Product Management and New- Product Development Chapter Ten Product Management and New- Product Development Chapter 10 Product Management and New–Product Development For use only with Perreault/Cannon/McCarthy or Perreault/McCarthy texts. © 2010 McGraw-Hill Companies, Inc. McGraw-Hill/Irwin 1

At the end of this presentation, you should be able to: This slide refers to material on pp. 256. Understand how product life cycles affect strategy planning. Know what is involved in designing new products and what “new products” really are. Understand the new-product development process. See why product liability must be considered in screening new products. Understand the need for product or brand managers. Understand how total quality management can improve goods and services. Understand important new terms. 2

Typical Life Cycle of a New Product Concept This slide refers to material on pp. 257-259.  Indicates place where slide “builds” to include the corresponding point (upon mouse click). Total industry sales Total industry profit (initially loss) 5

Typical Changes in Marketing Variables over the Product Life Cycle

Managing Mature Products—emphasizes building of selective demand for the brand This slide relates to material on p. 269.

Market Introduction – Investing in the Future This slide relates to material on pp. 257-258. 6

Monopolistic Competition Develops Profits Peak and Then Decline Market Growth Stage – Profits Go Up and Down (Portable DVD Players; email) This slide relates to material on p. 262. Indicates place where slide “builds” to include the corresponding point (upon mouse click). Innovation realizes big profit and Attracts Competition (try to copy or improve innovation) Monopolistic Competition Develops Profits Peak and Then Decline

Market Maturity Stage – Sales Level Off, Profits Continue Down (Personal Computers; Faxes, Credit Cards) This slide refers to material on pp. 258-259.  Indicates place where slide “builds” to include the corresponding point (upon mouse click). Persuasive promotion becomes more important, More Costly Brands Are More Similar Greater Price Competition/Price Sensitivity Maturity May Last a Long Time 8

Sales Decline – A Time of Replacement This slide relates to material on pp. 259. 9

© 2011 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Which Stage of PLC? This slide refers to material on pp.257-259. © 2011 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin 10

Checking Your Knowledge This slide relates to material on pp. 259. Kodak announced that it would no longer produce 35 millimeter film cameras, but would manufacture digital cameras exclusively. Sales of digital cameras have grown steadily and have far outpaced the sale of 35 mm cameras in recent years, even among professional photographers. Kodak’s decision indicates that 35 mm cameras are probably in the ________ stage of the product life cycle. Market introduction Market growth Sales decline Market maturity Answer: C 11

Product Life Cycles Should Be Related to Specific Markets (product categories or product classes) This slide refers to material on pp. 259-260.  Indicates place where slide “builds” to include the corresponding point (upon mouse click). Individual Brands May not follow the classic pattern May be introduced in market growth or maturity (me too product) Not all brands are equally strong (weak vs. preferred brand) Market Definitions Should be carefully developed Different markets, different stages (foreign countries) Contribute to the length of the cycle AND 12

Product Life Cycles Vary in Length This slide refers to material on pp. 260-261.  Indicates place where slide “builds” to include the corresponding point (upon mouse click). Comparative Advantage Easy to Use Some Products Move Fast Compatible Easy to Communicate Can Be Tried 13

Other Issues in Product Life Cycle Length This slide refers to material on pp. 260-262.  Indicates place where slide “builds” to include the corresponding point (upon mouse click). Product Life Cycles Are Getting Shorter (more innovation yields new products to replace older ones) The Early Bird Usually Profits (gain a critical foothold in market share) Fashions (currently accepted popular style) and Fads (idea fashionable to certain groups) 15

Planning for Different Stages of the Product Life Cycle This slide refers to material on pp. 262-264.  Indicates place where slide “builds” to include the corresponding point (upon mouse click). Allocate Sufficient Money to cover costs (design, development, packaging) Consider all Four Ps (promotion and distribution) Market Introduction & Growth Be Flexible to respond quickly to market dynamics Anticipate Speed of Movement Competitors May Help speed Adoption 16

