Introduction
Launch planning
Tracking the launch
Testing
Advertising & product testing
Pretest & pre-launch forecasting
Test marketing
Design
Customer needs Sales forecast
Product positioning Engineering
Segmentation Marketing mix
Opportunity Identification
Market definition
Reposition
Idea generation
The NewProd Scoring Model
• To help evaluate ideas generated
Very Good Good Average Poor Very Poor
(10) (8) (6) (4) (2)
Sub-factor Sub-factor EP EV EP EV EP EV EP EV EP EV TOTAL Sub-factor
Weight EV Evaluation
Product 1 .1 1 .2 1.6 .5 3.0 .2 0.8 - - 6.4 6.4
Superiority
Unique 1 .1 1 .2 1.6 .4 2.4 .2 0.8 .1 0.2 6.0 6.0
features for
users
Reduce 3 .3 3 .4 3.2 .2 1.2 .1 0.4 - - 7.8 23.4
customer
costs
Higher 1 .1 1 .2 1.6 .5 3.0 .2 0.8 - - 6.4 6.4
quality than
competitors
Does unique 2 .5 5 .4 3.2 .1 0.6 - - - - 8.8 17.6
task for user
Priced lower 2 - - .2 1.6 .5 3.0 .3 1.2 - - 5.8 11.6
than
competition
10 TOTAL 71.4
Steps in the Design Process
Customer Measurement
Opportunity 1. Qualitative measurement to identify
Definition issues
2. Quantitative measurement for input
to models
Summary of Customer
Refinement HONDA Perception Product Features
• Marketing
• R&D Preference Segments
• Engineering
• Production
Choice
“What-if” Forecasts
1. Aggregate Individuals
Evaluation 2. Awareness & Availability
Quality Function Deployment (QFD)
Questions 1~3 are based on the customer responses. From this we can identify
opportunities for improvement - Easy to close from outside which we are
weak on, and Stays open on hill which all 3 cars are weak on. To improve
these attributes, we now need to enter the engineering domain.
Building the House of Quality… Continued
Q4: How can we change the product?
Open-Close Sealing
Effort Insulation
Relative Importance
No road noise 2 BA O
Building the House of Quality… Continued
Q5: How much do engineers influence customer perceived qualities?
Open-Close Sealing
Relationships
Effort Insulation
+ Strong Positive
Relative Importance
Engineering
No road noise 2 + + BA O
Open-Close Sealing
Relationships
Effort Insulation
+ Strong Positive
Relative Importance
Engineering
No road noise 2 + + BA O
Our Car 11 12 6 3 9
A’s Car 9 12 6 2 5
B’s car 9.5 11 7 2 6
Q6: How does one engineering change _
affect other characteristics? _ Roof Matrix
_
+ +
Open-Close Sealing
Relationships
Effort Insulation
+ Strong Positive
Relative Importance
_
Easy to Open
ABO
Doesn’t leak in rain 3 +
BA O
No road noise 2 + +
Measurement Units ftlb lb lb lb/ft db
Objective
Measures
Our Car 11 12 6 3 9
A’s Car 9 12 6 2 5
B’s car 9.5 11 7 2 6
Q7: What are the technical limitations and _
costs associated with various changes _ Roof Matrix
_
+ +
Open-Close Sealing
Effort Insulatio Relationships
+
Relative Importance
Strong Positive
Characteristics
n
Engineering
No road noise 2 + + BA O
Our Car b
11 12 b6 3 b9
A’s Car 9 12 6 2 5
B’s car 9.5 11 7 2 6
Technical
Difficulty
Estimated Cost
Targets
4-Approaches to Mass Customization
Representation
no change change
Flexible Product Development
Integration
Stabilization/Ramp Up
Cyclical Workload “Mismatch”
hi
Product Definition Product Development Product Launch
marketing
Workload
break
engineering
lo
Time
New Product / Service Development Process
Life Cycle Management
Market response analysis
Competitive monitoring & defense
Innovation at maturity
Introduction
Launch planning
Tracking the launch
Testing
Advertising & product testing
Pretest & pre-launch forecasting
Test marketing
Design
Customer needs Sales forecast
Product positioning Engineering
Segmentation Marketing mix
Opportunity Identification
Market definition
Reposition
Idea generation
Pre-Test & Pre-Launch Forecasting
• Used by firms introducing high-tech products; telecom products; consumer
apparel; utilities; financial services; medical services; insurance; software;
durable goods; entertainment products
• Based on primary data collection
Concept Exposure
• Offering
• Price Key Measures
• Seek Info?
