Originating from the structured approach pioneered by NASA engineers in the 1960s during the ambitious moon mission, phase models emerged as a means to break down intricate tasks into manageable phases.

This methodology aimed to refine the product development process by segmenting it into smaller, more manageable phases. The evolution of development processes has been pivotal in managing the complexities of modern projects, especially in fields like agriculture.

The innovation funnel including the gates of the stage-gate process

Ideation Phase

The genesis of innovation begins here. It's the pre-phase where new product ideas are unearthed and cultivated. However, these ideas aren't set in stone just yet; they await the crucial approval from the management team at the subsequent gate.

Encourage collaboration and input from various agricultural experts, stakeholders, and farmers at different stages to ensure comprehensive evaluations and informed decisions.

• Internally, departments like marketing, sales, and maintenance gather insights: the former from intense customer interactions, the latter from firsthand customer issues. R&D leverages its technological expertise for innovation, while modern approaches involve cross-departmental collaboration.
• Externally, customer feedback via focus groups, lead user engagement, and design thinking directly informs product development. Meanwhile, distributors and suppliers, embedded within the rapidly evolving digital landscape, offer crucial insights. For instance, companies like Rittal have showcased the power of these insights by integrating technologies like digital twins into the agrochemical value chain, driving innovation within the sector.
• Monitoring competitors offers valuable insights for idea generation, utilizing only publicly available information to gauge market trends and competitors' positioning.

Stage 1: Scoping

Defining the scope marks the onset of translating ideas into potential projects. Market analysis takes center stage, gathering critical data to outline key concepts. Conducting a SWOT analysis, identifying strengths, weaknesses, opportunities, and threats, further refines the project's direction and potential.

Leverage agricultural technology and data-driven insights at each stage and gate. Use sensors, drones, analytics, or specialized software to gather real-time data for better decision-making.

• The objectives focus on designing innovative agricultural products for the market, optimizing resource efficiency without environmental harm, improving soil structure for enhanced plant growth, managing soil nutrients effectively, increasing agricultural yield, boosting plant health, and raising awareness of innovative products in the market.
• Define customer unmet needs.
• Outline initial customer value proposition.

Stage 2: Build Business Case

Delving deeper, it solidifies the concept and business case. Decision-makers evaluate projects against six predefined criteria: strategic fit, product advantage, market attractiveness, technical feasibility, synergies, and financial reward/risk.

• The ACCESSFM framework provides a structured approach to product analysis, encompassing key aspects like Aesthetics, Cost, Customer, Environment, Size, Safety, Function, and Material.
• The business model canvas, devised by Alexander Osterwalder, systematically breaks down a business into nine essential components, covering aspects like cost structure, key partners, activities, resources, value proposition, customer relationships, channels, customer segments, and revenue streams.

Stage 3: Development

Prototypes materialize, undergoing rigorous testing both in controlled environments and with real customers. This phase lays the foundation for the product's tangible form.

To establish an example, evaluation criteria crucial in agroproduct development encompass:

1. Efficacy: Does the product effectively control pests, diseases, or agricultural challenges?
2. Environmental Impact: What are the ecological effects and toxicity levels associated with its use?
3. Regulatory Compliance: Does it adhere to rigorous safety and regulatory standards?
4. Market Fit: Is there a demand for the product, and does it seamlessly integrate into existing agricultural practices?

• Refine projected volume, revenue, pricing, and margins.
• Propose and validate supply costs and strategy.
• Plan operational pathway and delivery methods.
• Finalize financial projections for 1-5 years.

Stage 4: Testing and Validation

Continuous testing and user feedback drive iterative improvements to the prototype. The goal is to culminate in a comprehensive product, incorporating most final features, while concurrently formulating the marketing plan.

Incorporate lessons learned from each stage and gate review to enhance subsequent projects. Foster a culture of continual learning and improvement within the agricultural framework.

• Develop positioning and messaging strategies.
• Create training materials.
• Prepare operations and supply chain for product delivery through suitable distributors at the appropriate time.

Stage 5: Launch

The culmination of meticulous planning and tireless effort sees the product finally stepping into the market.

• For the improvement of innovation projects IP must be integrated into the innovation process and the stage-gate process at all stages.
• Establish legal and commercial forms including contracts, pricing, ordering, and checklists.
• Train the sales force.
  

The integration of the marketing team into the product development and IP processes. Adapted from: