Main Parameters of Value: TRIZ-based Tool
Connecting Business Challenges to Technical
Problems in Product/Process Innovation
7th Japan TRIZ Symposium 2011 Yokohama, Japan

Dr. Simon Litvin, Chief Scientific Officer,
TRIZ Master
September 9, 2011

www.GEN3.com

Agenda• Business need for MPV• MPV definition and role of MPVs
• PV classification• MPV Discovery: Voice of the Product• MPV translation into PPV• Case Study2© 2009 GEN3 Partners, Inc. Confidential

Business Need for MPV: How to Identify Correct Innovation Objectives?

3•

Today there is no direct connection between business challenges
and underlying technical problems•

Executives of industrial companies are operating with businesscategories like annual revenue, profit margin, market potential,
market share, return on investment, etc.

•

There is a serious gap between business consulting companies
that usually address business issues and technology consulting
firms and R&D departments that are dealing with technicalproblems•

There is an obvious need for effective methodological tools andcorresponding providers that are capable to connect businesschallenges and specific technical problems of
products/processes•

Main Parameters of Value (MPV) Discovery is a tool/techniquethat addresses the above mentioned business need© 2009 GEN3 Partners, Inc. Confidential

The Evolution of Systematic Innovation
 Main Parameter of Value (MPV)
Discovery Function-Oriented
Search Pragmatic S-Curves

Substantiation Tools

 Parallel Evolutionary

 TrimmingLines

 Feature Transfer
 Cause-and-Effect Resolving

Chain Analysis

Contradictions
 ARIZ

Did I address
the right
problem?

 TESE Standard Inventive
Solutions

Systems Evolution
 Synergy Index

 IP Evaluation

Modeling Business Impact Justification
 MT/Trends of Engineering Enhanced
 Functional

 Innovation Roadmaps

Did I find apractical
solution to theright problem
correctly?

Did I deliversignificant
movement
along theproduct’s
Main
Parametersof Value?

Did I solve
the problem
correctly?
1960
4

TRIZ

1980

2000

Innovative
TRIZplus
Technology of
Design© 2009
GEN3 Partners, Inc. Confidential

Today

G3:ID

Innovation Methodology Development

TRIZ Paradigm shifts:
 Analyze a technology instead of a thinking
process (systematic approach) Select evolutionary winners, not losers(Trends of Engineering System Evolution)
 Resolve Contradictions, don’t compromise Step-by-step creativity instead of insight(ARIZ)
G3:ID Paradigm shifts:•
Originator of TRIZ G.Altshuller (r.) with •Simon Litvin (l.), ca. 1979

5

Focus on Functions, not components
Address Key Problems, not initial ones•

Adapt existing solutions, don’t always
invent. Leverage global knowledge (FOS)•

Innovate against right target (MPV)•

Develop practical products, not ideas© 2009 GEN3 Partners, Inc. Confidential

Agenda• Business need for MPV• MPV definition and role of MPVs
• PV classification• MPV Discovery: Voice of the Product• MPV translation into PPV• Case Study

6© 2009 GEN3 Partners, Inc. Confidential

MPV Definitions

Main Parameter of Value (MPV):
Key attribute/outcome of a
product/service that is hereto
unsatisfied and important to thepurchase decision process

7

Innovation:
Significant improvement
along at least one Main
Parameter of Value© 2009 GEN3 Partners, Inc. Confidential

MPV Example: What do Consumers Want from Domestic Airlines?

8© 2009 GEN3 Partners, Inc. Confidential

Why Worry about Main Parameters of Value?

─ The ultimate goal of innovation is to maximize business growthand profitability within the constraints of available resources
─ MPVs reflect what matters to customers, hence they are the bestcompass by which to guide innovation efforts
─ Identify, define and prioritize the most promising innovation
opportunities
─ Develop a business case in absence of complete information
─ Maintain focus on key factors of business success as concepts
are being developed without bogging down in minutiae

9© 2009 GEN3 Partners, Inc. Confidential

What Are Main Parameters of Value?

 Key dimension of Value:─ Derived directly through end-use/consumption, or─ Indirectly in the intermediate processes of other stakeholders

 Independent of a given product─ Attribute of the market
─ May be unfulfilled (or latent)

 Central to purchase decision─ Important to one or more stakeholders
─ Distinguishes offerings from one another10© 2009 GEN3 Partners, Inc. Confidential

Examples of Main Parameters of Value

11

Product

MPVs

Toothbrush• Effectiveness of plaque removal• Convenience• Safety (no gum damages)• Ability to remove plaque from under the gum• Safety (limited conditions for pathogenic bacteria growth)

Shaver• Effectiveness of hair removal• Safety (no skin damages)• Time between shavings (ability to remove hair stubs)

Soap• Effectiveness of dirt removal• Effectiveness of pathogenic bacteria removal• Safety (skin sebum preservation)• Safety (useful micro-flora preservation)• Sustainability© 2009 GEN3 Partners, Inc. Confidential

MPVs in the Innovation Process

Selectingproducts withhigh innovation
potential

Determinerightproblem towork onSelectmost
promisingconcepts

Communicate
value ofconcepts tocustomers• One or two MPVs are usually the starting point for innovation process• A broader set of MPVs (and PVs) is used to evaluate products that
result from the innovation process

 The MPV framework focuses innovation efforts on delivering value to customers andprofitability to the company
12© 2009 GEN3 Partners, Inc. Confidential

MPV Hierarchy: Mapping back from High level Motivators to Physical Parameters

 High level MPVs are linked to more detailed Parameters of Value (PVs)which are matched to physical parameters (PPs)

Customer
Value

MPV
Sub MPVs(detailedexpressionsof MPVs)
PV

PP

PP

Attributes

13© 2009 GEN3 Partners, Inc. Confidential

PPTargeted Innovation and Main Parameters of ValueMPV Value and ROIReturn on
Investment

Investment

ReturnMarginVolume (Share)
Cost

Relative Value
Competitor ValuePrice

Our Value

MPV Performance14© 2009 GEN3 Partners, Inc. Confidential

Generating unique
Value isnecessary (but not
sufficient) for
business success-- Share gain-- Margin increaseAgenda• Business need for MPV• MPV definition and role of MPVs
• PV classification• MPV Discovery: Voice of the Product• MPV translation into PPV• Case Study

15© 2009 GEN3 Partners, Inc. Confidential

Main Parameters of Value vs. Parameters of Value
Main
Main
Parameter
Parameterofof
Value(MPV):
Value (MPV):
focus
focusofofinnovation
innovation
efforts
efforts

Important

Unimportant

Unsatisfied

MPV

PV

SatisfiedPVPV• Typically there are many Parameters of Value (PVs) for agiven product• Main Parameters of Value (MPVs) tend to be those that areboth important and unsatisfied by current offerings
16© 2009 GEN3 Partners, Inc. Confidential

Parameters of Value Classification

Main
MainParameters
ParametersofValueof Value(MPVs):(MPVs):
Well
Wellunderstood,
understood,
primary
primaryfocus
focusofof
buyers,buyers,important
importantdimension
dimensionofof
competitioncompetition

Known /
Clearly Expressed

Unknown /Unexpressed

Unsatisfied

MPV

Latent MPVSatisfied

PV

Tacit PV

Parameters
Parametersof
ofValue
Value(PVs):(PVs):
Well
Wellunderstood,
understood,
assumedassumedtotobe
besatisfiedsatisfiedby
byall
all
products
intheproducts in thebuyers
buyersconsiderationconsiderationset
set

17© 2009 GEN3 Partners, Inc. Confidential

LatentLatentMain
Main
Parameters
ParametersofofValue:
Value:
Overlooked,
Overlooked,accepted
accepted
limitation
limitationofofcurrent
currenttechnology
technology

Tacit
TacitParameters
ParametersofofValue:
Value:
Overlooked,
Overlooked,
delivereddeliveredas
asartifact
artifactofofcurrent
currenttechnology
technology