• Intent Survey Data
• Liking Adjustment Total Sales
• Price / Value •Demographics • 100% Aware
• Uniqueness • Price / Value • 100% Available
• Believability Perception
• Need fulfillment • Absolute Price
• Category Usage Market Adjustment
• Advertising
• Distribution
• Competition
Sales
Pre-Test & Pre-Launch Forecasting .. Continued
• Further, companies like Vantis (division of Bases) have a database of 15000 new product
introductions to benchmark success of new product. The product scores will be compared
to a subset of the database of about 30-50 studies of related, similarly priced products
• The database is divided into thirds for comparison. Placement in the upper third of the
database indicates that the test product scored higher than two-thirds of previous studies on
that measure. An example:
• In the above example, the new product scores high on several measures. However, its
Premium positioning results in average purchase intent
Pre-Test & Pre-Launch Forecasting .. Continued
• Forecasting the sales of a new frequently purchased product
◆ Forecast sales, P for a new product depends upon
◆ Awareness of new brand (Aw)
◆ Availability of new brand (Av)
◆ Ultimate trial proportion conditional on awareness and availability (T)
◆ Long run share of purchases of new brand among those who try (R)
◆ Total category sales (C)
◆ P = C Aw Av T R
Promotion
Distribution
Predictions from Assessor
St = (α + β (Yt-1/M)) (M - Yt-1)
Introduction
Launch planning
Tracking the launch
Testing
Advertising & product testing
Pretest & pre-launch forecasting
Test marketing
Design
Customer needs Sales forecast
Product positioning Engineering
Segmentation Marketing mix
Opportunity Identification
Market definition
Reposition
Idea generation
Cross-Functional Integration in New Product Strategy
R&D
Engineering De
s si gn
e e d for
N Ma
sts
e r nu
tom Pro
que
fac
Cus e s ign ces t uri
sN
Re
tD ng
u c eed
nd
o d s
Pr
Fu
Sales Forecast
Marketing Production
Inventory
Bud
Bu
gets
Fu dg e ts
nd e ts u d g sts
Re B q ue
R e
qu d
es n
ts Fu
Finance
New Product Development - Plan Vs. Reality
Exultation
Idea Generation
Disenchantment
Screening &
Refinement Confusion
• Excess-Price Approach
– Observation of Prevailing Prices
– Customer Research
– Tradeoff / Conjoint Analysis
• Replacement Cost Approach
– Cost of Introducing New, Comparable Product
• Stock-Price Approach
• Market Value of Firm - Replacement Value of Tangible Assets = Intangible
Assets
• Intangible Assets = Brand Equity + Value of Patents, etc. + Value of Industry
Factors that permit monopoly profits (imperfect competition)
• Brand Equity = F(Advertising, Age, Order of Entry..)
• Future -Earnings Approach
Measuring Brand Equity: Clout - Vulnerability Analysis
• There are several measures of brand equity. One such measure is a
brand’s ability to take sales away from rival’s via a price reduction
versus its competitor’s ability to take sales away via the competitor’s
price reduction
• Based on segment-level price elasticities
• Compute the price elasticities for all the competing brands in the
market
• Compute CLOUT which is the effect of my brand’s price reduction
on the sales of all competing brands
• CLOUTi = Σj,j ne i [e ]
2
ji
• Compute VULNERABILITY which is the effect on my sales of a
price reduction by all competing brands
• VULNERABILITYi = Σj,j ne i [e ]
2
ij
A Clout - Vulnerability Map
A E
CLOUT
C
F
G
VULNERABILITY
Brand Management: 2 Dimensions, 4 Strategies
Innovate Innovation
Niche strategies Judicious Pricing
Price follower Raise Entry Barriers
Slash price/cost
Cut Costs
Value
Move Right
Lower Prices
“Trump” category Your Brand’s
Category Drifts Up?
Move Up Best Strategy
low Vishwanath &
high Mark
Relative Market Share HBR 1997
Product Line Decisions
• Going Upscale
• Problem with credibility
• Reposition entire brand - almost impossible
• Sub-brands
• Parent (driver) - Child (descriptor)
Strategies for Sub-Brands: Minimizing Risk
When moving down market
• Try to create a qualitatively different offering aimed at a distinct
segment
• Think about elevating the parent brand when the value entry is
launched
• Be cautious about price premiums
• Use the parent-child metaphor
How do you use new products as marketing How frequently do you launch new products and
weapons brands
1. Company often last to enter new categories 1. Company relies only on tried & trusted brands
2. The company follows the leader closely 2. Rate of launches is below industry average
3. Company sometimes a pioneer by chance 3. Rate of launches is on par with average
4. Company launches new products, with new 4. New products are launched when considered
concepts, albeit occasionally necessary
5. Company usually launches new products with 5. Company responds to every market change with
new concepts a launch
How do you work on product improvement & How does your company test market new
modification products
1. No organized process in the company 1. Occasional, non-institutionalized process
2. Products allowed to run through life cycle with 2. Conducted regularly with small samples
few changes 3. Marketing mix seldom modified after test
3. Products improved in decline stage marketing
4. Products have periodic changes based on 4. Regular test marketing - only for products
customer feedback 5. All elements of the marketing mix are test-
5. Products constantly changing based on feedback marketed and suitably modified
& opportunities
How closely is the customer involved in product How do you customize products for different
testing buyers
1. Feedback obtained after launch 1. Product offering is homogeneous
2. Customer involved in test-marketing stage 2. Differentiation via external factors such as
3. Customer consulted in the beginning for product package size
ideas 3. Service envelope is customized
4. Customer involved from prototype to test 4. Product-service combo is tailored to individual
marketing buyer
5. Customer involved at every stage from idea 5. Customization is offered to every buyer
generation
How do you familiarize channel with new How do you respond to new products from
products competitors
1. Products are introduced into channel with little 1. No serious attempt to develop new product
innovation 2. Company checks whether a new product is
2. Channel members are told of the product after necessary
launch 3. Customer needs are re-examined before
3. Some advance notification is provided developing a competing product
4. Informed but not involved in the planning 4. New product launched with more benefits
5. Work closely with company on new products 5. Response via counter-innovation with extra
benefits