Lecture 14 npd sir awais
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Transcript of Lecture 14 npd sir awais
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Launch Management
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Launch Management
If troubles areanticipated properly,and if contingencyplans are thought outat least informally,then there is indeed
time and opportunityto correct marketingtroubles early.
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Steps involved in Launch Management System
Spot Potential Problems
Select those to Control
Develop Contingency Plan for theControl Problems
Design a Tracking System
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Spot Potential Problems
Situation Analysis SWOT PEST Analysis
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Role play what competitors will do?
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Look back over all the data in the newproduct's "file."
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Hierarchy of Effect
Awareness
Knowledge
Liking
Preference
Conviction
Purchase
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A-T-A-R Hierarchy: Where Does theProblem Lie?
Aware
Unaware
Tried
NotTried
Reused
Not R.
Aware
Unaware
Tried
Not Tried
Reused
Not . R
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Being too successful can also be a problem!How?
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Select the Control Events
Of all potential problems, Which have enough impact to warrant investigation? Which of these ought to be given special consideration?*
Which of these should be given contingency planning? And which of these need to be tracked?
*Basis: Consider potential damage and likelihoodof occurrence.
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Select the Control EventsPotentialDamage
Noticeable Harmful DevastatingLikelihood ofoccurrence
Low
Moderate
High Dont wait take
action now!
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Develop Contingency Plans
"Is there anything we can do?" E.g.: competitive price cut or product imitation.
Base contingency plan on type of problem: 1. A company failure (e.g., inadequate
distribution) 2. A consumer failure (e.g., low awareness or
trial)
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Launch Management Concept ShowingRemedial Action
% aware whohave tried
As of now Goal
Launch Now 6 months
Time
Plan Actual
With action
Without action
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A Sample Launch Management Plan
Potential Problem Salespeople fail to contact general-purpose market atprescribed rate.
TrackingTrack weekly sales call reports (plan is for at least 10 general-purpose calls per week per rep).
Contingency Plan A remedial program of one-day district sales meetings will beheld.
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Another Problem Illustrated
Potential Problem Potential customers are not making trial purchases of theproduct.
Tracking Begin a series of 10 follow-up calls a week to prospects.There must be 25% agreement on product's main feature andtrial orders from 30% of those prospects that agree on thefeature.
Contingency Plan Special follow-up phone sales calls to all prospects by reps,offering a 50% discount on all first-time purchases.
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Case Study: SpinVox
The company was founded in 2003by Christina Domecq and Daniel Doulton .
The vision of SpinVox was to develop andmarket a new message technology: Voice-To-Screen.
http://en.wikipedia.org/w/index.php?title=Christina_Domecq&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Daniel_Doulton&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Daniel_Doulton&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Daniel_Doulton&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Christina_Domecq&action=edit&redlink=1 -
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The Voice message is converted into text, thenrouted to ones email inbox or to a cell phoneas a text message.
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SpinVox launched the product in UK in 2005and in 2006, it was starting to do business inSpain and France.
They have 120,000 customers at the moment.
A customer typically pays US$10 per monthfor this service.
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A few cynics note that background noise orthick accents cause problems:
Imagine if:
I cant meet you at noon is transcribed as I can meet you at noon
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SpinVox sees the Pakistan market as being thenext logical expansions target.
It is there company policy to have launchmanagement plan.
You have been called in to assist!
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List Potential Problems
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Select the Control EventsPotentialDamage
Noticeable Harmful DevastatingLikelihood ofoccurrence
Low
Moderate
High Dont wait take
action now!
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Contingency Plan
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Tracking System