Our Approach

PCG uses a multi-faceted concept development approach which employs brilliant logic (good common horse sense) combined with our proprietary PCG FRAMEWORK for New Product Development and what we call the SEVEN Ps of MARKETING. No one can guarantee the success of a new product, service or game changing app but a proven approach (like ours) provides the best chance for success. In addition to the above tools, we have created an original concept development approach that provides lean start-ups with a clear, well-reasoned path to commercialization and ongoing success.

Seven Cs of Concept Development

PIVOTING is an often-used term in the world of high-tech, digital intensive business start-ups. It is common for start-ups whose original concept "missed the mark" to pivot and try something slightly (or maybe totally) different. Even though pivots are a necessity at times, brilliant logic (good common horse sense) dictates that they are time consuming and often prohibitively expensive. In short, pivots are not what you want to be doing in start-up mode. The PCG approach is about being "on the mark" and avoiding single or multiple pivots. Again, there are no guarantees… Here is our seven-step approach for maintaining a consistent, logical course of action:

Step #1 - CONCEPTUALIZE:

New concepts take many forms and range in scope from local to national to global. It may be a product, service, app, website, non-profit or whatever. Imagine THE WORLD as we know it… It started as a thought, then a vision, then a creation... God thought it would be a cool thing to do so he just did it... You don't have that luxury!

Step #2 - CREATE:

The next step is to move from concept to creation by describing the important elements such as purpose, appearance, size, shape, features, benefits, user group(s), etc. If your creation is an app, website or tangible product, this will likely include creating sketches, wireframes, models, and/or functional prototypes.

Step #3 - CORROBORATE:

You now have a creation that you think is wonderful but how do the intended users see it? This step is about confirming, as efficiently as possible, how/if the users you have in mind will embrace your creation. Will they love it, like it or ignore it? We call this corroborate because many others need to agree that your creation will solve their problem, make them happier, or meet a latent need that you have identified.
(e.g. Apple, Airbnb, Thomas Edison)

Step #4 - CAPITALIZE:

If you or your company are self-funding (without banks), the capitalization process can be relatively simple. Even so, it is prudent (wise) to create a Business Plan to marshal your thoughts and keep them in order. If equity investors or banks are involved, much more hard thinking and detail will be required, especially on the financials.

Step #5 - COMMERCIALIZE:

Each step has become increasingly complex, now moving from theory to commercial reality is the most complicated of all... execution is critical. All the moving parts must come together and all the blocks on your lengthy checklist much be checked. Bringing your creation into the marketplace, as a going concern, is an exciting step that will determine if you have a chest pounding success or a massively disappointing tax write-off. If all goes as planned, it is exhilarating, if it does not... let's hope a pivot will save the day!

Step #6 - CATALYZE:

We use the action term “catalyze” to mean finding way(s) to propel your new creation forward. These ways should be addressed in the Launch Section of the Business Plan. In the digital world, this equates to viralizing your creation and spreading the good news through social media and sophisticated internet marketing practices. It could also be ol' fashioned, person-to-person interaction with your end-users (ala early AIRBNB) to jump start your revenue generation.

Step #7 - CONTROL:

Control is seldom addressed when business successes are described and Founders extolled. After a successful launch, keeping a "hand on the tiller" and a "light foot on the gas pedal" can be critical to survival and/or long-term success. Control has been more chronicled in the last few years than in the past. Many fast growth, over confident start-up entrepreneurs have made the mistake of expanding too quickly after launch often out racing their financial and people resources. At best, it can be uncomfortable, at worst... it can mean the enterprise cannot recover and survival is jeopardized.