MPV Context: Stakeholder Perspective

MPV•

MPVs exist in the mind of key
stakeholders
─ Note: MPVs can therefore change
without changing the engineeringsystemEngineering
SystemTargetSuper-system
Element 1

Super-system
Element 2•

Value derives from stakeholder
perception of how engineering system
performance affects MPVs•

Willingness to pay derives from:─ Value of the engineering system
relative to next best alternative─ Price of next best alternative

18© 2009 GEN3 Partners, Inc. Confidential

MPV Context: Stakeholder Perspective

Appearance

HealthAgeRetardation

Antioxidant
Content

19© 2009 GEN3 Partners, Inc. Confidential

MPV Context: Stakeholder Perspective

PerformanceAppearance

Acceleration

Styling

Horsepower

20© 2009 GEN3 Partners, Inc. Confidential

MPV Context: Stakeholder Actions

MPVs

MPVs

Engineering
System21•

Stakeholders can be an element of
the supersystem in which theengineering system functions•

A Stakeholder may be the target ofthe engineering system•

A stakeholder may performfunctions within the supersystem© 2009 GEN3 Partners, Inc. Confidential

MPV Context: Stakeholder Actions• Engineering System = razor• Face (whiskers) is target ofengineering system• User shaves self
• One stakeholder  one set of
MPVs

22

© 2009 GEN3 Partners, Inc. Confidential

MPV Context: Stakeholder Actions• Engineering System = razor• Face (whiskers) is target ofengineering system• Barber shaves customer• Two stakeholders  two set of
MPVs

23

© 2009 GEN3 Partners, Inc. Confidential

MPV Context: Stakeholder Interactions/Awareness

MPV

MPV

•
MPV
Professional
Relationships

SocialRelationships

User/stakeholder MPVs may berelated to other players important tothe user who may also interact with,or be affected by, the engineeringsystemUser

24© 2009 GEN3 Partners, Inc. Confidential

MPV Context: Stakeholder Interactions/AwarenessAppearance

Coverage

Color

Some products are
judged by the
impact they haveon otherstakeholders

25© 2009 GEN3 Partners, Inc. Confidential

MPV Context: Stakeholder Interactions/AwarenessPrettySome product are
judged by the
impact they haveon otherstakeholders

26© 2009 GEN3 Partners, Inc. Confidential

MPV Context: Stakeholder Interactions/Awareness

Visibility

Entertainment

VolumeDecibels

Product use can affectother stakeholders

27© 2009 GEN3 Partners, Inc. Confidential

MPV Context: Stakeholder Interactions/Awareness

Visibility

Entertainment

Quiet

VolumeDecibels

Decibels

28

Relaxation© 2009 GEN3 Partners, Inc. Confidential

MPV Context: Stakeholder Interactions/Awareness

Visibility

Entertainment

VolumeDecibels29© 2009 GEN3 Partners, Inc. Confidential

Jerk

MPV Context: Engineering System Impact

Engineering
SystemTarget•Satisfaction of stakeholder MPVs
may result directly from thefunctions of the engineering system•

Satisfaction of MPVs may also
result indirectly from:─ Impact of engineering system onother supersystem elements

Supersystem
Element30

─ Overall performance of thesupersystem© 2009 GEN3 Partners, Inc. Confidential

MPV Context: Engineering System Impact

Example of stakeholders being indirectly affected by target of the engineeringsystem – separation in time31

© 2009 GEN3 Partners, Inc. Confidential

MPV Context: MPV Importance by Occasion

MPV
Professional
Relationships

32

SocialRelationships

Engineering
SystemTargetSupersystem
Element 1

Supersystem
Element 2

The relative importance of
MPVs can vary from one use
occasion to another© 2009 GEN3 Partners, Inc. Confidential

MPV Context: MPV Importance by Occasion

Sound Quality
Home
Commuting33© 2009 GEN3 Partners, Inc. Confidential

Portability

X
X

Agenda• Business need for MPV• MPV definition and role of MPVs
• PV classification• MPV Discovery: Voice of the Product• MPV translation into PPV• Case Study34© 2009 GEN3 Partners, Inc. Confidential

