CH12E 中山大学吴柏林教授Kotler营销管理第11版绝密资料.docx

CH12E 中山大学吴柏林教授Kotler营销管理第11版绝密资料.docx

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CH12E中山大学吴柏林教授Kotler营销管理第11版绝密资料

Chapter12—DevelopingNewMarketOfferings

Overview

Mostfirmsrecognizethenecessityforandadvantagesofregularlydevelopingnewproductsandservices.Matureanddecliningproductseventuallymustbereplacedwithnewerproducts.Newproductdevelopmentstrategythusisoneofthemostimportantactivitiesforanyfirminthecontemporarymarketplace.Ifthefirmdoesnotobsoleteitsownproducts,eventuallysomeoneelsewill,andallfirmsshouldrememberthatagoodideamightnotbeagoodinvestment.

Newproductscanfail,andtherisksofinnovationareasgreatastherewards.Thekeytosuccessfulinnovationliesindevelopingbetterorganizationalarrangementsforhandlingnewproductideasanddevelopingsoundresearchanddecisionproceduresateachstageofthenew-productdevelopmentprocess.

Thenew-productdevelopmentprocessconsistsofeightstages:

ideageneration,ideascreening,conceptdevelopmentandtesting,marketingstrategydevelopment,businessanalysis,productdevelopment,markettesting,andcommercialization.Thepurposeofeachstageistodecidewhethertheideashouldbefurtherdevelopedordropped.Thecompanyshouldminimizethechancesthatpoorideaswillmoveforwardandgoodideaswillberejected.

Withregardtotheadoptionofnewproducts,consumersand/ororganizationsrespondatdifferentrates,dependingontheircharacteristicsandtheproduct’scharacteristics.Manufacturerstrytobringtheirnewproductstotheattentionofpotentialearlyadopters,particularlythosewithopinionleadercharacteristics.

LearningObjectives

Afterreadingthechapterthestudentshouldunderstand:

∙Themainrisksindevelopingnewproducts

∙Theorganizationalstructuresusedinmanagingnew-productdevelopment

∙Thenew-product-developmentprocess

∙Theconsumer-adoptionprocess

ChapterOutline

I.Introduction—categoriesofnewproducts:

newtotheworldproducts,newproductlines,additionstoexistingproductlines,improvementsandrevisionsofexistingproducts,repositionings,costreductions

II.Challengesinnew-productdevelopment

A.Companiesthatfailtodevelopnewproductsputthemselvesatrisk;atthesametimenewproductdevelopmentisrisky

B.Factorsthathindernew-productdevelopment:

1.Shortageofimportantideasincertainareas

2.Fragmentedmarkets

3.Socialandgovernmentalconstraints

4.Costofdevelopment

5.Capitalshortages

6.Fasterrequireddevelopmenttime

7.Shortproductlifecycles

III.Organizationalarrangements—successfulnew-productdevelopmentrequirestopmanagementcommitmentandplanning

A.Budgetingfornew-productdevelopment

B.Organizingnew-productdevelopment:

new-productmanagers,ventureteams,“skunkworks,”stage-gatesystemforinnovation

C.Managingthenew-productdevelopmentprocess:

ideascomefromavarietyofsources

1.Ideageneration—ideas—ideageneratingtechniques

a）Interactingwithothers（attributelisting,forcedrelationships,morphologicalanalysis,reverseassumptionanalysis,newcontexts,mind-mapping

b）Ideascreening—notallideascanbepursued,butmustbesenttoacommitteewheretheyareconsideredeither:

promising,marginal,orareject

（1）Themes:

ideamanager,ideacommittee,drop-error,goerror

（2）Risksofeitheracceptingabadideaorrejectingagoodone

IV.Managingthedevelopmentprocess:

concepttostrategy

A.Conceptdevelopment

1.Attractiveideasmustberefinedintotestableproductconcepts

2.Aproductconceptisanelaborateversionoftheideaexpressedinmeaningfulconsumerterms

B.Concepttesting

1.Productconceptsshouldbepresentedtoanappropriategroupoftargetconsumerstogaugetheirreactions

2.Customer-drivenengineeringisanengineeringeffortthatattacheshighimportancetoincorporatingcustomerpreferencesinthefinaldesign.Consumerpreferencescanbemeasuredthroughconjointanalysis

C.Conjointanalysis—derivingtheutilityvaluesthatconsumersattachtovaryinglevelsofaproduct’sattributes（SeeApplicationsexercises）

D.Marketing-strategy—developmentofpreliminarymarketingstrategyplan:

1.Targetsize,structureandbehavior,positioning,sales,share,profits

2.Plannedprice,distributionstrategy,marketingbudget

3.Longrunsales,profitgoalsandmixstrategy

E.Businessanalysis—performingsales,costandprofitprojectionsontheproposedproducttodeterminesatisfactionofcompanyobjectives

1.Estimatingtotalsales—sumofthreedifferenttypesofsales（first-time,replacement,repeat）mustyieldasatisfactoryprofit

2.Estimatingcostsandprofits—illustratedinthetext

V.Managingthedevelopmentprocess:

developmenttocommercialization

A.Productdevelopment

1.Representsasubstantialjumpininvestment.Productcontinuestomovethroughfunctionalandconsumertests

2.Techniquesformeasuringconsumerpreferences—simplerank-ordermethod,pairedcomparison,andmonadic-rating

B.Markettesting

1.Consumer-goodsmarkettesting—leastcostlytomostcostly

a）Sales-waveresearch—consumerswhoinitiallytrytheproductatnocostarere-offeredtheproduct,oracompetitor’sproduct,atslightlyreducedprices

b）Simulatedstoretechnique—consumersarequestionedaboutbrandfamiliarityandpreferences,shownadvertisements,givenasmallamountofmoneyandsenttoamockstorewheretherepurchasesarerecordedandanalyzed

c）Controlledtestmarketing—organizationsworkwithapanelofstoreswillingtotestmarketaproductforafee

d）Testmarkets—organizationschooseentiremarketareasinwhichtointroducetheirproducts

C.Business-goodsmarkettesting—testingalsooffersbenefits.Examplesoftestingarealpha,betaandtradeshow

1.Commercialization—contracttomanufacture,marketing（sequencedmixofmarketingtools）

2.When（timing）—firstentry,lateentry,parallelentry

3.Where（geographicalstrategy）,singlemarket,manymarkets,national

4.Towhom（target-marketprospects）—identifyingprimeprospects

5.How（introductorymarketstrategy）—involvesmanyactivities

VI.Theconsumer-adoptionprocess—howdopotentialcustomerslearnaboutnewproducts,trythem,andadoptorrejectthem?

Followedbyaconsumer-loyaltyprocess

A.Stagesintheadoptionprocess（awareness,interest,evaluation,trial,adoption）

1.Factorsinfluencingtheadoptionprocess—peoplediffermarkedlyintheirreadinesstotrynewproducts

a）Readinesstotrynewproducts（Rogersadoptergroups:

innovators,earlyadopters,opinionleaders,earlymajority,latemajority,laggards）

b）Personalinfluence—variesbutmoreimpactonlateadoptersproducts

c）Characteristicsoftheinnovation

（1）Relativeadvantage,comparability,complexity,divisibility,communicability

（2）Alsoriskanduncertainty,scientificcredibility,socialapproval

d）Organizations’readinesstoadoptinnovations—variousbasedonvariablesintheorganization’senvironment（communityorganizationitself,publicopinion）

VII.Summary

Lecture—DevelopingNewProducts:

WhenandHow?

ThislectureisintendedforusewithChapter12,“DevelopingNewMarketOfferings.”Thediscussionfocusesonnewproductdevelopmentstrategyinamarketingsetting.

TeachingObjectives

∙Tostimulatestudentstothinkaboutthecriticalissues,proandcon,forafirmwhenitconsidersnewproductdevelopmentstrategy

∙Pointstoconsiderinevaluatingnewproducts

∙Roleofnewproductdevelopmentstrategiesandpoliciesinhelpingthefirmachieveabalancedpositioninutilizingeffectivelywhatisthereandwhatshouldbeonthehorizonforthefuture

Discussion

Introduction—WhetherorNottoDevelopaNewProduct

Astrategyfornewproductdevelopmentisoneofthemostimportantactivitiesforanyfirminthecontemporarymarketplace.Reasonsforthisincludethefactthatifthefirmdoesnotobsoleteitsownproducts,acompetitorwillobsoletethem.Increatinganewproductapproachandstrategy,therearesomeveryimportantquestionstoconsiderintheprocess.Throughouttheeffort,itisusefultorememberthatagoodideamaynotbeagoodinvestment.

Forexample,oneofthemostimportantbutoverlookedquestionsis:

Isthereacurrentneedfortheproduct?

Thisquestionmayappearobvious,becausethetexthasfocusedheavilyondevelopingaclearunderstandingoftheneedforacustomer-orientedandintegratedmarketingconceptandorientation.However,forfirmsinthemiddleofmanydailyproblemsandcrises,itissometimesdifficulttogetbeyondthechallengeofstayingaliveinbusinessbyconcentratingoncurrentlyavailableproducts.

Anotherimportantquestionrelatestothesizeofthemarket.Isitbigenoughforthecompanyanditscurrentorfuturecompetitorstooperateinandmakeaprofit?

Thisappearstobeaneasyquestiontodealwith,especiallywithalloftheresearchavailableontheInternetandmanyotherreadilyavailableresources.However,hereagainwefindthatmostfirmstakealocalandnarrowproductspecificperspectivewithoutthinkingwherethefuturemightlead,andthecompetitionthatcancomefromwithin,orevenoutside,theproductcategory.

Otherquestionsincludethenumberandtypesofcustomersthatthefirmplanstotarget,aswellastheattitudesofthepotentialcustomerstowardtheproductcategory.Eachoftheseactivitiesrequireslookingbeyondtheobviousandgeneraldescriptionsofpeopleandnumbers,andtowardsourcessuchasMarketsandAudits,Predicasts,SimmonsandA.C.Nielsen,andmanyregionalresearchfirms.（SeeAnalyticalExercises）

Notonlyisthesizeofthemarketamajorissue,butthefirmshouldconsiderhowmuchofthemarketitcancapture（%）,whetherthevolumeisattractiveandwhetherthefirmcanbethebestinthemarketorlikelywillbea