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Transcript of © 2002 Pearson Education Canada Inc. 9-1 principles of MARKETING Chapter 9 New Product Development...
![Page 1: © 2002 Pearson Education Canada Inc. 9-1 principles of MARKETING Chapter 9 New Product Development and Life Cycle Strategies.](https://reader030.fdocuments.in/reader030/viewer/2022032704/56649d755503460f94a55d39/html5/thumbnails/1.jpg)
© 2002 Pearson Education Canada Inc.
9-1
principles of MARKETING
Chapter 9Chapter 9
New Product Development and
Life Cycle Strategies
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© 2002 Pearson Education Canada Inc.
9-2
Chapter Objectives
• Explain how to find and develop new product ideas
• Explain the new-product development process
• Describe stages of the product life cycle
• Describe how marketing strategies change over the product life cycle
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© 2002 Pearson Education Canada Inc.
9-3
New Product Development:Overview
• New product development– New to replace aging
• Life-cycle strategies– Adapt to changing:
Two major challenges
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New Product Development Strategy
• Two sources of new products– Acquisition - company, patent, licence– New product development internally
• New product development meaning– Original products, product improvements, or
product modifications, and new brands through the firm’s own R & D efforts
• Risk and failure rates are high
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© 2002 Pearson Education Canada Inc.
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New Product Development Strategy:Why Do New Products Fail?
• Overestimated market• Poor design• Incorrect positioning• Error in pricing• Poor marketing
communication• Production-orientation• Cost overrun• Competition
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© 2002 Pearson Education Canada Inc.
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New Product Development Strategy:Success Factors
• Unique superior product
• Well defined product concept from startup
• Specific criteria• Specific strategic role• Systematic new-
product process
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© 2002 Pearson Education Canada Inc.
9-7
New-Product Development Process:Major Stages
Idea generation
Idea screening
Conceptdevelopmentand testing
Marketingstrategy
Businessanalysis
Productdevelopment
Commercialization
Test marketing
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© 2002 Pearson Education Canada Inc.
9-8
New-Product Development Process:Idea Generation
• Major Sources of New-Product Ideas– Internal sources
• Employees, sales people, R & D, managers
• Intrapreneurial programs
– Customers– Competitors– Distributors and suppliers– Entrepreneurs
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© 2002 Pearson Education Canada Inc.
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New-Product Development Process:Idea Generation
• Systematic process– Idea manager
– Multidisciplinary committee
– Toll-free number
– Staff encouragement
– Formal recognition
• Yields– innovation culture
– more ideas
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© 2002 Pearson Education Canada Inc.
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New-Product Development Process:Idea Screening
• Purpose– Identify good ideas
drop poor ones fast
• Challenge– Maintain creativity and
stream of ideas
• Standard format• Criteria and rating
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© 2002 Pearson Education Canada Inc.
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New-Product Development Process:Concept Development and Testing• Product concept
– New-product idea in detail stated in meaningful consumer terms
• Concept development– Expanding the new-product idea into various
alternative forms
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© 2002 Pearson Education Canada Inc.
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New-Product Development Process:Concept Development and Testing• Concept testing
– Target consumers exposed to new-product concepts
– Word or picture description
– Physical presentation of the concept
– Question reactions
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© 2002 Pearson Education Canada Inc.
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New-Product Development Process:Marketing Strategy Development
• Marketing Strategy Statement - Part one– Target market– Planned product positioning– Sales, market share and profit goals
• Marketing Strategy Statement - Part two– Outline price, distribution and first year
marketing budget
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© 2002 Pearson Education Canada Inc.
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New-Product Development Process:Marketing Strategy Development• Marketing Strategy Statement - Part three
– Planned long-run sales– Profit goals– Marketing mix strategy
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© 2002 Pearson Education Canada Inc.