MPV Discovery: VOC and VOP Cooperation“Voice of the Product”(Objective Functional
Parameters of Value)(Market Parameters of Value –needs, occasions, actions)Trend Analysis

Function Analysis

Cause-Effect Chain Analysis

35“Voice of the Customer”© 2009 GEN3 Partners, Inc. Confidential

Voice of the Customer Limitations

We
We areare not
not veryvery good
good at
at identifying
identifying needs
needs

36

•

Limitations of market surveys – people don’t know what they
don’t know•

Product presumptions limit needs assessment – people can’t
believe they may ask for some advanced product’s features andparameters of value© 2009 GEN3 Partners, Inc. Confidential

VOC/VOP High Level Process

Context Framingand MPV
Hypotheses
 MPV Hypotheses Occasion
Hypotheses

VOP Analysis

 Functional
Analysis TESE Patent Analysis

Field Visit
Preparation andExecution
 Learning
Objective
Development
 Target Customer
Selection
 Team Formation
 Interviews /Observations

37© 2009 GEN3 Partners, Inc. Confidential

Post interview
Analysis Interview
Breakdown Occasion
Summary
Update Functional Model
Update MPV Hierarchy

Latent MPV Identification: VOP tools

General Trends(TESE)
Functional
Analysis
Initial MPVs
• MPV 1
• MPV 2
• MPV 3
• MPV 4
• MPV 5
• MPV 638

What are the nonexisting, but
potentiallyattractive
properties that
address poorly
performing
functions?

!

Industry Trends(Patents)
What do otherindustry experts
think about
improvement of
selected
product andsimilarproducts?

© 2009 GEN3 Partners, Inc. Confidential

What would
Leonardo da Vinci
and Thomas
Edison do if they
had the samechallenge – toimprove selected
product?

!
38

MPV Discovery and Analysis (Voice of the Product) Algorithm

1. Select object of improvement (product or process)2. Formulate business challenge for the selected object
3. Identify Stages of Life Cycle, Stakeholders, Targeted Market Niches andTypical Occasions
4. Build Function Models for each Stage of Life Cycle, Stakeholder,
Targeted Market Niche and Typical Occasion
5. Perform Pragmatic TESE Analysis (including S-Curves) for all important
PVs of the selected object
6. Compile a list of PVs resulted from FA and TESE Analysis
7. Select MPV candidates
8. For each selected MPV identify corresponding underlying PPVs
9. Using TRIZ/G3:ID problem identification tools identify Key Problems (KP)
that prevent achieving high MPV performance
10. Resolve KP using TRIZ/G3:ID problem solving tools
11. Develop a new product/process that addresses the initial businesschallenge39

12. Develop a business case (value proposition, market strategy
recommendations, etc.) for the new product/process© 2009 GEN3 Partners, Inc. Confidential

MPV Example 1 - WhiteStrips™

1. Select object of improvement
Device for at home teeth whitening consists of polymer tray filled with whitening gel. The
tray should be placed on the teeth for a night during a week.

2. Formulate business challenge for the selected object
The market analysis performed by P&G clearly demonstrated that it was losing market
share of teeth whitening business due to marginal difference in performance (teeth
bleaching effectiveness) of existing products on the market. P&G formulated the following
business challenge: how to make a teeth whitening product that would be the market
winner?

ОтбеливающийWhiteninggelгельПигмент
PlaqueWhitening gelОтбеливающий
гель
Десна
Gums
40

Каппа одеваемая
Tray на зубы© 2009 GEN3 Partners, Inc. Confidential

Tray
Каппа

Зуб
Tooth

MPV Example 1 - WhiteStrips™: Function Analysis- super-system component- useful function- useful function, excessive level- system component- useful function, insufficient level- product- harmful function

4. Build Function Model
Functional model at exploitation stage
informs

Other
peopleTray(Delivery System)