Managing Mature Products This slide refers to material on pp. 264. 17

Are Product Modifications Really New Products? This slide relates to material on pp. 264-265. Courtesy of The Procter & Gamble Company. 18

Phasing Out Dying Products (Typewriters, Handwritten Letters) This slide refers to material on pp. 265-266.  Indicates place where slide “builds” to include the corresponding point (upon mouse click). Phase-out May Be Necessary (firm’s objectives) Don’t Pull the Plug So Quickly (distribution and promotional expenditures) Product Line Customer Support Profitability Sales Decline Can Be Profitable (loyal customers) 19

New Product Planning This slide refers to material on pp. 266-267.  Indicates place where slide “builds” to include the corresponding point (upon mouse click). What Is a New Product? (new in any way: inventions; simple color changes in existing products) FTC Rule: 6 Months (new or changed in a functionally significant or substantial respect) Ethical Dilemmas Exist (holding back new product innovations; planned obsolescence; failure to supply replacement parts throughout PLC, continuous release of minor product variations) 20

2. Screening (SWOT, Rough ROI) An Organized New-Product Development Process is Critical (tries to kill new products economically by weeding out products that have a low likelihood of success before they are introduce to the entire market) This slide refers to material on pp. 267-268.  Indicates place where slide “builds” to include the corresponding point (upon mouse click). 1. Idea generation 2. Screening (SWOT, Rough ROI) 3. Idea evaluation (Concept testing, costs, profit, sales) 4.Development (Prototype, ROI) 5. Commercial-ization 22

Step 1: Idea Generation 1. Idea generation This slide refers to material on pp. 269.  Indicates place where slide “builds” to include the corresponding point (upon mouse click). 1. Idea generation Ideas from customers and users Marketing research Competitors Other markets Company people, intermediaries, etc. 1. Idea generation 2. Screening 3. Idea evaluation 4.Development 5. Commercial-ization 23

Step 2: Screening 2. Screening Strengths and weaknesses This slide refers to material on pp. 270-271.  Indicates place where slide “builds” to include the corresponding point (upon mouse click). 1. Idea generation Strengths and weaknesses Fit with objectives Market trends Rough ROI estimate 2. Screening 2. Screening 3. Idea evaluation 4.Development 5. Commercial-ization 24

Immediate satisfaction High Low Long-run consumer welfare Screening and Types of New Product Opportunities (Desirable—Cash Proof Car Top; Salutary—safety helmets; Pleasing—motorcycles; Deficient—Counterfeit products) This slide refers to material on pp. 270.  Indicates place where slide “builds” to include the corresponding point (upon mouse click). 1. Idea generation 2. Screening Immediate satisfaction High Low Long-run consumer welfare 3. Idea evaluation Desirable products Salutary products 4.Development Pleasing products Deficient products 5. Commercial-ization 25

Step 3: Idea evaluation 3. Idea Evaluation Concept testing This slide refers to material on pp. 271.  Indicates place where slide “builds” to include the corresponding point (upon mouse click). 1. Idea generation 2. Screening Concept testing Reactions from customers Rough estimates of costs, sales, and profits 3. Idea Evaluation 3. Idea evaluation 4.Development 5. Commercial-ization 26

Step 4: Development 4. Development R&D Develop model or service This slide refers to material on pp. 271-272.  Indicates place where slide “builds” to include the corresponding point (upon mouse click). 1. Idea generation 2. Screening R&D Develop model or service Test marketing mix Revise plans as needed ROI estimate 4. Development 3. Idea evaluation 4.Development 5. Commercial-ization 27

Step 5: Commercialization This slide refers to material on pp. 272-273.  Indicates place where slide “builds” to include the corresponding point (upon mouse click). 1. Idea generation 2. Screening Finalize product and marketing plan Start production and marketing “Roll out” in select markets Final ROI estimate 5. Commercialization 3. Idea evaluation 4.Development 5. Commercial-ization 28

New Product Development This slide refers to material on pp.273. © 2011 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin 29

