Have you designed my product before?

As of writing this, Impulse Product Development has just passed it’s 15th anniversary.  As you might imagine, over those years we have worked will many different companies in many different industries.  However, without fail, every time we talk with a potential new client the question comes up, “Have you designed my product before?”.

Obviously, they don’t ask it that way.  But, if it’s a medical product company, they ask, “What’s your experience with designing medical products?”, or “What types of medical products have you designed?”  If it’s a juvenile products company, “Tell me about your juvenile product experience?”  “Can you show me some examples of juvenile products you’ve designed.”

I recently got the question, “What kind of medical products have you designed?”. While the prospect is trying to qualify us, what that question is really trying to do is disqualify us.  If I answer, we haven’t designed any medical products they, most likely, won’t use us.  If I answer, we’ve designed 100’s, at least the conversation can continue, but knowing that we’ve designed 100’s of medical products doesn’t answer the real questions they have.

What if we did, in fact, design 100’s of medical products, but designed them all poorly?  What if we completed the job for the client, but ended up designing a product that was much more costly to manufacture than it should have been.  What if we designed all of the products well but they were late and over budget?

I understand that line of questioning, “what’s your experience?”.  That’s how we’re taught to make decisions.  We do this with our personal purchases and we typically do it with business decisions.  When we go to buy a TV we look at size, cost, resolution, warranty, etc…  Then we compare TV A to TV B, C, D, etc… to make our decision.  We compare all of the features and benefits and make a decision.

That’s usually a fine way to make decisions.  But does it make sense when choosing a vendor to help you develop your product?  When we talk with prospects the questions they ask typically revolve on gathering the following criteria:

  • How long we’ve been in business
  • Our experience in their industry
  • Our company size

I would argue that none of those matter.  I would bet, that the prospect really doesn’t care how long we’ve been around, what our experience is, and how big our company is.  I would argue that what really matters is can we get the job done on time and on budget?

Will you care if we have 20 years of experience if we design the product poorly?

Will you care if we started the company yesterday if we designed the product well?

Will you care if we have 30 designers is if we finish the product design late?

Will you care if we have 1 designer if we finish the product on time?

With regards to experience in your industry, you’re the one with the experience.  You’re the expert.  No outside design firm knows your company and your industry better than you.  Do you need a design engineer with experience in your industry? Or, do you need a design engineer that knows how to quickly adapt to your company’s needs and culture and that knows how to harness the knowledge that lies within your company?

We recently had a prospect ask us how much consumer product experience we have.  After about 15 minutes of discussing different products we’ve designed, we found out that the product they wanted help designing was simply two plastic housings that capture a PCB.  We’ve designed 100’s of housings that mate together.  It doesn’t matter what the industry: consumer products, sporting goods, medical products, automotive products, you name it, if someone has designed two plastic housings that mate together for one industry, they can just as easily design them for another industry.  The parts are assembled the same way.  The tolerances are the same. And the molds open and close the same way.

The point I’m trying to make is, industry specific experience, a certain company size, and how long we’ve been in business don’t really matter.  Yes – I understand that I’m oversimplifying things.  But what you’re really looking for is someone to fill a gap.  You have a gap that needs filled, or you wouldn’t be looking for outside help.  Maybe you’re concerned because you need someone to pick up some slack on a project that is running behind.  Maybe you’re frustrated because you don’t have enough designers to complete all of the products you need to have designed.  Our job is to fill those gaps – and we’re good at it.  If you would like to see a list of gaps that we have helped clients with in the past, go to this blog post.

I challenge you to change your questioning and the conversation to correspond with the gap that needs filled. Do you need someone to jump onto your team to help finish a product because you’re struggling with manpower issues?  Ask about our experience in doing that.  Are you concerned because you don’t have plastic or injection molding experience?  Ask about that experience.  Maybe you don’t really know what you need, but know you need something.  That’s ok too, we get those calls a lot.  I encourage you to give us a call or fill out our contact form.  Then let’s have a conversation about how we can help you fill the gaps you need filled.


Impulse Product Development is a team of experienced engineers and experts that specialize in new product development, industrial and conceptual design, engineering, CAD technologies, rapid and virtual prototyping, contract manufacturing and management and reverse engineering. Centrally-headquartered in Indianapolis, Indiana, Impulse serves clients across the country.

