Chapter 12
Developing New
Market Offerings
by
PowerPoint by
Milton M. Pressley
University of New Orleans
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Copyright 2003 Prentice-Hall, Inc.
Kotler on
Marketing
Who should
ultimately design the
product? The
customer, of course.
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Chapter Objectives
In this chapter, we focus on the following
questions:
What challenges does a company face in
developing new products?
What organizational structures are used to
manage new-product development?
What are the main stages in developing new
products, and how can they be managed
better?
What factors affect the rate of diffusion and
consumer adoption of newly launched
products?
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Developing New Market
Offerings
Six categories of new products
1.
2.
3.
4.
New-to-the-world products
New product lines
Additions to existing product lines
Improvements and revisions of existing
products
5. Repositioning
6. Cost reductions
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Challenges in New-Product
Development
Incremental innovation
Disruptive technologies
Why do new products fail?
A high-level executive pushes a favorite idea
through in spite of negative research
findings.
The idea is good, but the market size is
overestimated.
The product is not well designed.
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Challenges in New-Product
Development
The product is incorrectly positioned
in the market, not advertised
effectively, or overpriced.
The product fails to gain sufficient
distribution coverage or support.
Development costs are higher than
expected.
Competitors fight back harder than
expected.
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Challenges in New-Product
Development
Factors that tend to hinder new-product
development
Shortage of important ideas in certain areas
Fragmented markets
Social and governmental constraints
Cost of development
Capital shortages
Faster required development time
Shorter product life cycles
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Organizational Arrangements
New-product deployment requires specific
criteria one company established the
following acceptance criteria
The product can be introduced within five years
The product has a market potential of at least
$50 million and a 15 percent growth rate.
The product would provide at least 30 percent
return on sales and 40 percent on investment.
The product would achieve technical or market
leadership.
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Organizational Arrangements
Budgeting For New Product
Development
3Ms approach:
15% rule
Each promising idea gets an
executive champion
Expect some failures
Golden Step awards handed out
each year
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3M online: The 3M Innovation Network
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Table 12.1 Finding One Successful New Product
(Starting with 64 New Ideas)
Stage
1. Idea screening
Number
of Ideas
64
Pass
Ratio
1:4
Cost per
Product Idea
$
1,000
Total Cost
$
64,000
2. Concept testing
16
1:2
20,000
320,000
3. Product
development
1:2
200,000
1,600,000
4. Test marketing
1:2
500,000
2,000,000
5. National launch
1:2
5,000,000
10,000,000
$5,721,000
$13,984,000
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Organizational Arrangements
Organizing New-Product Development
Product managers
New-product managers
High-level management committee
New product department
Venture teams
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Organizational Arrangements
Stage-gate system
Gatekeepers make one of
four decisions:
Go
Kill
Hold
Recycle
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Managing the Development
Process: Ideas
Idea Generation
Interacting with Others
Sales representatives
Intermediaries
Product champion
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Managing the Development
Process: Ideas
Techniques for stimulating creativity
in individuals and groups
Attribute listing
Forced relationships
Morphological analysis
Reverse assumption analysis
New contexts
Mind-mapping
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Managing the Development
Process: Ideas
Idea Screening
Idea manager
Idea committee
Two types of errors in
screening ideas
DROP-error
GO-error
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Some of the most notable drop-errors have
come from the most recognizable names in
American business. Xerox saw the potential
of the copy machine, IBM and Eastman
Kodak did not. IBM thought the personal
computer market would be miniscule.
Can you think of any
drop-errors that the
company didnt survive?
