24223 Product Innovation Marketing
The Complete Study & Assessment Guide · Spring 202624223 Overview
- UTS Business School
- Spring 2026
- an undergraduate level 2 subject
- 6 credit points
24223 Product Innovation Marketing follows a new offering from opportunity identification and concept generation through evaluation, forecasting, product testing, market testing and launch management. It is taught within UTS Business School. It is an undergraduate level 2 subject. It carries 6 credit points.
- 24223 grading Group Storyboard 25% · Online Quiz 20% · Individual Report 55%
- 24223 task mode Plan around this operating format: No final examination is included in the published Spring 2026 assessment set.
- 24223 pressure point The main transfer challenge is this: Keeping the product opportunity, customer problem, concept, test evidence and launch recommendation connected as one traceable chain.
- 24223 pass rule Before relying on the total mark, apply this control: Passing requires at least 50% overall. No separate component hurdle or minimum tutorial-attendance threshold is published in the captured Spring 2026 site.
How 24223 is assessed
| Component | Weight | Format |
|---|---|---|
| Group Storyboard | 25% | Group persona/storyboard task linked to opportunity and concept work |
| Online Quiz | 20% | Online knowledge assessment; current timing and permitted resources must be checked in Canvas |
| Individual Report | 55% | Individual draft and final report applying the new-products process |
The current Spring 2026 structure is 25% Group Storyboard, 20% online Quiz and 55% Individual Report comprising a draft and final report. Passing requires at least 50% overall. No separate component hurdle or final examination is published in the captured current site.
What 24223 covers
The sequence opens at Opportunity Evidence and the Storyboard-to-Report Route, develops its central analytical shift in Sales Forecasting and the A-T-A-R Model, and closes with Group Storyboard, Quiz and Individual Report Synthesis.
Opportunity Evidence and the Storyboard-to-Report Route
25/20/55 architecture · stage-gate evidence · storyboard-to-report chain · map each assessment output to the customer, concept, testing and launch decisions it must supportDefine 25/20/55 architecture
Opportunity Evidence and the Storyboard-to-Report Route frames a decision through 25/20/55 architecture, stage-gate evidence and storyboard-to-report chain.
- 25/20/55 architecture
- stage-gate evidence
- storyboard-to-report chain
- Applying 25/20/55 architecture
- Limits of stage-gate evidence and storyboard-to-report chain
Product Innovation Strategy and the Product Innovation Charter
innovation strategy · product innovation charter · strategic fit · set arena, goals and constraints before evaluating an opportunityDefine innovation strategy
Product Innovation Strategy and the Product Innovation Charter frames a decision through innovation strategy, product innovation charter and strategic fit.
- innovation strategy
- product innovation charter
- strategic fit
- Applying innovation strategy
- Limits of product innovation charter and strategic fit
Opportunity Identification and Customer Problems
customer need · problem gathering · market and technology change · turn observations and research into a bounded opportunity statementDefine customer need
Opportunity Identification and Customer Problems frames a decision through customer need, problem gathering and market and technology change.
- customer need
- problem gathering
- market and technology change
- Applying customer need
- Limits of problem gathering and market and technology change
Concept Generation: Personas, Lead Users and Crowds
persona evidence · lead-user insight · crowdsourcing · generate alternatives from several sources while keeping authorship, representativeness and strategic fit visibleDefine persona evidence
Concept Generation: Personas, Lead Users and Crowds frames a decision through persona evidence, lead-user insight and crowdsourcing.
- persona evidence
- lead-user insight
- crowdsourcing
- Applying persona evidence
- Limits of lead-user insight and crowdsourcing
Product Concepts, Protocols and Architecture
form-technology-benefit concept · product protocol · product architecture · convert an idea into a testable product concept and development agreementDefine form-technology-benefit concept
Product Concepts, Protocols and Architecture frames a decision through form-technology-benefit concept, product protocol and product architecture.
- form-technology-benefit concept
- product protocol
- product architecture
- Applying form-technology-benefit concept
- Limits of product protocol and product architecture
Concept Testing, Full Screens and Scoring Models
concept test research · full-screen criteria · weighted scoring model · combine customer evidence and internal capability criteria into a transparent continue-revise-stop decisionDefine concept test research
Concept Testing, Full Screens and Scoring Models frames a decision through concept test research, full-screen criteria and weighted scoring model.