Checking Your Knowledge This slide relates to material on pp. 270-271. Top management of a large company recently approached the dean of a major business school about starting a specialized MBA program for the company’s employees. After further discussions, the dean decided that the program did not fit well with the objectives and resources of the school, so the program was put on the “back burner” until conditions changed. The proposed MBA program was at what stage of the new-product development process when it was shelved? Idea generation Screening Idea evaluation Development Commercialization Answer: B 30

New Product Development: A Total Company Effort This slide refers to material on pp. 273-275.  Indicates place where slide “builds” to include the corresponding point (upon mouse click). Top management support Cross-functional team Clear understanding of customer needs Culture of innovation Organized new-product development process Product champion with authority Timely development cycle Cost management (tradeoffs between costs and customer benefits) 32

Checking Your Knowledge This slide relates to material on pp. 270-271. Which of the following statements about new-product development are true? The process should be informal to encourage innovation. The greatest number of product ideas is in the idea evaluation stage. The best criteria for evaluating new product ideas in the early stages is return on investment (ROI). The process should have top management support. All of the above statements are true. Answer: D 30

Need for Product Managers This slide relates to material on p. 280. Indicates place where slide “builds” to include the corresponding point (upon mouse click). Product/Brand Managers (manage specific brands; promotional responsibility) Common in Large Companies (many kinds of products; marketing efforts) Some Are “Product Champions” (product managers who are mainly concerned with implementing promotional efforts)

Total Quality Management (what gone right and what gone wrong) is Easier Said Than Done (Restaurant Manager has categorized the complaints reported on customer comment cards) This slide refers to material on pp. 277-278. 36

Building Quality into Services through TQM This slide relates to material on p. 284. Indicates place where slide “builds” to include the corresponding point (upon mouse click). Server Is Linked To the Service (inseparable from the service) Training Is Crucial (show how employees jobs relate to the total company effort) Empowerment Works (give employees the authority to correct a problem without checking with management)

Other Issues in Quality Implementation Efforts This slide relates to material on pp. 284-285. Indicates place where slide “builds” to include the corresponding point (upon mouse click). Managers Lead the Effort (through their actions and involvement; need top-level support) Specify Jobs and Benchmark (internal or external basis of comparison for evaluating how well a job is being done) Get a Return on Quality (deal with the most critical customer satisfaction issues in order to control costs)

Study Question 1 Acme Corporation is currently experiencing rising sales for a new product idea it pioneered several months ago. Profits are also increasing, so other competitors are now entering the market with similar products. The competitive situation is changing from monopoly to monopolistic competition. In which stage of the product life cycle is Acme Corporation operating?   A. Market establishment. B. Market introduction. C. Market growth. D. Market maturity. E. Sales decline. Answer C

Study Question 2 Over the past several years, like other auto manufacturers, General Motors (GM) has introduced many new models of sport utility vehicles (SUVs) in all of its major divisions. This proliferation of SUVs and an increase in gasoline prices have caused sales to level off. In response, General Motors offered rebates of up to $5,000, or no-interest financing, on selected models of SUVs. The largest rebates went to current owners of GM vehicles, so that they would replace their current vehicles with a GM model instead of switching to another brand. The rebates have been heavily advertised on national television. Profit margins per vehicle have shrunk as a result of these costly promotions. In what stage of the product life cycle is GM currently operating?  A. Market establishment. B. Market introduction. C. Market growth. D. Market maturity. E. Sales decline. Answer D

Study Question 3 Product life cycles refer to the life of: A. a firm's individual product. B. a product idea. C. a firm's brand. D. a fashion. E. all of the above. Answer B

Study Question 4 When looking for new product ideas, which of the following would be good sources?  A. your salespeople. B. your intermediaries. C. your competitors. D. your production people. E. all of the above. Answer E

Study Question 5 Midway, Inc. has seen most of its competitors drop out of its product-market due to declining industry sales and profits. But Midway still has much demand for its product from a small group of loyal customers. This product-market is in which product life cycle stage?  A. Market introduction B. Market maturity C. Market development D. Market growth E. Sales decline Answer E