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Few would disagree that the iPod saved Apple from bankruptcy, but it was not just about the idea of a digital music player. There were at least 20 other digital music players on the market long before Apple started the project. Apple understood at a profound level that the requirement of “easy-loading songs” was essential, and they developed the concept of iTunes as a result of that understanding. We all know the results. Imagine if they had said, “We don’t need to worry about conceptual design. We know what we need already — we need to focus on getting it to work.” If the mission was singularly focused on getting a prototype to “work”, then Apple and the iPod would both be on the waste heap of yet another failed startup/product just like all the other digital music players/startups on the market at that time. Apple’s Conceptual Design for the iPod is mainly responsible for saving what would eventually become the most valuable company in the world.
This tool will help your team quantify each concept in terms of how well these concepts meet the product requirements.
It’s a competitive world. In order for your product to compete, it must be the best at meeting the product market fit. In addition, once a product has been through detailed design and into production, the “installed” capital makes it very expensive to switch concepts — that is, you have one shot at getting this right.
This tool increases the probability that the product will be competitive. A non-competitive product will have a high customer acquisition cost and low gross margin.
This tool should be used after the product requirements have been completed and before any detail engineering is started
If your team is small and/or has limited experience in conceptual design development, then FinishLinePDS can add a lot of value to this critical process by helping to execute on this proven process and providing a larger, more diversified team without increasing fixed cost.