Gums
irritates
holds

informs

damages

hold

SalivaWhitening gel

dissolves

removes

destroys

Bacteria andcolorants(coffee, tee,nicotine, etc.)
41

Dental plaque

holds

forms

© 2009 GEN3 Partners, Inc. Confidential

Teeth

hold

MPV Example 1 - WhiteStrips™: Function Analysis

Component

Harmful Function

Tray• Informs (attracts
attention) other people• Irritates gums

Whitening gel

Useful function,
excessive level

Useful function,
insufficient level•Holds too much whiteninggel (because it’s dissolves intime by saliva)• Damages gums

• Poorly destroys
dental plaqueHarmful Functions and Useful Functions with insufficient andexcessive performance are sources for latent MPVs identification

42© 2009 GEN3 Partners, Inc. Confidential

MPV Example 1 - WhiteStrips™: MPV and Key Problems Identification

6. List of PVs resulted from Function Analysis• Intensity of whitening

Parameters of Value that were revealed from the
Voice of the Customer, not all of them are Main

• Application time
• Cost• Convenience (no gums irritation)• Inconspicuousness

Parameters of Value discovered from the Voiceof the Product, some of them latent• Safety (no gums damaging)• Cost

7. Select MPV candidates.

The set of PVs above was recommended to address as MPVs in order to bring to the market a newgeneration Teeth Whitening device with a significantly higher value for the consumers

8. For each selected MPV identify corresponding underlying Physical PVs• For Convenience and Inconspicuousness – Size of the delivery system• For Safety – Concentration of whitening gel

9. Identify Key Problems that prevent achieving high MPV performance.
Key problem examples:• Tray should be large to hold enough whitening gel; however it should be small to occupy less spacein the mouth (be inconspicuous) and not irritating gums
• Concentration of whitening gel should be high to intensify bleaching process (destroying plaque);however it should be low in order not damaging gums
43

© 2009 GEN3 Partners, Inc. Confidential

MPV Example 1 - WhiteStrips™: Function-Oriented Search

10. Resolve KP using TRIZ/G3:ID problem solving tools.
Applying Function-Oriented Search:- Initial area: oral care
- Function: to deliver bleaching agent to the teeth- Generalized function: to control release of substance- Leading areas:• Medicine• Pharmacology• Agriculture- Found solution: Anti-smoking patches

Stop smoking patch applies moderntransdermal controlled-release technology,
which can constantly and gradually release
the special formula. The patch could betransparent (inconspicuous)

44© 2009 GEN3 Partners, Inc. Confidential

MPV Example 1 - White Strips™: Solution

11. Develop a new product/process that addresses the initial business challenge

G3:ID recommended to introduce a new delivery system - a thin flexible film
saturated with whitener and selectively adhered to teeth. This solution:• Eliminated bleaching agent contact with saliva. It allows to use highconcentration of agent and therefore increases bleaching efficiency• Prevents swallowing of active ingredients and reduces harm to the user
• Flexible film provide better individual fit to teeth• Reduces number and complexity of components and therefore decreases cost
• Complete invisibility increase user comfort

G3:ID
G3:ID solution
solution simultaneously
simultaneously increased
increased thethe efficiency
efficiency ofof thethe teeth
teeth
whiteningwhitening processprocess andand reduced
reduced harmful
harmful effects
effects andand productproduct cost
cost

45

© 2009 GEN3 Partners, Inc. Confidential

MPV Example 1 - White Strips™: Business Impact

12. Develop a business case for the new product
G3:ID solution led P&G to launch WhiteStrips® in the US in 2000, and in Canada in 2002.
According to Times & Trends (June 2003) “WhiteStrips whitens 5 times better than the leading
paint-on whitening gel.”

46•

First-year sales were $129.6 million, topping the list of non-food products.

•

Captured over 45% of whitening market. Along with SpinBrush, WhiteStrips leads doubledigit growth in volume (18%), net sales (18%) and net earnings (19%) for P&G.

•

P&G credits WhiteStrips and SpinBrush with propelling Crest to be the company’s 12th
billion-dollar brand/business.

