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Introducing
New Market Offerings
Marketing Management, 13th
ed
20
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-2
Chapter Questions
• What challenges does a company face
in developing new products and
services?
• What organizational structures and
processes do managers use to manage
new-product development?
• What are the main stages in developing
new products and services?
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-3
Chapter Questions (cont.)
• What is the best way to manage the
new-product development process?
• What factors affect the rate of diffusion
and consumer adoption of newly
launched products and services?
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-4
Johnson & Johnson Emphasizes
New Product Development
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-5
Categories of New Products
New-to-the-world
Cost reductions
New product lines
Additions
Improvements
Repositionings
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-6
The World’s
Most Innovative Companies
• Apple
• Google
• Toyota
• General Electric
• Microsoft
• Procter & Gamble
• 3M
• Walt Disney
• IBM
• Sony
• Wal-Mart
• Honda
• Starbucks
• Target
• BMW
• Samsung
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-7
Seven Notions of Innovation
• See the future through the eyes of your
customer
• Intellectual property and brand power are key
assets
• Use digital technology to create tools for
customers
• Build a championship team
• Innovation is a state of mind
• Speed is critical, so push your organization
• Partner up if you’re not the best
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-8
Factors That Limit
New Product Development
• Shortage of ideas
• Fragmented markets
• Social and governmental constraints
• Cost of development
• Capital shortages
• Faster required development time
• Shorter product life cycles
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-9
Table 20.4 Finding One Successful
New Product
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-10
What is a Venture Team?
A venture team is a cross-functional
group charged with developing a
specific product or business;
intrapreneurs are relieved of other
duties and provided a
budget and time frame.
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-11
Criteria for Staffing Venture Teams
• Desired team leadership style
• Desired level of leader
expertise
• Team member skills and
expertise
• Level of interest in concept
• Potential for personal reward
• Diversity of team members
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-12
Figure 20.2 The New Product
Development Decision Process
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-13
Ways to Find Great New Ideas
• Run informal sessions with customers
• Allow time off for technical people to
putter on pet projects
• Make customer brainstorming a part of
plant tours
• Survey your customers
• Undertake “fly on the wall” research to
customers
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-14
More Ways to Find Great Ideas
• Use iterative rounds with customers
• Set up a keyword search to scan trade
publications
• Treat trade shows as intelligence
missions
• Have employees visit supplier labs
• Set up an idea vault
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-15
Drawing Ideas from Customers
• Observe customers using product
• Ask customers about problems with
products
• Ask customers about their dream
products
• Use a customer advisory board or a
brand community of enthusiasts to
discuss product
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-16
Idea Generation: Creativity Techniques
• Attribute listing
• Forced relationships
• Morphological
analysis
• Reverse assumption
analysis
• New contexts
• Mind mapping
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-17
Lateral Mapping
• Gas stations + food
• Cafeteria + Internet
• Cereal + snacking
• Candy + toy
• Audio + portable
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-18
Variations on Failure
• Absolute product failure
• Partial product failure
• Relative product failure
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-19
Table 20.5 Product-Idea
Rating Device
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-20
Concepts in Concept Development
• Product idea
• Product concept
• Category concept
• Brand concept
• Concept testing
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-21
Concept Testing
• Communicability and believability
• Need level
• Gap level
• Perceived value
• Purchase intention
• User targets, purchase occasions,
purchasing frequency
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-22
Figure 20.6 Utility Functions Based on
Conjoint Analysis
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-23
Marketing Strategy
• Target market’s size, structure, and
behavior
• Planned price, distribution, and
promotion for year one
• Long-run sales and profit goals and
marketing-mix strategy over time
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-24
Figure 20.7 Product Life Cycle Sales
for Three Product Types
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-25
Table 20.6 Projected Five-Year
Cash-Flow Statement (in thousands $)
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-26
Product Development
• Quality function
deployment (QFD)
• Customer attributes
• Engineering attributes
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-27
Prototype Testing
• Alpha testing
• Beta testing
• Rank-order method
• Paired-comparison method
• Monadic-rating method
• Market testing
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-28
Consumer Goods Market Testing
• Sales-Wave Research
• Simulated Test Marketing
• Controlled Test Marketing
• Test Markets
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-29
Test Market Decisions
• How many test cities?
• Which cities?
• Length of test?
• What information to collect?
• What action to take?
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-30
Timing of Market Entry
• First entry
• Parallel entry
• Late entry
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-31
Criteria for
Choosing Rollout Markets
• Market potential
• Company’s local reputation
• Cost of filling pipeline
• Cost of communication media
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-32
What is Adoption?
• Adoption is an individual’s decision to become
a regular user of a product.
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-33
Stages in the Adoption Process
Awareness
Interest
Evaluation
Trial
Adoption
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-34
Figure 20.6 Adopter Categorization
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-35
Characteristics of an Innovation
• Relative advantage
• Compatibility
• Complexity
• Divisibility
• Communicability
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-36
Marketing Debate
 Who should you target with new products?
Take a position:
1. Consumer research is critical to new-product
development.
or
2. Consumer research may not be all that
helpful in new-product development.
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-37
Marketing Discussion
 Think about the last new product
you bought.
 How do you think its success will be
affected by the five characteristics
of an innovation?