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Table 12.2 Product-Idea Rating Device
Relative
Weight
Product
Score
Product
Rating
Product Success Requirements
(a)
(b)
(c = a x b)
Unique or superior product
.40
.8
.32
High performance to cost ratio
.30
.6
.18
High marketing dollar support
.20
.7
.14
Lack of strong competition
.10
.5
.05
Total
1.00
.69
Rating scale: .00-.30 poor; .31-.60 fair; .61-.80 good. Minimum acceptance rate: .61
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Managing the Development
Process: Concept to Strategy
Concept Development and Testing
Product idea
Product concept
Concept development
Category concept
Productpositioning map
Brand concept
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Figure 12.3:
Product
and
Brand
Positioning
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Sometimes a new product is developed, like
the felt-tip pen and the walkman style
personal music device. Consumers werent
clamoring for either of these products before
they came to market. Most people hadnt
even conceived of such an item. Careful
planning developed markets
for these new lines. Can you
think of more recent
examples?
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Managing the Development
Process: Concept to Strategy
Concept Testing
Rapid prototyping
Virtual reality
Customer-driven engineering
Questions to measure product dimensions
Communicability and believability
Need level
Gap level
Need-gap score
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Managing the Development
Process: Concept to Strategy
Perceived value
Purchase intention
User targets, purchase occasions, purchasing
frequency
Conjoint Analysis
Example: five design elements
Three package designs
Three brand names
Three prices
Possible Good Housekeeping seal
Possible money-back guarantee
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Managing the
Development Process:
Concept to Strategy
Marketing Strategy
Business Analysis
Estimating Total Sales
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Managing the Development
Process: Concept to Strategy
Survival-age distribution
Estimating Cost and Profits
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Table 12.3 Projected Five-Year-Cash-Flow
Statement (in thousands of dollars)
Year 0
1. Sales revenue
Year 2
Year 3
$11,889
$15,381
$19,654
2. Cost of goods sold
3,981
5,150
6,581
3. Gross margin
7,908
10,231
13,073
-3,500
5. Marketing costs
8,000
6,460
8,255
6. Allocated overhead
1,189
1,538
1,965
4. Development costs
Year 1
See text for complete table
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Managing the Development
Process: Concept to Strategy
Break-even analysis
Risk analysis
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Managing The Development Process:
Development to Commercialization
Product Development
Quality Function Deployment (QFD)
Customer attributes (CAs)
Engineering
attributes (EAs)
Lands End
Japan Web site
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Managing The Development
Process: Development to
Commercialization
Customer tests
Alpha testing
Beta testing
Consumer preference measures
Rank-order
Paired-comparison
Monadic-rating
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Managing The Development
Process: Development to
Commercialization
Market Testing
Consumer-Goods Market Testing
Seeks to estimate four variables
Trial
First repeat
Adoption
Purchase frequency
Sales wave research
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Managing The Development
Process: Development to
Commercialization
Simulated Test Marketing
Controlled Test Marketing
Test Markets
How many test cities?
Which cities?
Length of test?
What information?
What action to take?
Business-Goods Market Testing
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Managing The Development Process:
Development to Commercialization
Commercialization
When (Timing)
1. First entry
2. Parallel entry
3. Late entry
Philips Pronto Web site
Where (Geographic
Strategy)
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Managing The Development Process:
Development to Commercialization
To Whom (Target-Market Prospects)
How (Introductory Market Strategy)
Critical path scheduling (CPS)
The iMac, launched with
a dramatic countdown
campaign
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The Consumer-Adoption
Process
Adoption
Consumer-adoption process
Consumer-loyalty process
Mass-market approach
Heavy-usage target marketing
Stages in the Adoption Process
Innovation
Innovation diffusion process
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The Consumer-Adoption
Process
Adopters of new products move
through five stages
Awareness
Interest
Evaluation
Trial
Adoption
Factors Influencing the Adoption Process
Readiness to Try New Products and Personal
Influence
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Figure 12.7: Adopter Categorization on the Basis of
Relative Time of Adoption of Innovation
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The Consumer-Adoption
Process
Personal influence
Characteristics of the Innovation
Relative advantage
Compatibility
Complexity
Divisibility
Communicability
Organizations Readiness to Adopt
Innovations
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