© 2009 GEN3 Partners, Inc. Confidential

Agenda• Business need for MPV• MPV definition and role of MPVs
• PV classification• MPV Discovery: Voice of the Product• MPV translation into PPV• Case Study

47© 2009 GEN3 Partners, Inc. Confidential

MPV Hierarchy: Mapping back from High level Motivators to Physical Parameters

 High level MPVs are linked to more detailed Parameters of Value (PVs)which are matched to physical parameters (PPs)

Customer
Value

MPV
Sub MPVs(detailedexpressionsof MPVs)
PV

PP

PP

Attributes

48© 2009 GEN3 Partners, Inc. Confidential

PP

MPV Example 2 – Heavy Truck

Heavy Truck Scenario:
A company that produces heavy
trucks is looking to dramatically
improve its position on the market

 Challenge:
One of the highest ranking MPVs
for the company’s customers(Fleet owners and OwnerOperators) is Fuel Efficiency. The
company wants to identify the best
ways to improve Fuel Efficiency.

49© 2009 GEN3 Partners, Inc. Confidential

MPV Example 2: MPV Translation into PPV for Heavy Truck

50© 2009 GEN3 Partners, Inc. Confidential

MPV Example 2 – Heavy Truck: Key Problem- Sub-MPV: Aerodynamic drag (resistance)- Key Problem: The space between the cab and the trailer should be large toensure maneuverability and it should be small to reduce aerodynamic dragSmall gap: low aerodynamic drag (+), poor maneuverability (-)

Large gap: good maneuverability (+), high aerodynamic drag (-)

51© 2009 GEN3 Partners, Inc. Confidential

MPV Example 2 – Heavy Truck: Solution

Solution was found using Trend of Increasing Dynamicity
Vortex Generators integrated
with Cab Extenders & Roof
Fairing52© 2009 GEN3 Partners, Inc. Confidential

MPV Example 2 – Heavy Truck: Business Impact

Trace back the developed solutions to evaluate business impact on MPVs

 Assumptions:

Employment
Employmentof
ofVortex
VortexGenerators
Generators
Aerodynamic
AerodynamicDrag
Drag
Reduction(~4%)
Reduction (~4%)



Average fuel consumption for the truck – 32 liters per 100km;

Average annual mileage of the truck – 150 000 km;



Average price of diesel fuel (Europe) – €1 per liter;

Average fuel consumption reduction from Vortex
Generators Integrated with Cab Extenders – 2%.

Fuel
FuelSaving
Saving(Average(Averagefuelfuelconsumption
consumptionreduction
reduction~2%)~2%)

 Results:

ProfitProfitgain
gain (Average(Averageannual
annualsavingssavings~~€€960)
960)

53



Average amount of fuel saved (per year) (150000/100)x32x0.02 = 960 liters;

Average annual savings – 960x1.0= € 960.

© 2009 GEN3 Partners, Inc. Confidential

Agenda• Business need for MPV• MPV definition and role of MPVs
• PV classification• MPV Discovery: Voice of the Product• MPV translation into PPV• Case Study54© 2009 GEN3 Partners, Inc. Confidential

MPV Case Study - Banana

1.
Select objectof improvement (product or process)
Identificationof MSPV
The
object selectedby bananaproduction
company
Chiquita – Bananas
Strategic
Parameters. Customer
Value
Estimation
2. Formulate business challenge for the selected object
Chiquita’s business challenge is low profit margin because banana is a commodity
product
3. Identify Stages of Life Cycle and Stakeholders
Selected stage – is selling/buying bananas

Storing at store

Sorting for selling or
ripening

Ripening at store

Sorting for selling

Storing at store

Stakeholders – Consumer and banana production
company (Chiquita)

Selling/buying
bananasBananaconsumption

55© 2009 GEN3 Partners, Inc. Confidential

MPV Case Study - Banana
Identificationof MFPV Models for each Stakeholder
4. Build Functional

T SPV to FPV: Appearance and Brand

The fragments of Functional Model show two analyzed functions. Level of
performance of these functions is characterized by corresponding Parameters ofValue:

