating a fleet the number one item is the cost of their labor.
The number two item is the cost of their fuel.
When you find where maintenance is on that list, it's pretty far down.
[LAUGH] >> Hm.
Really?
>> Yeah. >> Other than the labor of
the maintenance, or?
>> yeah, even the labor of the maintenance.
>> Oh. >> So, so
it turns out that when you walk into a fleet, and, and we did a lot of,
going out, talking to potential customers, talking to people in the industry.
And everybody was like yeah, that's really cool.
I, I'd love to have my trucks not break down.
It, it's a real problem when they do.
But quite frankly it, it wasn't enough to really get them to
pull out their checkbook and start, start going.
So we took a look at what the technology could do.
And, and we, we changed the product or we converted the project
into one that looked at the way the driver was driving the vehicle and, and trying to
improve that performance of the driver, specifically related to fuel economy.
So we're able to improve the fuel economy of the vehicle by typically between 5 and
15% by getting the drivers to make
better choices of what gear they're in, how they're using the accelerator,
how they're decelerating so on and so forth as they're out driving.
And what that turned into was a significant improvement on the co,
one of their, their second largest cost.
At that point they were ready to write checks.
So we started down one path but
quickly found that well, that's not exactly going to do what we
needed to do to get to the other end of the, of the, of the chart here, so.
>> Has any of this brainstorming and documented or
otherwise, has it turned into a product revision map for
you, that you keep looking at rev 1.2 and market 2.0.
>> Yeah, absolutely.
So, as you are going through this process of sort of ranking different ideas or
different value creation versus the work that it takes to do it.
Obviously you go for the, for the easy one first.
The one that provides the most return with the least amount of effort.
But in, in that process you end up ranking all the different op,
opportunities or the different options.
And.
And now that we're pretty well established with the one, we're,
we're certainly working our way down that list, pretty much that same list that we,
that we originally had.
Obviously, the world changes over the time period.
Things are a little bit different and, and you adapt to that.
But, but the key is, that a good screening process up
front really sets you up for, for a long, long-term business plan.
