1. www.mhhe.com/fourps Product Management and New-Product Development For use only with Perreault/Cannon/McCarthy or Perreault/McCarthy texts. © 2008 McGraw-Hill Companies, Inc. McGraw-Hill/Irwin CHAPTER NINE

2. Product Decisions for Marketing Strategy Planning (Exhibit 9-1)

3. CH 9: Product Management & New-ProductDevelopment CH 8: Elements of Product Planning for Goods & Services The product life cycle Life cycle stagesLife cycle stages Strategy planning for stagesStrategy planning for stages New-product development 5 Step process5 Step process Success factorsSuccess factors Managing brands Product managersProduct managers Role of Product Management and New-Product Development in Marketing Strategy (Exhibit 9-1)

4. Total industry profit (initially loss) Total industry sales Managing Products over Their Life Cycles (Exhibit 9-2)

5. AND Individual Brands Individual Brands May not follow the classic pattern May be introduced in market growth or maturity Not all brands are equally strong Market Definitions Market Definitions Should be carefully developed Different markets, different stages Contribute to the length of the cycle Product Life Cycles Should Be Related to Specific Markets

6. Can Be Tried Easy to Communicate Competitive Advantage Competitive Advantage Can Be Tried Easy to Communicate Competitive Advantage Competitive Advantage Easy to Use Compatible Product Life Cycles Vary in Length Some Products Move Fast

7. Competitors May Help Adoption Anticipate Speed of Movement Consider the Four Ps Allocate Sufficient Money Allocate Sufficient Money Be Flexible Planning for Different Stages of the Product Life Cycle Market Introduction & Growth

8. Improve the Product or Develop a New One

9. Don’t Pull the Plug So Quickly Phase-out May Be Necessary Phasing Out Dying Products Profitability Product Line Customer Support Sales Decline Can Be Profitable

10. An Organized New-Product Development Process is Critical (Exhibit 9-4)

11. New Product Development: A Total Company Effort (Exhibit 9-6)

12. Total Quality Management is Easier Said Than Done (Exhibit 9-7 )

13. Why Things Go Wrong (Exhibit 9-8)