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Chapter Nine New-Product Development and Product Life-Cycle Strategies
New-Product Development and Product Life-Cycle Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
New-Product Development Strategy ,[object Object],[object Object],[object Object]
New-Product Development Reasons for new product failure
New-Product Development Process Major Stages in New-Product Development
New-Product Development Process ,[object Object],[object Object],[object Object],[object Object],[object Object]
New-Product Development Process ,[object Object],[object Object],[object Object]
New-Product Development Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
New-Product Development Process ,[object Object],[object Object],[object Object],[object Object]
New-Product Development Process ,[object Object],[object Object]
New-Product Development Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
New-Product Development Process ,[object Object],[object Object]
New-Product Development Process ,[object Object],[object Object],[object Object]
New-Product Development Process ,[object Object],[object Object],[object Object]
New-Product Development Process ,[object Object]
New-Product Development Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
New-Product Development Process ,[object Object]
New-Product Development Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managing New-Product Development ,[object Object],[object Object],[object Object],[object Object]
Managing New-Product Development ,[object Object],[object Object],[object Object]
Managing New-Product Development ,[object Object],[object Object],[object Object],[object Object]
Managing New-Product Development ,[object Object],[object Object]
Managing New-Product Development ,[object Object],[object Object],[object Object],[object Object]
Product Life-Cycle Strategies ,[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Product Life-Cycle Strategies
Product Life-Cycle Strategies ,[object Object]
Product Life-Cycle Strategies
Product Life-Cycle Strategies ,[object Object],[object Object],[object Object],[object Object]
Product Life-Cycle Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Product Life-Cycle Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Product Life-Cycle Strategies ,[object Object],[object Object],[object Object],[object Object]
Product Life-Cycle Strategies ,[object Object],[object Object],[object Object],[object Object]
Product Life-Cycle Strategies ,[object Object]
Additional Product and Service Considerations ,[object Object],[object Object]
Additional Product and Service Considerations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2010 Pearson Education, Inc.   Publishing as Prentice Hall

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Kotler pom13e instructor_09

  • 1. Chapter Nine New-Product Development and Product Life-Cycle Strategies
  • 2.
  • 3.
  • 4. New-Product Development Reasons for new product failure
  • 5. New-Product Development Process Major Stages in New-Product Development
  • 6.
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  • 36. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2010 Pearson Education, Inc.   Publishing as Prentice Hall

Hinweis der Redaktion

  1. Note to Instructor New products are important—to both customers and the marketers who serve them. For companies, new products are a key source of growth. For customers, they bring new solutions and variety to their lives. Yet, innovation can be very expensive and very risky. New products face tough odds. According to one estimate, 90 percent of all new products in America fail. Each year, companies lose an estimated $20 billion to $30 billion on failed food products alone.
  2. Note to Instructor If you are running a marketing plan project in your class, this is a good time to ask why their project ideas might fail in the real market. You can then ask what they plan to do to prevent failure.
  3. Note to Instructor Discussion Question In groups of four come up with one ideas for a new products. It might be helpful if you assign each group a category including kitchen products, office supplies, laptop accessories, dessert products, bathroom accessories, children’s toys, baby products, etc. Students will realize this is very difficult.
  4. Note to Instructor It is not difficult to find examples of companies that are running contests where they ask consumers to send in ideas for new products. Dorito’s recently asked consumers to come up with a new flavor and new advertising. The Classic Mini Cooper brand was running Mini Mania’s the “Awesome New Product” Idea Contest. The grand prize winner received a 25 percent off promo code! Two second place winners will receive 15 percent off promo codes.
  5. Note to Instructor This Web link ties to a concept testing survey at Questionpro. It is helpful to point out to students that there are many online Web survey sites, which offer free surveys for market research. In this example, they supply a template for concept testing.
  6. Note to Instructor Many companies use their employees for product testing. Students might have worked at various consumer packaged goods companies, perhaps Quaker Oats, where they had to test cereal every day at lunch. The text gives the example: At Gillette, almost everyone gets involved in new-product testing. Every working day at Gillette, 200 volunteers from various departments come to work unshaven, troop to the second floor of the company’s gritty South Boston plant, and enter small booths with a sink and mirror. There they take instructions from technicians on the other side of a small window as to which razor, shaving cream, or aftershave to use. The volunteers evaluate razors for sharpness of blade, smoothness of glide, and ease of handling. In a nearby shower room, women perform the same ritual on their legs, underarms, and what the company delicately refers to as the “bikini area.” “We bleed so you’ll get a good shave at home,” says one Gillette employee.
  7. Note to Instructor Here is a list of the top 10 test markets 1. ALBANY—SCHENECTADY—TROY, NY 2. ROCHESTER, NY 3. GREENSBORO—WINSTON—SALEM—-HIGH POINT, NC 4. BIRMINGHAM, AL 5. SYRACUSE, NY 6. CHARLOTTE—GASTONIA—ROCK HILL, NC/SC 7. NASHVILLE, TN 8. EUGENE—SPRINGFIELD, OR 9. WICHITA, KS 10. RICHMOND—PETERSBURG, VA Source: Acxiom Corp., June 2004
  8. Note to Instructor Standard test markets are small representative markets where the firm conducts a full marketing campaign and uses store audits, consumer and distributor surveys, and other measures to gauge product performance. Results are used to forecast national sales and profits, discover product problems, and fine-tune the marketing program. Controlled test markets are panels of stores that have agreed to carry new products for a fee. In general they are less expensive than standard test market, faster than standard test markets, but competitors gain access to the new product. Simulated test markets are events where the firm will create a shopping environment and note how many consumers buy the new product and competing products. Provides measure of trial and the effectiveness of promotion. Researchers can interview consumers.
  9. Note to Instructor This Web link takes you to Decision Insight — a company involved with online market testing. You can click at many examples they offer of clients as well as their virtual shopping testing products.
  10. Note to Instructor Discussion Question Name a product at each stage of the PLC. This concept is very new to students. See if they can identify products or product categories that are in each stage of the model. Introduction might include online movie viewing software, growth might include MP3 players, maturity might include bottled water, and decline could include soda (actually in a decline) or videotape players.
  11. Note to Instructor Style is a basic and distinctive mode of expression. Fashion is a currently accepted popular style in a given field.
  12. Note to Instructor Cars are very mature products so companies are always coming up with new models and features. This is a link to a very funny YouTube ad about a new car product.
  13. Note to Instructor This link is for 1000 Uses of Glad Web site. It is described below, and in the book, as a way to modify the product. In modifying the market, the company tries to increase the consumption of the current product. It may look for new users and new market segments. The manager may also look for ways to increase usage among present customers. The company might also try modifying the product—changing characteristics such as quality, features, style, or packaging to attract new users and to inspire more usage. It can improve the product’s styling and attractiveness. It might improve the product’s quality and performance—its durability, reliability, speed, taste.