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BM050-3-3 Individual Assignment Page 1 of 10
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Level 3 & 4 Asia Pacific University College of Technology and Innovation 201306
Learning Outcome
The student should be able to demonstrate knowledge and understanding of the widely
recognised attributes necessary in developing and successfully commercialising a new product.
Students are also expected to be able to develop coherent lines for argument and provide solutions
to a given innovation management scenarios. Last but not least, students are expected to be able
to apply and evaluate innovation management and new product development techniques for launch
planning, implementation and management.
This in-course individual assignment constitutes 50% of the total course grade and is
broken down into TWO (2) questions attributing 50 marks to each of the total assignment
assessment grade.
Inside Google's New-Product Process
The philosophy is, try a bunch of ideas, refine them, and see what survives, says Marissa Mayer,
the search giant's product-launch czar
For outsiders looking in, Google's flurry of product releases can appear random and a bit confusing.
In the past year, for instance, the search kingpin has unleashed everything from a blog search
engine and a finance site to an instant messaging program and online spreadsheets. And on June
28, it uncorked an online payment system that is expected to rival eBay's PayPal.
One thing is clear: Google is toiling to create some blockbuster successes beyond its Internet search
engine. But, thus far, its track record outside of search has been tepid. Does Google have a case of
product attention-deficit-disorder? Or is there a method behind this apparent madness?
Marissa Mayer, Google's 31-year-old product-launch czar , whose official title is vice-president of
search products and user experience, recently spoke with BusinessWeek correspondent Ben
Elgin about the search giant's efforts to branch into new businesses. Here are some excerpts:
Google has been branching out beyond its core Internet search offering for four years now.
How do you feel the company has done?
I'll start with a couple of core philosophies. We believe that we should be launching more products
than what will ultimately become phenomenally popular. The way you find really successful new
innovation is to release five things and hope that one or two of them really take off. I think by that

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BM050-3-3 Individual Assignment Page 2 of 10
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Level 3 & 4 Asia Pacific University College of Technology and Innovation 201306
metric we've been doing really, really well. We should be able to put products out there and,
without a lot of promotion, a good product will grow. We like to put products out there early, see
what users say about them, what additional features they'd like to see, and then build those out.
We'd rather put something out on [Google's beta site] Labs, have it be a little bit low-profile and
grow by word of mouth. That gives the team a little bit more time to scale with the requirements.
Also, it gives us some very important indications about whether or not this product fills a core
need well, how big the market is, and also how strong our product is relative to others.
How do you measure success of a new product?
We rely primarily on our own logs. Also on user feedback. Gmail, I would say, has actually been
phenomenally popular. It may not be the size of Hotmail and Yahoo! Mail. We actually have
artificially restricted the uptake of Gmail through the invitation model. And I think it's pretty easy
to imagine that if we removed the invitation model, we would see ten times as much demand. And
if you do that calculation, we would be almost as large as Yahoo! or Hotmail. So, we think that
Gmail is actually a very good product.
If you take a look at something like Google News, it actually does quite well. We're now offering
Google News in more than 40 languages, in 40 countries around the world. On an aggregate page-
view number across all of those different demographics and geographic areas, we're really proud
of what Google News has been able to achieve. Its growth year over year has been among the
strongest of our mature products. We're seeing traffic almost double every year.
I think the core underpinnings of what we're doing make a lot of sense. That said, there certainly
are some products that we've released that aren't market leaders and may never [be]. We anticipate
that we're going to throw out a lot of products. People won't be able to remember them all, but they
will remember the ones that really matter and the ones that have a lot of user potential.
Often, press and analysts will declare Google's new products, such as Google Checkout, a potential
category killer. Do people give too much credit to Google to reinvent markets and take out
competitors? People in general, myself included, have a tendency to overestimate the short-term
and underestimate the long term. When you look at those headlines, it's that kind of mentality
going on. PayPal is a really excellent, mature product. And our service, if you actually look at what
we are doing, doesn't really take aim at what they do and what their core competencies are. So
there is just a misunderstanding of where the product is aimed.
When you look at a product that is that mature, such as Microsoft Excel, it's very hard to hold up
a nascent product that by definition is being launched very early in its development cycle and

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Learning Outcome The student should be able to demonstrate knowledge and understanding of the widely recognised attributes necessary in developing and successfully commercialising a new product. Students are also expected to be able to develop coherent lines for argument and provide solutions to a given innovation management scenarios. Last but not least, students are expected to be able to apply and evaluate innovation management and new product development techniques for launch planning, implementation and management. This in-course individual assignment constitutes 50% of the total course grade and is broken down into TWO (2) questions attributing 50 marks to each of the total assignment assessment grade. Inside Google's New-Product Process The philosophy is, try a bunch of ideas, refine them, and see what survives, says Marissa Mayer, the search giant's product-launch czar For outsiders looking in, Google's flurry of product releases can appear random and a bit confusing. In the past year, for instance, the search kingpin has unleashed everything from a blog search engine and a finance site to an instant messaging program and online spreadsheets. And on June 28, it uncorked an online payment system that is expected to rival eBay's PayPal. One thing is clear: Google is toiling to create some blockbuster successes beyond its Internet search engine. But, thus far, its track record outside of search has been tepid. Does Google have a case of product attention-deficit-di ...
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