- concept test research
- full-screen criteria
- weighted scoring model
- Applying concept test research
- Limits of full-screen criteria and weighted scoring model
Sales Forecasting and the A-T-A-R Model
awareness and availability · trial and repeat · forecast assumptions · build an A-T-A-R sales estimate and identify which uncertain input most controls the launch caseDefine awareness and availability
Sales Forecasting and the A-T-A-R Model frames a decision through awareness and availability, trial and repeat and forecast assumptions.
- awareness and availability
- trial and repeat
- forecast assumptions
- Applying awareness and availability
- Limits of trial and repeat and forecast assumptions
Product Design, Sustainability and Branding
design specification · sustainability consequence · brand positioning · connect product form and feature choices to customer benefit, environmental effect and intended market positionDefine design specification
Product Design, Sustainability and Branding frames a decision through design specification, sustainability consequence and brand positioning.
- design specification
- sustainability consequence
- brand positioning
- Applying design specification
- Limits of sustainability consequence and brand positioning
Product Use Testing and Test Design
performance and usability · test participant and task · diagnostic result · design a use test that can identify whether the product delivers the claimed benefit and where it failsDefine performance and usability
Product Use Testing and Test Design frames a decision through performance and usability, test participant and task and diagnostic result.
- performance and usability
- test participant and task
- diagnostic result
- Applying performance and usability
- Limits of test participant and task and diagnostic result
Market Testing: Pseudo, Controlled and Full Sales Tests
simulated test market · controlled sales test · full market test · select a test-market design by realism, control, cost, speed and competitive exposureDefine simulated test market
Market Testing: Pseudo, Controlled and Full Sales Tests frames a decision through simulated test market, controlled sales test and full market test.
- simulated test market
- controlled sales test
- full market test
- Applying simulated test market
- Limits of controlled sales test and full market test
Launch Strategy, Tactics and the Launch Cycle
target market and positioning · launch timing and channel · tracking and adjustment · turn the accumulated evidence into a coordinated launch plan with owners, measures and response triggersDefine target market and positioning
Launch Strategy, Tactics and the Launch Cycle frames a decision through target market and positioning, launch timing and channel and tracking and adjustment.
- target market and positioning
- launch timing and channel
- tracking and adjustment
- Applying target market and positioning
- Limits of launch timing and channel and tracking and adjustment
Group Storyboard, Quiz and Individual Report Synthesis
customer story · concept evidence trail · recommendation and limitation · convert the module sequence into a coherent storyboard and an individually defensible reportDefine customer story
Group Storyboard, Quiz and Individual Report Synthesis frames a decision through customer story, concept evidence trail and recommendation and limitation.
- customer story
- concept evidence trail
- recommendation and limitation
- Applying customer story
- Limits of concept evidence trail and recommendation and limitation
It is positioned as a marketing subject with prerequisite conditions published by UTS.
Theory is delivered through interactive online modules rather than formal lectures, then applied in 90-minute tutorials and a linked storyboard-report assessment arc.
The subject repeatedly asks whether evidence supports moving a concept through the next gate of the new-products process.
Assessment in 24223 is distributed as follows: 25% Group Storyboard, 20% online Quiz, and 55% Individual Report comprising a draft report and final report
The operational assessment conditions matter here. No final examination is included in the published Spring 2026 assessment set.
The 20% quiz is completed online; its current duration, availability window and permitted resources must be checked in Canvas.
What makes 24223 demanding is concrete: Keeping the product opportunity, customer problem, concept, test evidence and launch recommendation connected as one traceable chain.
A creative idea is not yet a viable concept, and a favourable test result is not useful unless the sample, assumptions and next decision are explicit.
Passing requires at least 50% overall.
No separate component hurdle or minimum tutorial-attendance threshold is published in the captured Spring 2026 site.
For enrolment planning, The subject requires 24108 Marketing Foundations or 24109 Marketing and Customer Value, subject to the current UTS access conditions.
The sequence opens at Opportunity Evidence and the Storyboard-to-Report Route, develops its central analytical shift in Sales Forecasting and the A-T-A-R Model, and closes with Group Storyboard, Quiz and Individual Report Synthesis.
Coverage note: older handbook assessment figures are not used because the Spring 2026 Canvas summary is offering-specific.
Worked example · free
Screen a product concept without hiding the assumptions
- 1Calculate the weighted concept score.
- 1Identify the criterion creating the greatest downside risk.
- 1Run a sensitivity check on the strategic-fit assumption.
- 1Recommend continue, revise or stop with a named next test.