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New market offerings

  • 2. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-2 Chapter Questions • What challenges does a company face in developing new products and services? • What organizational structures and processes do managers use to manage new-product development? • What are the main stages in developing new products and services?
  • 3. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-3 Chapter Questions (cont.) • What is the best way to manage the new-product development process? • What factors affect the rate of diffusion and consumer adoption of newly launched products and services?
  • 4. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-4 Johnson & Johnson Emphasizes New Product Development
  • 5. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-5 Categories of New Products New-to-the-world Cost reductions New product lines Additions Improvements Repositionings
  • 6. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-6 The World’s Most Innovative Companies • Apple • Google • Toyota • General Electric • Microsoft • Procter & Gamble • 3M • Walt Disney • IBM • Sony • Wal-Mart • Honda • Starbucks • Target • BMW • Samsung
  • 7. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-7 Seven Notions of Innovation • See the future through the eyes of your customer • Intellectual property and brand power are key assets • Use digital technology to create tools for customers • Build a championship team • Innovation is a state of mind • Speed is critical, so push your organization • Partner up if you’re not the best
  • 8. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-8 Factors That Limit New Product Development • Shortage of ideas • Fragmented markets • Social and governmental constraints • Cost of development • Capital shortages • Faster required development time • Shorter product life cycles
  • 9. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-9 Table 20.4 Finding One Successful New Product
  • 10. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-10 What is a Venture Team? A venture team is a cross-functional group charged with developing a specific product or business; intrapreneurs are relieved of other duties and provided a budget and time frame.
  • 11. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-11 Criteria for Staffing Venture Teams • Desired team leadership style • Desired level of leader expertise • Team member skills and expertise • Level of interest in concept • Potential for personal reward • Diversity of team members
  • 12. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-12 Figure 20.2 The New Product Development Decision Process
  • 13. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-13 Ways to Find Great New Ideas • Run informal sessions with customers • Allow time off for technical people to putter on pet projects • Make customer brainstorming a part of plant tours • Survey your customers • Undertake “fly on the wall” research to customers
  • 14. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-14 More Ways to Find Great Ideas • Use iterative rounds with customers • Set up a keyword search to scan trade publications • Treat trade shows as intelligence missions • Have employees visit supplier labs • Set up an idea vault
  • 15. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-15 Drawing Ideas from Customers • Observe customers using product • Ask customers about problems with products • Ask customers about their dream products • Use a customer advisory board or a brand community of enthusiasts to discuss product
  • 16. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-16 Idea Generation: Creativity Techniques • Attribute listing • Forced relationships • Morphological analysis • Reverse assumption analysis • New contexts • Mind mapping
  • 17. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-17 Lateral Mapping • Gas stations + food • Cafeteria + Internet • Cereal + snacking • Candy + toy • Audio + portable
  • 18. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-18 Variations on Failure • Absolute product failure • Partial product failure • Relative product failure
  • 19. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-19 Table 20.5 Product-Idea Rating Device
  • 20. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-20 Concepts in Concept Development • Product idea • Product concept • Category concept • Brand concept • Concept testing
  • 21. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-21 Concept Testing • Communicability and believability • Need level • Gap level • Perceived value • Purchase intention • User targets, purchase occasions, purchasing frequency
  • 22. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-22 Figure 20.6 Utility Functions Based on Conjoint Analysis
  • 23. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-23 Marketing Strategy • Target market’s size, structure, and behavior • Planned price, distribution, and promotion for year one • Long-run sales and profit goals and marketing-mix strategy over time
  • 24. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-24 Figure 20.7 Product Life Cycle Sales for Three Product Types
  • 25. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-25 Table 20.6 Projected Five-Year Cash-Flow Statement (in thousands $)
  • 26. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-26 Product Development • Quality function deployment (QFD) • Customer attributes • Engineering attributes
  • 27. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-27 Prototype Testing • Alpha testing • Beta testing • Rank-order method • Paired-comparison method • Monadic-rating method • Market testing
  • 28. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-28 Consumer Goods Market Testing • Sales-Wave Research • Simulated Test Marketing • Controlled Test Marketing • Test Markets
  • 29. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-29 Test Market Decisions • How many test cities? • Which cities? • Length of test? • What information to collect? • What action to take?
  • 30. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-30 Timing of Market Entry • First entry • Parallel entry • Late entry
  • 31. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-31 Criteria for Choosing Rollout Markets • Market potential • Company’s local reputation • Cost of filling pipeline • Cost of communication media
  • 32. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-32 What is Adoption? • Adoption is an individual’s decision to become a regular user of a product.
  • 33. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-33 Stages in the Adoption Process Awareness Interest Evaluation Trial Adoption
  • 34. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-34 Figure 20.6 Adopter Categorization
  • 35. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-35 Characteristics of an Innovation • Relative advantage • Compatibility • Complexity • Divisibility • Communicability
  • 36. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-36 Marketing Debate  Who should you target with new products? Take a position: 1. Consumer research is critical to new-product development. or 2. Consumer research may not be all that helpful in new-product development.
  • 37. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 20-37 Marketing Discussion  Think about the last new product you bought.  How do you think its success will be affected by the five characteristics of an innovation?