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New-Product Development Process:Business Analysis
• Review sales, costs and profit projections
• Compare projected results to objectives
• Estimate maximum and minimum sales– Company history and market opinion
• Assess risk
• Estimate product costs and profits
• Analyze attractiveness using sales and costs
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New-Product Development Process:Product Development
• Performed by engineering or R & D
• Transform product concept into a physical product
• Prototype - functional and psychological
• Major investment
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© 2002 Pearson Education Canada Inc.
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New-Product Development Process:Test Marketing
AdvantagesAdvantages• Reduce uncertainty
about product and marketing approach
• Saves risk and expense of full launch
• Gain experience
DisadvantagesDisadvantages• High cost• Longer time-to-market
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New-Product Development Process:Standard Test Markets
• Use small number of representative test cities
• Conducts full marketing campaign• Store audits, consumer/distributor
surveys gauge performance• Costly and time consuming• Competitor reaction• Most popular approach
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© 2002 Pearson Education Canada Inc.
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New-Product Development Process:Controlled Test Markets
• Controlled panel of stores - fee basis• Client specifies stores and locations• Shelf space/location, displays,
promotion and price controlled• Sales tracked• Less time, lower costs• Representativeness and competition
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© 2002 Pearson Education Canada Inc.
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New-Product Development Process:Simulated Test Markets
• Use real or laboratory store
• Consumers view test and competitive ads
• Given shopping money to spend or keep
• Interview on reasons for purchasing or not
• Phone follow-up on attitudes, purchase plans
• Costs less, short duration, competition
• Risk from small sample, artificial situation
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© 2002 Pearson Education Canada Inc.
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New-Product Development Process:Commercialization
• Major investment in manufacturing facilities
• High initial advertising and promotion expense
• Introduction timing critical
• Launch location?
• Local, regional roll-out, national, or global?
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© 2002 Pearson Education Canada Inc.
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New-Product Development:Speeding Up the Process
• Sequential product development traditional
• Simultaneous or team-based approaches– Shorter cycle-times
– First-mover advantage
– Time is money
– Higher risk and tension
– Watch quality
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© 2002 Pearson Education Canada Inc.
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Product Life-Cycle Strategies
Profits
Sales
Development Introduction Growth Maturity Decline
SalesProfit($)
Loss($)
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© 2002 Pearson Education Canada Inc.
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Product Life-Cycle Strategies
• Can describe a:– Product class– Product form– Brand
• Applicable to:– Styles– Fashion– Fads
Sal
es
Time
Style
Sal
es
Time
Fashion
Sal
es
Time
Fad
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Product Life-Cycle Strategies
Characteristics Introduction Growth Maturity Decline
Sales Low Rapidly rising Peak Declining
Costs High per customer Average percustomer
Low per customer Low percustomer
Profits Negative Rising High Declining
Customers Innovators Early adopters Middle majority Laggards
Competitors Few Growing number Stable numberbeginning todecline
Declining number
MarketingObjectives
Create productawareness and trial
Maximize marketshare
Maximize profitwhile defendingmarket share
Reduceexpenditures andmilk the brand
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Product Life-Cycle StrategiesStrategies Introduction Growth Maturity DeclineProduct Offer basic product Offer product
extensions, service,warranty
Diversify brand andmodels
Phase out weak items
Price Use cost-plus Price to penetratemarket
Price to match or bestcompetitors
Cut price
Distribution Build selective Build intensive Build more intensive Go selective, phase outunprofitable outlets
Advertising Build productawareness among earlyadopters and dealers
Build awareness andinterest in the massmarket
Stress branddifferences andbenefits
Reduce to level neededto retain hard-coreloyals
SalesPromotion
Use heavy salespromotion to enticetrial
Reduce to takeadvantage of heavyconsumer demand
Increase to encouragebrand switching
Reduce to minimallevel
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Chapter Review
• How do companies find and develop new product ideas?
• What are the steps in the new-product development process?
• What is the product life cycle? How do strategies change over the product life cycle?