Common Product Development Problems – Struggling With Capacity Issues

Do you get frustrated dealing with capacity issues? Are you tired of juggling the number of projects you have with the number of designers / engineers you have on staff to complete those projects? Many of our clients struggle with this issue. With some, it’s a constant battle of having too many engineers but not wanting to negatively affect morale. With others, the struggle is not having enough engineers. Still others struggle after their company restructures the product development group and they’re left with the same number of projects to develop and significantly fewer designers / engineers to develop the projects.

We recently completed a project with a division of a Fortune 500 company that had this exact problem. In dealing with the after affects of the economic downturn, they had gone through a major restructuring. Large numbers of people were let go, and many of those that stayed were shuffled to other product lines. Only a fraction of the designers / engineers were left. Yet the list of products do be developed, some of which were right in the middle of the development phase, did not change. Adding to the struggle was a hiring freeze.

In working in the product development industry for over 16 years, I’ve seen this, and similar, scenarios many times. And I’ve seen companies deal with it in one of three ways:

  1. They force their engineering staff to work overtime.
  2. They ignore time lines and “do what they can do”.
  3. They contract with an outside design service to temporarily increase their design / engineering capacity.

Options one and two might work – for a short time. Rallying the team to put in extra time and effort works, but over time the rally call will fade. Eventually, the staff will become disgruntled, deliver less than satisfactory work as a result of the increased stress level and work load, or both. Ignoring time lines and just “doing what you can do” also works, but eventually, upper management won’t accept missing deadlines. Working with an outside design and engineering service however is the option that many engineering managers turn to.

While it’s obvious that there are costs involved with hiring an outside product development company like Impulse, those costs can be very easily managed. Impulse Product Development understands that we are only going to be used on an as needed basis. We expect a fluctuation in the work load and we are efficient at dealing with it. We understand that, while our goal is to develop a long term relationship with our clients, each time we are hired, it’s a temporary situation. That’s a great benefit to the company looking for the capacity boost. Of course, I have a biased opinion, but here are two examples that show this isn’t just my opinion.

One of our clients, that develops a tremendous number of consumer products, maintains a conservatively sized design and engineering staff. Their goal is to never layoff an employee due to market conditions. When they need additional design, engineering, or simply CAD resources, they call us. Sometimes we will work on only one project with them. Other times we will work on 4 or 5 different project. If / when the workload drops, we get “laid off”, not their employees. This is standard operating procedure for Impulse and it maintains morale within at our client’s company.

The second example I alluded to in the second paragraph above. The company I referred to develops consumer products, and we were asked to help out with a project that was in the middle of the product development cycle, complete with certain milestones to be met like release for tooling quote and tooling release. Impulse was able to come in, quickly gain an understanding of the project, and help them reach each of their timeline goals. Here’s what the Senior Manager for the product line said about Impulse’s involvement on the project,

“When I reached out to Impulse, we were in the middle of developing a ground up product. We had just gone through a major restructuring in which I lost a significant portion of my internal design and engineering capacity.  We still had a project to finish and we had to hit customer deadlines that were set before the restructuring.  Impulse flew to our offices the next week to meet with our team, to gain an understanding of how we operate, and to fully align on the objectives for the project.  We communicated well enough throughout the project that Impulse completed all of the design tasks from their offices which helped keep the cost down. Impulse’s experience and speed allowed us to release data for tooling on time, under budget, and at a higher level of detail than we are accustomed to. Our upper management team now uses our experience with Impulse as an example of how to leverage outside resources when we are struggling with capacity issues.”

Outsourcing portions of your product development or product design isn’t for everyone, but many companies view it as a great alternative. Impulse Product Development is a team of experienced product development engineers based in Indianapolis, Indiana. We’ve helped many clients work through the challenges of fluctuating staff requirements. If you’re interested in learning more about Impulse Product Development, or if you’d like to have a conversation to see if we may, or may not be, a fit for your company. Please contact us.

Common Product Developement Problems – We Struggle With Time Lines

Do you struggle meeting time lines?  Do you get frustrated when you have to send what you would consider incomplete data to a toolmaker / manufacturer?  Is the process of creating CAD data the bottleneck in your product development process?  Many of our clients came to us because they struggled with those problems with their internal design and engineering departments or because their existing design / engineering vendor didn’t deliver.

When we asked them what what wasn’t being delivered, the typical response is something along the lines of  “detail”.   Sure, the data was delivered on time, but the “T’s” weren’t crossed and the “I’s” weren’t dotted.  Some of the fine detail of the product was left to the tooling vendor to finish up.

We recently released a design for tooling for a new client, and we had a follow-up conversation to discuss the design and our working together to make sure he was satisfied with the work we did.  He said, “I was very impressed with the timing and quality of your work.”  Hearing that he was impressed with our timing didn’t surprise us because we hear that from most of our new clients.  We’re fortunate in that we can deliver quickly.

What surprised us was his comment about quality.  We’d never heard that before and we were confused as to what that meant — How can a design be “high quality”?  When we asked him what that meant he said that they had never released data that had level of detail included – and this was a division of a Fortune 500 company that develops a very large number of consumer products.

Impulse Product Development is a team of experienced product development professionals based in Indianapolis, Indiana.  If you struggle with timing issues and would like to release highly detailed data to your tooling and manufacturing sources, contact us today.

 

 

Common Product Development Problems – We Don’t Generate Enough Product Ideas

Do your sales suffer because your products just aren’t good enough?  Are you frustrated that you can never seem to come up with enough product ideas?  Are you concerned that your product line is stagnant, not exciting, or outdated? Those and similar concerns are common in the product design and development world.

Some companies recognize the need to continually update, evaluate, and challenge their existing product line.  And because of that, they have a process in place for generating new product ideas – not just ideas, but valid, marketable, profitable ideas that result in a continual evolution of their product line.

Unfortunately, there are also companies that don’t recognize the need to continually update, evaluate, and challenge their existing product line.  They don’t realize that the reason they’re struggling has a lot to do with the absence of a process for generating ideas for new products.  Instead of developing a process for generating new product ideas, they generate excuses.  Here are some of the excuses we’ve heard:

1. It’s too expensive to develop new products.

It sounds cliché, but it’s too expensive to not develop new products.  If a company makes a profit by designing, developing, manufacturing, and selling products, the company must invest in new product development.  If they don’t, there eventually won’t be anything to sell.

2. We don’t have the time to come up with new ideas.

“We don’t have time” is just another way of saying “it’s not important”.  Think of every other area of your life where you have said, “I don’t have time”.  In every scenario, what that really meant was, “It’s not important to me”.  People say they don’t exercise because they don’t have time, but what they really mean is it isn’t important enough for them to make it a priortity.  People say they don’t have time to fix the (fill in the blank: car, gutter, screen, deck, etc…), but what they really mean is it isn’t important enough for them to make it a priority.  Investing the time required to generating new product ideas and to new product development in general must become a priority if a company is going to survive.

3. Our product line is doing so well we don’t need/want to invest the time to develop new products right now.

For any organization that designs, develops, and manufactures products, new product ideas are the life blood of the organization.  All products have a finite life cycle.  Some will last longer than others, but in the end, the product will die.  And if there are no new products to to take the place of the expired products, the eventual result will be the death of the company.  Look at a company like Apple.  After the success of the iPod, they could have sat back and said, “Things are good.  Let’s not invest in new products right now.” They could have done the same thing with the iPhone, etc…  If they had done that in either scenario, Apple wouldn’t be what it is today.  Their competition would have blown right by them.  If your product line is truly doing well, that’s not the time to decrease your investment in new products.  That’s the best time to increase your investment toward developing new products.

4. We don’t really know how to come up with new ideas.

Therefore they don’t even try.  They sit back and hope that someone in the company will come up with something before the existing products run through their life cycle.  Many times in smaller companies, all of the growth potential hinges on the ability of one or two people to come up with the next profitable product idea.  Often, it’s the President/Owner of the company who is typically pulled in countless directions that have nothing to do with generating the next product idea.  The reason the company doesn’t know how is because they’ve never tried.  Maybe the President doesn’t want to give up that control or give that freedom.  Maybe the company is resistant to change.  Maybe they’re afraid they won’t be successful.  There are countless reasons / excuses.  Not knowing how is a result of not deciding to invest the time and energy into making it happen.  Don’t try to figure out how to come up with ideas before deciding to do it.  Make the decision and commitment to invest in new product development.  Then go figure out how.

There are many other excuses that we hear, but they’re just that – excuses.  And just like anything in life we can choose to accept responsibility for our choices or we can make excuses for our choices.  Investing time and money into generating product ideas is a necessity if your company is going to survive and grow.  Make it a priority for your company.

Impulse Product Development is a team of experienced product development professionals based in Indianapolis, Indiana. We’ve helped many clients work through the challenges of generating new product ideas. If you would like to discuss how we can help you with generating new product ideas, please contact us today.

Common Product Development Challenges

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“What do you do?”

We get asked that question almost daily. The simple answer to that question is, we partner with our clients to design and develop their products, but the real answer to that question is much more complex.  We work with our clients in whatever capacity necessary to help them design and develop their products.  Our number one goal, is to help our clients.  If we’re not filling a specific need for our clients and helping them, we shouldn’t be working with them.  Sometimes we’re an additional CAD designer when they’re struggling with capacity issues.  Sometimes, when they’re frustrated with a lack of new ideas, we’re asked to generate additional ideas for a product or portion of a product.   At other times, we’re and integral part of their product development team.   Many times it’s somewhere in between those extremes. We work with our clients in so many different capacities it’s hard to define exactly what we do.

But isn’t the better question to ask, “What do I need?”  It’s not about what we do.  It’s about what you need.  Once you determine what it is you need – what challenge, problem, or issue you’re trying to resolve, you and we will be able to determine if Impulse is a fit for your company.  The following list identifies specific product development challenges that we have helped our clients solve.  Does reading through the list bring to mind any challenges you’re having?  If not, Impulse may not be a fit for you. If so, contact us and have a conversation to see if Impulse might be able to help.

DESIGN / INNOVATION

  • We’re always chasing the competition; reacting to them instead of the market.
  • We don’t innovate.  We just follow the competition.
  • We don’t develop new products because our existing product line does so well.
  • We don’t develop new products because we don’t have the expertise.
  • Our products aren’t fresh, lack style, and don’t stand out in the marketplace.
  • Our products are uncomfortable or difficult to use.
  • Our products look and feel outdated.
  • We don’t generate enough product ideas.

ENGINEERING

  • We’re constantly struggling with product cost.
  • Our products are difficult to assemble or cost more to assemble than they should.
  • Our product costs are too high as a result of poor material utilization.
  • We don’t develop and test our mechanisms virtually before testing them physically.

RESOURCES

TIMING

  • Getting products designed on time is always a challenge.
  • We lose market share because it takes too long to design, prototype, and/or manufacture our products.
  • Sometimes the timeline of our product development process is compromised because we don’t have enough design/engineering resources.
  • Sometimes a product’s timeline is affected because of our vendors.
  • We could bring more products to market if we could reduce the time our products spend in the design phase.
  • Our timelines are often compromised because it takes too many iterations to define a mechanism.

PROTOTYPING

  • We build more prototypes than necessary to prove out a mechanism.
  • We often make too many tooling revisions because we didn’t fully test the product before releasing for tooling.
  • We have trouble evaluating designs because our prototypes are never functional.
  • Our prototypes usually break before we complete all of the necessary testing.
  • Our prototypes never survive long enough for us to get the maximum use out of them.
  • When using prototypes to present product designs, we spend a lot of time explaining what’s missing on the prototype (function, color, material characteristics, etc..) instead of discussing the product itself.
  • We could get more use out of our prototypes if we could get them made from more production-like materials.

SOURCING

  • Tooling revisions are often extensive and time consuming because we didn’t catch and address issues before releasing tooling.
  • Tooling revisions often cause us to miss product launch dates.
  • Our vendors control our component and product costs because we don’t have any other options.
  • We don’t produce as many products as we could because we’ve maximized the manufacturing capacity of our vendors.

Impulse Product Development is a team of experienced engineers and experts that specialize in new product development, industrial and conceptual design, engineering, CAD technologies, rapid and virtual prototyping, contract manufacturing and management and reverse engineering. Centrally-headquartered in Indianapolis, Indiana, Impulse serves clients across the country.

Common Product Development Problems – We Could Bring More Products to Market if We Had More Design and Engineering Resources

Are you concerned about not getting enough products to market or worried that products with a strong potential may never make it to market because you don’t have enough design and engineering resources? Do you get frustrated when you have to prioritize which products you’re going to develop or when you have to eliminate good product ideas? This is a product development problem that we see all to often.

