¶ … Product: Xperia Z1 Twist plus Gear Enrolling a product in the market attracts subsequent challenges that seek to examine its validity. Therefore, it is inopportune that modern companies develop products that will seek to minimize issues related to the incorporation. The impetus behind this approach is in the knowledge that a good product might fail because of implementation because of the ever-increasing incorporation problems. This becomes challenging if the product in question is affecting several markets. This report will present a product; Xperia Z1 twist plus Gear owned by the Sony Group. The report will specify on considerate techniques on how to enroll the product in the market. The report is segmented into three main sections; firstly, the generation of a new idea. Secondly, this report will second an argument of innovation through the democratizing process. Finally, the report will present brief changes that are instrumental in customizing the product on its way to its originality.

Generating a new Idea:

After a careful assessment with team members, we decided that Sony Xperia series needed a unique Sony Xperia Compact twist, a rounded phone that could respond to direct competition exhibited by a rivaling Samsung galaxy with their recent enrollment Samsung galaxy round. The Product was instrumental in answering to the needs of people who wish to wear fitting clothes. The team applied the SWOT analysis to determine the current level of the firm competitive against prevailing rivals. The SWOT tool establishes the Sony group current situation. The team investigated a plethora of factors that guaranteed that Sony group was in a better position to compete globally. The identified strengths were Universal Appeal in diverse regions, innovative features; for instance, the first company to introduce a water proof android phone explains its prowess in developing good quality hardware. Seconding, the Sony Global has a strong organization structure. Thirdly, Sony group had an efficient management team (Yadav 6).

However, the team identified some possible weakness, which constrains this product. Firstly, alliances with companies like Ericson were still in the maturity stage. Secondly, the Xperia central market is in Europe and American, yet Africa and Asia was proving to be bigger and reliable market. It should be noted that in those continents; close rival Samsung was doing substantially better. Thirdly, some areas of operation were still in the maturity stage. The team also identified other opportunities, fostering the vision objectives. Firstly, Sony Global operates a lot of products, and utilizes the android platform for its marketability. Secondly, with time, Sony Global has built strong alliances with mergers. Thirdly, Sony Global is vehemently pursuing Asian, American, Middle East, and Asian Markets. Lastly, the team also identified impending threats, namely; entrants of Nokia into the android market are proving a debut of newer challenges. Competitors are constantly devising newer and innovative products and as consolidating traditional markets.

Screening the idea

Sony Xperia Z1 compact twist seems a resounding marketing plan to boost other products. Essentially, the product mortality curve is applicable since it aids the comparison of a new product idea and the predecessor products -- the water proof version. In the screening, the mortality curve represents the progressive rejection of ideas and the project through stages of a new product development process. In the mobile phone industry, there are specific considerations that should be examined before commencing on a given business idea. In addition, it is positive to compare the prevailing market trends and product suitability. For instance, if the product is not suitable for the market as Syria because of the prevailing political conditions (Yadav 9).

Testing the concept

Testing the validity of the product has been instrumental since issues related to product hiccups; pricing and deployment are examined at this point. It is necessary to conduct a qualitative market research, which will illuminate to quantitative market research. The qualitative market research will be conducted on the Sony Global main website video conferencing mechanism. The results from the video conferencing facility will be applied to illuminate on the quantitative analysis. Nelson (320) is in favor of organization interviews with customers through observation of the customer environment. In this case, fundamental attention is directed towards whether there are decisive processes that reveal what the customers desired.

Business Analysis

Now based on the results the qualitative analysis, it is best to commence on a business analysis schedule. A business analytic will seek to integrate the visions of the firm to the general ideology of the business. Sony Global business objective seeks to build a coherent workforce...

Sony Global objective is themed; Make. Believe, implying the group believes in what it makes. Grounded on this, it is clear that the group is more concerned about the future. Part of the future is concerned with building a competitive framework one that seconds heavily the development of decisive products. The product Xperia Z1 compact twist is responsive to the nature of these needs. Therefore, it is instrumental if the organization realizes the importance of applying business metrics to access the feasibility test of the business.
Marketability Test

Product deployment remains the major handle. The prevailing question is whether the attracted costs of the product will balance with the revenue expected to be generated. A proper product marketability test is one that seeks to engage private test groups into launching beta versions of the product. In each of Sony markets, it will be vital that Research and Development department assess the validity of the product with respect to the nature of the market. As a result, it will be valid if the team develops specific items (cost and pricing) which will reevaluate during the overall process production evaluation tests.

Technicalities of product development

Since the product will be oriented globally, but seeking to integrate the local perspective, it is integral if the product orientation process responded to the mainstream Sony Global products. Technically, the product will be offered in a wide range of brands as well as, the direct distinction in coloring and other factors. The RD department will be entitled in developing on a responsive action plan that will be applicable in the overall interpretation process (Yadav 11).

Performing differently Product Innovation through the Democratizing process

The Xperia Z1 compact twist product was deployed through a series of structural and organizational demands. Therefore, it was imperative to develop a democratization process, one that will seek to respond to direct demands of all stakeholders within Sony Global. Therefore, in light of Hippel, it is prudent to develop a user-centered innovation. This approach was vital in responding to technical challenges of implementing the product. The product responded to direct demands of the customer in how they would prefer specific service orientation. As a result, the organization required the development of a coherent internal organization framework to illuminate on the nature of external relations.

In relation to performing differently, the first process of innovation strategy sought to encourage the innovation to be an initiative to pursue policy goals that are best for the company and to the customer. In this regard, the value chain was developed to ensure that the target was maximized to respond to value creation in the market. Program developers should know whom they want to create inputs and reasons as to why they should create inputs in that methodology. According to a democratization process, product innovation seeks to respond to common types of innovation results and improvement that exist in products and services. To succeed in the implementation plan, product strategists should devise a powerful customer determination plan, one that seeks to respond to direct metrics of the underserved and provision of creative features (McMillan 217).

Consequently, it is necessary to develop the outcomes of given stages of product development. This addressing scheme is structurally oriented to ensure that specific outcomes of the products are accomplished. The unique idea of enrolling this product fosters the development of a trendy phone that seeks to adapt much to various body shapes of users. Besides, the development of direct connect system is crucial in developing a designated product orientation point. A direct connect the system will be vital in reengineering a cost management strategy; for instance, ensuring that cost provision meets a direct demand of the product which are designated for consumption (McMillan 217).

Realizing a high value product at a minimized cost often becomes a big challenge for innovators. The organization should ensure it does not retain the inventories of the product in a centralized approach. In fact, it is appropriate to enroll a computer-based logistics system that allows tracking the provision of services. Sales will be managed by regional distributors located in various cities. In addition, revenue generated from the products should be merged into the central system. Therefore, from the main ERP system, it will be substantial to ensure that appropriate provision of the product to ensure that there is a totality of the same.

The above democratization process has ensured that different departments located in a diverse region act collectively in favor the product. Hippel (21) argues…