New Product Design Process for Cosmetics Companies
This paper examines the product design and renewal process through the lens of a cosmetics manufacturing company seeking to expand its body care product line. It outlines the sequential stages of new product development — from market prospecting and fundamental research to prototype creation, testing, and market launch — and discusses creativity methods, product selection criteria, and technical shaping considerations. The paper also evaluates performance objectives across maintenance, improvement, and innovative categories, and assesses the operation using organizing and control as evaluation criteria. The analysis reveals a tension between the long-term nature of product design and the short-term performance targets set by company management.
- Introduction: The Product Renewal Process: Overview of strategic product renewal planning framework
- Steps in the New Product Design Process: Sequential stages from market research to product launch
- Creativity Methods and Idea Selection: Creativity techniques and criteria for filtering new ideas
- Technical Shaping, Prototyping, and Launch: Prototype development, packaging, naming, testing, and launch
- Performance Objectives: Maintenance, improvement, and innovative performance targets
- Evaluation of the Selected Operation: Control and organizing criteria applied to product design
- Conclusion: Summary of the product design process and its complexity
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What makes this paper effective
- The paper grounds an abstract process model in a concrete, relatable case study — a cosmetics company developing a new body care product — which makes each stage of the design process tangible and easier to evaluate.
- It moves logically from strategic planning through execution to performance evaluation, giving the argument a clear cause-and-effect structure that mirrors real operations management practice.
- The honest identification of a mismatch between short-term performance objectives and the long-term product design timeline demonstrates critical thinking rather than uncritical description.
Key academic technique demonstrated
The paper uses a running case study to apply theoretical frameworks — such as the five structuring levels of a product and established creativity methods (brainstorming, synectics, attribute listing) — to a real operational scenario. This technique of theory-to-practice application is central to operations management writing and helps ground abstract models in actionable analysis.
Structure breakdown
The paper opens with an overview of the product renewal process plan, then walks through each stage of new product development in sequence. A section on creativity and idea selection follows, succeeded by technical shaping, packaging, naming, testing, and launch. Performance objectives are then categorized and critiqued, and the operation is evaluated against organizing and control criteria. A brief conclusion synthesizes the argument. Appendix references (diagrams) are noted but not reproduced.
Introduction: The Product Renewal Process
The process of creating new products requires the existence of a product renewal process plan. This plan should start with an analysis of the strategic situation the company intends to benefit from, relying on the company's general objectives system, developing specific marketing objectives, and culminating in the generation of new product ideas. The entire plan emphasizes the sequential and continuous character of the renewal process.
This operation is based entirely on generating new product ideas, which relies on research and development activity supported by analysis of the product line's life cycle and estimation of its future evolution on the market. Theory states that every product has five structuring levels, which can be represented in a diagram showing the layered attributes from core benefit to potential product.
As an illustrative case, this paper analyzes a cosmetics manufacturing company that is trying to develop a new product in order to enlarge its body care product line. Manufacturing a new product requires a well-determined organizational framework and a clear overview of the steps that must be followed. The performance objectives for this stage are the correct succession of these steps and strict adherence to the period of time allowed for each step. Attaining these objectives will determine the product's future commercial success.
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