Wouldn’t it be great to have the ability to develop every product idea that your company comes up with? Unfortunately, that is not the typical case. More often than not, companies come up with more good ideas than they’re able to develop. They don’t have enough internal resources to develop every good idea, so they are forced to prioritize or more likely eliminate good, money-making ideas.

The lack of internal resources could be manpower resources or money resources. There’s no doubt that it’s expensive to develop a new product, and if a lack of sufficient money is keeping your company from developing more products, then it’s obvious that product ideas will need to be prioritized and eliminated. However, if the reason your company isn’t developing more products is because of a lack of manpower resources, that is a situation that, in the end, is actually costing the company revenue.

In the current economic climate, it’s understandable that companies are hesitant to hire – especially highly skilled designers and engineers that often come with a higher price. But, it’s still something a company should explore. If the products that are not being developed do, in fact, show a high probability of being profitable, then a quick cost analysis should show that hiring additional design and engineering staff would actually be profitable investment for the company.

What if you only have a few additional products that could be developed – a situation where additional design and engineering staff would not be used at full capacity? Or, maybe you’re still concerned about adding dedicated staff because, even though you currently have more products to develop than possible, you don’t know what the following year might bring. There are still options available to get those other products developed.

Outsourcing some of your product design is an effective way to not only develop more products but also to control the size of your staff and it’s related cost. One company we work with does that exact thing. They maintain a conservatively sized design and engineering staff. When they see an opportunity to expand their market by developing more products, they outsource the design and engineering. If and when budget cuts come, or when the number of products to be developed decreases, the outsourced work is eliminated allowing the company to maintain that constant level of dedicated staff. Then, as budgets or the number of products to be developed are increased, they call us back in.

The above scenario not only allows the company to operate within a specified and annually varying budget it also allows them to maintain a stable work environment for their in house staff. If they were to add and remove employees as the budget is moved, the result would be a very unstable work environment. Instead, they’re staff has the benefit of stability and as a result there is very little turnover.

Impulse Product Development is a team of experienced product development professionals based in Indianapolis, Indiana. We’ve helped many clients work through the challenges of getting products to market and the need for fluctuating staffing requirements. If you would like to discuss the challenges that you’re struggling with, please contact us today.

Common Product Development Problems – We’re Constantly Struggling With Product Cost

Keeping product costs down is an important part of every company’s product development process.  But, have you ever been discouraged because you can’t get a product’s cost down to where it needs to be?  Are you frustrated that you’re constantly having to work your vendors for a better price?  Do you dread going through ‘price negotiations’ for every project?

Those frustrations are typical in the product development world.  Many project managers and engineers are forced to dedicate a significant amount of time and energy to bringing a product’s cost back into a workable range.  Many times a price goal is established early on in the product design cycle.  The designers and engineers go off and design the product.  Then the project manager, or whomever is responsible for getting the product to production, sends the required data to the vendors to obtain a price.  Finally, the price comes back, usually too high, and the price negotiations with the vendor starts and/or the product design is changed.  At a minimum, that final step takes up precious time.  But, for many individuals, it’s a frustrating and emotionally draining process. Have you considered trying a different approach?

It’s not an original or difficult approach.  It’s just an approach that isn’t often seen.  The approach involves doing two simple things:
1.    Getting the vendors involved much earlier in the process.
2.    Demanding that the designers / engineers put more emphasis on product cost.

As simple as it sounds, many companies don’t involve their vendors in the process until the design is ‘complete’.  Typically, the reason for not involving the vendor early on is because of a fear that the vendor will become too involved with the product and the company will lose negotiating power.  But, seldom does someone consider the fact that if the vendor is involved early in the process, you may not have to negotiate.  Getting the vendor involved earlier in the process gives you two distinct advantages.

First, you’ll determine what the vendor excels at up front.  Not all vendors are created equally.  They all have things that they excel at or are very efficient at and they all have things that they don’t necessarily do well or are not efficient at.  Obviously, you want to design your products in such a way that you are capitalizing on the more efficient capabilities of your vendor so that you can capture the cost efficiencies that come along with the more efficient capabilities.

Second, getting the vendor involved earlier in the product development process will allow you to get a feel for a product’s cost earlier in the process.  So, instead of having to redesign the product or negotiate the price near the end of the design process, you’ll be able to adjust the design early on.  This will not only help with getting the costs closer to where you need them, it will save time.

