Lecture Basic Marketing: A global managerial approach - Chapter 10: Product management and new-product development

Chapter 10: Product Management and New-Product Development For use only with Shapiro, Wong, Perreault, and McCarthy text Copyright © 2002 McGraw-Hill Ryerson Limited The Product Life Cycle Market Market Introduction Growth Market Maturity Sales Decline Total Industry Sales + Total Industry $ 0 Profit Tim – e Exhibit 10­1 10­2 For use only with Shapiro, Wong, Perreault, and McCarthy text Copyright © 2002 McGraw-Hill Ryerson Limited Planning for Life Cycle Stages Introducing New Products Managing Mature Products Future Adaptation New Markets Focus: Budget / Rate of Growth Focus: Persuasion / Less Profit Focus: New or Improve? Focus: New Strategies Dying Products Focus: Phase Out 10­3 For use only with Shapiro, Wong, Perreault, and McCarthy text Copyright © 2002 McGraw-Hill Ryerson Limited New-Product Development Process Idea Generation deas from: Customers and users Marketing research Competitors Other markets Company people ntermediaries Screening Strengths and weaknesses Fit with objectives Market trends Rough ROI estimate Idea Evaluation Concept testing Customer reactions Rough estimates of cost, sales, profits Development R & D Develop model or service prototype Test marketing mix Revise plans as needed ROI estimate Commercial -ization Finalize product and marketing plan Start production and marketing “Roll out” in select markets Final ROI estimate Exhibit 10­5 10­4 For use only with Shapiro, Wong, Perreault, and McCarthy text Copyright © 2002 McGraw-Hill Ryerson Limited Types of New Product Opportunities Immediate Satisfaction High Low High Long-Run Consumer Welfare Low Desirable Products Pleasing Products Salutary Products Deficient Products Exhibit 10­6 10­5 For use only with Shapiro, Wong, Perreault, and McCarthy text Copyright © 2002 McGraw-Hill Ryerson Limited ... - tailieumienphi.vn