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Three Levels of A Product: Need Want Demand

Philip Kotler changed the perception of marketing in the 1960s by defining it as a social process of exchanging products to satisfy needs and wants, rather than just describing marketer's activities. He described three levels of a product - need, want, and demand. Kotler also defined five levels of a product: 1) core benefit, 2) generic product, 3) expected product, 4) augmented product, and 5) potential product. Competition often occurs at the augmented product level through added packaging, services, and other value-adds rather than just the core product. Kotler's model provides a tool to assess how organizations and customers view their relationship and where value is created.

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340 views3 pages

Three Levels of A Product: Need Want Demand

Philip Kotler changed the perception of marketing in the 1960s by defining it as a social process of exchanging products to satisfy needs and wants, rather than just describing marketer's activities. He described three levels of a product - need, want, and demand. Kotler also defined five levels of a product: 1) core benefit, 2) generic product, 3) expected product, 4) augmented product, and 5) potential product. Competition often occurs at the augmented product level through added packaging, services, and other value-adds rather than just the core product. Kotler's model provides a tool to assess how organizations and customers view their relationship and where value is created.

Uploaded by

Glecy Kim
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Three  levels  of  a  product  


Kotler  et  al  (2008)  Principles  of  Marketing  

In  the  1960's,  the  economist  Philip  Kotler  changed  the  


perception  of  marketing.  He  described  what  marketing  is  rather  
than  what  marketers  do,  thereby  changing  marketing  from  a  
departmental  specialisation  into  a  corporate  wide  doctrine.  For  
Kotler,  marketing  was  a  'social  process  by  which  individuals  and  
groups  obtain  what  they  need  and  want  through  creating  and  
exchanging  products  and  value  with  others'.  

A  product  is  more  than  physical.  A  product  is  anything  that  can  be  offered  to  a  market  for  attention,  acquisition,  or  
use,  or  something  that  can  satisfy  a  need  or  want.  Therefore,  a  product  can  be  a  physical  good,  a  service,  a  retail  
store,  a  person,  an  organisation,  a  place  or  even  an  idea.  Products  are  the  means  to  an  end  wherein  the  end  is  the  
satisfaction  of  customer  needs  or  wants.  

Kotler  distinguished  three  components:  

need:       a  lack  of  a  basic  requirement;    

want:       a  specific  requirement  for  products  or  services  to  match  a  need;    

demand:     a  set  of  wants  plus  the  desire  and  ability  to  pay  for  the  exchange.    

 Customers  will  choose  a  product  based  on  their  perceived  value  of  it.  Satisfaction  is  the  degree  to  which  the  actual  
use  of  a  product  matches  the  perceived  value  at  the  time  of  the  purchase.  A  customer  is  satisfied  only  if  the  actual  
value  is  the  same  or  exceeds  the  perceived  value.    

Kotler  later  defined  five  levels  to  a  product:  


 1.  Core  Benefit    
the  fundamental  need  or  want  that  consumers  satisfy  by  consuming  the  product  or  service.  
 
2.  Generic  Product  
a  version  of  the  product  containing  only  those  attributes  or  characteristics  absolutely  necessary  for  it  to  function.  
 
3.  Expected  Product  
the  set  of  attributes  or  characteristics  that  buyers  normally  expect  and  agree  to  when  they  purchase  a  product.  
 
4.  Augmented  Product  
inclusion  of  additional  features,  benefits,  attributes  or  related  services  that  serve  to  differentiate  the  product  from  
its  competitors.  
 
5.  Potential  Product  
all  the  augmentations  and  transformations  a  product  might  undergo  in  the  future.  
 

Kotler  noted  that  much  competition  takes  place  at  the  Augmented  Product  level  rather  than  at  the  Core  Benefit  level  
or,  as  Levitt  put  it:  'New  competition  is  not  between  what  companies  produce  in  their  factories,  but  between  what  
they  add  to  their  factory  output  in  the  form  of  packaging,  services,  advertising,  customer  advice,  financing,  delivery  
arrangements,  warehousing,  and  other  things  that  people  value.'  
Kotler's  model  provides  a  tool  to  assess  how  the  organisation  and  their  customers  view  their  relationship  and  which  
aspects  create  value.  

http://www.provenmodels.com/16  

Questions:  
1.)     Where  would  you  map  /  place  your  organisation’s  product-­‐service  offering  to  customers?  

2.)   Use  this  model  alongside  the  Bowman  Strategy  Clock  model  in  order  to  understand  your  position  in  relation  
to  your  competitors  

3.)   How  would  you  move  your  product-­‐service  to  a  higher  level?  

Note:   there  are  huge  opportunities  in  small  step-­‐wise  innovations  in  the  “potential  product”  level.  
 

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