The second, simple thing you can do is to demand that your designers / engineers put more emphasis on product cost.  Part of this has to do with making sure your designers / engineers understand what the vendor excels at and designing the product to the vendor’s strengths.  But it also may have to do with the mindset and capabilities of the designers / engineers themselves.

Generally speaking, the designers want the product to look as ‘cool’ as possible and the engineers want the product to function like a Swiss watch.  Noble desires to be sure, but those desires don’t necessarily lead to a better / more cost effective product.  If product cost is truly an issue you’re struggling with, the desires of the designers / engineers need to be pushed down the priority list.

In addition, there simply may be a lack of experience at design / engineering level with designing a product to hit a certain price point.  This isn’t to say that the designers / engineers aren’t good at their jobs, but there is a big difference between being good at your job and designing a product to a certain price point.  I’ve seen this situation many times.  Designers / engineers are hired into a company based on many different variables and almost none of those variables are directly attributable to designing a product at as low of a cost as possible.  The solution may be as simple as discussing the goals of the project with the designers / engineers or it may take significant training.

As I mentioned at the beginning of this article, keeping product costs down is an important part of every company’s product development process.  But, if it’s taking up too much product development time, or if you’re frustrated because of the time and energy you’re having to spend on bringing a product cost down to where it needs to be, maybe you can try bringing the vendor into the process sooner.  Or, maybe you can get your designers / engineers to be more focused on the product cost.

Impulse Product Development is a team of experienced product development professionals based in Indianapolis, Indiana.  We’ve helped many clients work through the challenges that revolve around product cost including bringing the vendor into the process sooner and designing great products that are cost efficient.  If you would like to discuss the product cost challenges that you’re struggling with, please contact us today.

Common Product Development Problems – We don’t innovate. We just follow the competition.

One of the problems we often see in the product development world is a lack of innovation. Please don’t confuse innovation with creativity. William Coyne, senior vice president for R&D at 3M once put it: “Creativity is thinking of new and appropriate ideas whereas innovation is the successful implementation of those ideas within an organization. In other words creativity is the concept and innovation is the process.” Most companies are creative. Many do not innovate. Why?

There are many reasons that companies don’t innovate. But, three seem to stand out the most:
1. Money
2. Effort
3. R.O.I.

MONEY
It is much less costly to keep doing the same thing than it is to innovate. There is an understanding that innovation costs, among other things, money while marketing existing products doesn’t. The powers that be seem to say, “Why spend time, money, and resources to design, develop, and market an innovation when I can just keep marketing our existing products?”

EFFORT
Similar to money, it’s takes much less time, energy, and human resources (effort) to market an existing product than to design and develop a new innovation. Developing an innovation and bringing it to market takes a significant amount of time and effort. Many products may spend 2 years or more in development. In addition, some companies may not have the necessary human resources (designers, engineers, prototypers / model makers, and project managers to name a few) to develop an innovation.

R.O.I.
We live in a culture of immediate gratification. When we want something, we go get it, and we get frustrated if it doesn’t show up the next day. We almost instantly download music, videos, etc… from the internet. Americans rack up the balance on our credit cards because we don’t want to wait for things. We want them now. Immediate gratification runs through every aspect of our lives…including our work lives. So, it becomes a difficult proposition to ask the powers that be to invest significant time, money, and resources into a project that may take 2 or more years to launch, especially when they can get ‘immediate gratification’ by marketing existing products.

These, and many other factors, force companies to be reactive as opposed to proactive. Instead of being the market leader that the competition is chasing, the company defaults to following the competition. When the competition markets a new innovation, the company reacts, does what it can to try to maintain market share, then waits for the process to start again. Always reacting. Never leading. Never expanding.

Why is a lack of innovation a problem? Because it negatively affects your future. If you don’t innovate, you’re not controlling your future, and eventually your competition, who is innovating, will eliminate you. If you don’t innovate now, in two years, your company will be in the exact place it is right now – if not in a worse position. There will have been zero growth. In a product driven company, innovation is the biggest factor affecting the growth of the company. If the company wants to survive, if the company wants to become the market leader instead of the market follower, the company must invest in innovation.

Impulse Product Development is a team of experienced product development professionals based in Indianapolis, Indiana. We have helped many clients work through the challenges of innovation. If you would like to discuss the innovation challenges you’re facing, please contact us today.

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