BananaInforms

Consumer

Chiquita

Consumer

PV – Brand- Organic (Chiquita does notuse artificial fertilizers)- Sustainability (Chiquita
utilizes technology that does
not pollute the nature)- Recognizable (theconsumer can easily
recognize that he/she isconsuming the Chiquita
product)

PV - Appearance- Color- Shape- Smell- Size- Packaging

56

Informs© 2009 GEN3 Partners, Inc. Confidential

MPV Case Study - Banana

5. Perform Pragmatic TESE Analysis (including S-Curves) for all important
PVs of the selected object••

The products on the second stage ofevolution need further improvement of
main function parameters. Hence, at thisstage they have highest rank among allother parameters

MPV
Development Limit

The mature products (that entered themarket many years ago) are at the third
stage of evolution and their mainfunctional parameters have reached their
theoretical limit. That’s why theseparameters should have a pretty low rank

BananaToday

57© 2009 GEN3 Partners, Inc. Confidential

TimeMPV Case Study - Banana

S-Curve Analysis of Banana Products
Limit

Limit

BananaBananaTaste

Health

Today

Time

Today

Limit

Limit

Convenience

Appearance

BananaBanana

Today
58

Time

Time
© 2009 GEN3 Partners, Inc. Confidential

Today

Time

MPV Case Study - Banana

6. Compile a list of PVs resulted from FA and TESE Analysis

 In accordance to market investigations of consumer preferences and its own interests
Chiquita’s desire (Voice of the Customer) Chiquita selected the following parameters
as MPVs:
─ Brand─ Taste─ Health─ Appearance─ Convenience Two of these parameters, Taste and Health, completely satisfy consumer andChiquita’s requirements. Hence, there is no need in further improvement of theseparameters (that means that they are actually not MPVs).

59© 2009 GEN3 Partners, Inc. Confidential

MPV Case Study - Banana

7. Select MPV candidates

Banana Product

Taste

HealthConvenience

Main Parameters of Value (MPV)60© 2009 GEN3 Partners, Inc. Confidential

Appearance

Brand

MPV Case Study - Banana

8. For each selected MPV identify corresponding underlying PPVs
MPV
Appearance

PPV

Color
Smell

Convenience

Easy planning
Time of Storage

Brand

Organic
Sustainability

Easy handling
Shape

Easy opening

Size

Dirty avoidness

Packaging

Availability
Time of storage at
StoreTime of searchingat Store
Time of Sorting
Selection
Easiness
Necessity ofripening

61© 2009 GEN3 Partners, Inc. Confidential

Recognizable

MPV Case Study – One Banana Please!

11. Develop a new product that addresses the initial business challenge
12. Develop a business case for the new product

Solution:
A new product was introduced to the market- Single Banana. The velocity of the
supply chain was synchronized with thebiological processes for the ripening of the
fruit after harvesting. New equipment wasdeveloped for separating banana clusters
into individual bananas

62

Business case:New channels offer new profit potential.
Single Banana is a non-commodity
product with significantly higher profit
margins. It allows to bring it to themarket within the Snack Foods category© 2009 GEN3 Partners, Inc. Confidential

MPV Discovery: Conclusions

63•

A new methodological tool/technique was developed that directly
connect business challenges and underlying technical problems– Main Parameters of Value (MPV) Discovery•

MPV – a key attribute of a product/service that is hereto
unsatisfied and important to the purchase decision process•

MPV approach makes innovation measurable. Innovation is asignificant improvement along at least one Main Parameter of
Value

•

Algorithm for MPV Discovery and Analysis was developed•

MPV Discovery was successfully applied for dozens products
and processes in different industries.

•

There are several products available on the market that weredeveloped using MPV Discovery technique© 2009 GEN3 Partners, Inc. Confidential

Thank you for your attention!
Q&A

Simon S. LitvinManaging Principal & Chief
Scientific Officer
GEN3 Partners, Inc.
20 Winthrop Square,
2nd Floor
Boston, MA 02110(617) 728-7011
simon.litvin@gen3.com
www.gen3.com

64© 2009 GEN3 Partners, Inc. Confidential