Key terms
- New product development
- A managed process for discovering, designing, evaluating, developing and launching a new or substantially improved offering.
- Opportunity identification
- The systematic search for unmet needs, market gaps, technological changes or strategic spaces that could support an offering.
- Product concept
- A developed statement of an offering's form, technology, benefit and intended customer or use situation.
- Concept testing
- Research that presents a product concept to intended users and measures their understanding, reactions and likely response.
- Scoring model
- A screening tool that rates a proposed product against weighted criteria to support a proceed, revise or stop decision.
- A-T-A-R model
- A sales-forecasting model combining awareness, trial, availability and repeat-purchase rates with the size of the target market.
24223 FAQ
How is 24223 assessed?
25% Group Storyboard, 20% online Quiz, and 55% Individual Report comprising a draft report and final report
Does 24223 have a hurdle or component-level pass rule?
Passing requires at least 50% overall. No separate component hurdle or minimum tutorial-attendance threshold is published in the captured Spring 2026 site.
Where do students usually lose marks in 24223?
Keeping the product opportunity, customer problem, concept, test evidence and launch recommendation connected as one traceable chain. A creative idea is not yet a viable concept, and a favourable test result is not useful unless the sample, assumptions and next decision are explicit.
What prerequisites or restrictions apply to 24223?
The subject requires 24108 Marketing Foundations or 24109 Marketing and Customer Value, subject to the current UTS access conditions.
Which offering does this 24223 guide cover?
It is aligned to Spring 2026; confirm your enrolled class and timetable in the current institutional system.
Is this 24223 resource an official university guide?
No. It is an independent 24223 study resource; current institutional instructions remain authoritative for assessment operation.
Questions students ask in each 24223 chapter
- What is the main task in Opportunity Evidence and the Storyboard-to-Report Route?
- Map each assessment output to the customer, concept, testing and launch decisions it must support. Chapter 01 · Opportunity Evidence and the Storyboard-to-Report Route
- What is the main task in Product Innovation Strategy and the Product Innovation Charter?
- Set arena, goals and constraints before evaluating an opportunity. Chapter 02 · Product Innovation Strategy and the Product Innovation Charter
- What is the main task in Opportunity Identification and Customer Problems?
- Turn observations and research into a bounded opportunity statement. Chapter 03 · Opportunity Identification and Customer Problems
- What is the main task in Concept Generation: Personas, Lead Users and Crowds?
- Generate alternatives from several sources while keeping authorship, representativeness and strategic fit visible. Chapter 04 · Concept Generation: Personas, Lead Users and Crowds
- What is the main task in Product Concepts, Protocols and Architecture?
- Convert an idea into a testable product concept and development agreement. Chapter 05 · Product Concepts, Protocols and Architecture
- What is the main task in Concept Testing, Full Screens and Scoring Models?
- Combine customer evidence and internal capability criteria into a transparent continue-revise-stop decision. Chapter 06 · Concept Testing, Full Screens and Scoring Models
- What is the main task in Sales Forecasting and the A-T-A-R Model?
- Build an a-t-a-r sales estimate and identify which uncertain input most controls the launch case. Chapter 07 · Sales Forecasting and the A-T-A-R Model
- What is the main task in Product Design, Sustainability and Branding?
- Connect product form and feature choices to customer benefit, environmental effect and intended market position. Chapter 08 · Product Design, Sustainability and Branding
- What is the main task in Product Use Testing and Test Design?
- Design a use test that can identify whether the product delivers the claimed benefit and where it fails. Chapter 09 · Product Use Testing and Test Design
- What is the main task in Market Testing: Pseudo, Controlled and Full Sales Tests?
- Select a test-market design by realism, control, cost, speed and competitive exposure. Chapter 10 · Market Testing: Pseudo, Controlled and Full Sales Tests
- What is the main task in Launch Strategy, Tactics and the Launch Cycle?
- Turn the accumulated evidence into a coordinated launch plan with owners, measures and response triggers. Chapter 11 · Launch Strategy, Tactics and the Launch Cycle
- What is the main task in Group Storyboard, Quiz and Individual Report Synthesis?
- Convert the module sequence into a coherent storyboard and an individually defensible report. Chapter 12 · Group Storyboard, Quiz and Individual Report Synthesis
How to prepare for the assessments
Retrieve the course map, practise the recurring method—define the customer problem and product opportunity, move the concept through evidence-based screens and tests, then connect the forecast to a launch decision—on changed scenarios, and verify every operational assessment detail in the live institutional system.
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