Product Development
Product Development
So far, the product concept may have existed only as a word description, a dra\\ing or perhaps a crude mockup. If the product concept passes the business test, it moves into product development. Here, R & D or engineering develops the product
product development concept into a physical product. The product development step, however, now
Developing the product calls for a large jump in investment. It will show whether the product idea can be
concept into a physical turned into a workable product.
product in order to The R & D department will develop one or more physical versions of the
ensure that the product product concept. R & D hopes to design a prototype that will satisfy and excite
idea can be turned into a consumers and that can be produced quickly and at budgeted costs. Developing a
•workable product. successful prototype can take days, weeks, months or even years. The prototype
must have the required functional features and also convey the intended psycho logical characteristics. The fuelcell electric car, for example, should strike
consumers as being well built and safe. Management must leam what makes consumers decide that a ear is well built. To some consumers, this means that the
car lias 'solidsounding' doors. To others, it means that the car is able to withstand heavy impact in crash tests.
When the prototypes are ready, they must be tested. Functional tests are then conducted under laboratory and field conditions to make sure that the product performs safely and effectively. The new car must start easily; it must be comfort
able; it must be able to go around corners without overturning. Consumer tests are conducted, in which consumers testdrive the car and rate its attributes. For some products, prototyping and product development may involve both the key intermediaries that supply the product or service and the final consumer or end user. Consider the following example:
In the 1980s, Philips Consumer Electronics, Sony and Matsushita joined forces to develop a common format for consumerbased multimedia systems using compact discs. CDinteractive or CDi was the result.
The CDi player plugs into a TV set and the user interface is a remote control device. The initial use of CDi is for playing games And watching movies, but other applications such as home shopping are potentially very probable.
Philips, however, recognizes that, as with any new technology, the potential for home shopping must be demonstrated. First, home shopping companies are unlikely to replace their current paperbased shopping
616 • Chapter 14 Product Development and LifeCycle Strategies
catalogues with CDs without knowing if the multimedia homeshopping system works.
Philips launched the HOMESTEAD (Home Shopping by Television and Discs) ESPRIT project in June ] 992, which involved several user organizations Freemans, one of the largest homeshopping catalogue companies in the UK, Page & Moy, a major holiday provider, Barclays Bank and Little Rig One, a Belgian audiovisual company.
Barclays and Little Big One each received a 'multimedia toolkit' developed earlier by Philips. The toolkit was designed to be versatile and to allow the user company to assemble CDbased multimedia catalogues for itself and its partners. The customer test results were exceedingly encouraging: for example, Freeman's clothes catalogue showed its clothes and accessories in fullmotion video and allowed consumers cither to browse through the catalogue or to go straight to the section that interested them. The Page & Moy catalogue helped users plan their cruise holidays, which were brought to life on the TV screen. The package takes
the user on a tour of the ships from five different cruise companies, while also providing all the itinerary and booking details.
Philips then started an extensive consumer trial in the middle of 1994. the largest of its type ever undertaken 5,500 homes were issued with the Freeman, Page & Moy and Barclays catalogues and a questionnaire designed to obtain consumers' response. Some 300 homes had never used CDi and were vital for providing information on how the new product might be promoted to nonusers of CDi.' J Tests such as these can be expensive, but the feedback from potential customers is invaluable in helping the firm to prepare for the next steps in the new product programme.
When designing products, the company should look beyond simply creating products that satisfy consumer needs and wants. Too often, companies design their new products without enough concern for how the designs will be produced, The designs are then passed along to manufacturing, where engineers must try to find the best ways to produce the product. Companies may minimize production problems by adopting an approach towards product development called design
for manufacturability and assembly (DEMA). Using this approach, companies work to fashion products that arc both satisfying and easy to manufacture. This often results not only in lower costs, but also in higherquality and more reliable products. For example, using DFMA analysis, Texas Instruments redesigned an infrared gunsighting mechanism that it supplies to the Pentagon. The redesigned product required 75 fewer parts, 78 per cent fewer assembly steps and 85 per cent less assembly time. The new design did more than reduce production time and costs; it also worked better than the previous, more complex version. Thus DFMA can be a potent weapon in helping companies to get products to market sooner
and to offer higher quality at lower prices."
Parts
» Book Principles Of Marketin Pleased
» I'hrce considerations underlying the
» The Information Technology Boom
» • False Wants and Too Much Materialism
» There is good reason to search a 2.4
» Levi's Strategic Marketing and Planning
» Analysing the Current Easiness Portfolio
» Conflict Between Departments
» Marketing Strategies for Competitive Advantage
» Principal actors in the company's
» • Persistence of Cultural Values
» McDonald's; Breaking into the South African Market
» Analysis of International Market Opportunity Deciding Whether or Not to Go Abroad
» Understanding the Global Environment
» Procter & Gamble: Going Global in Cosmetics
» Sheba: The Pet's St Valentines Day Pedro Quclhas Brito, Universidade do Porto, Portugal
» Individual Differences in Innovativcncss
» Influence of Product Characteristics on Rate of Adoption
» Selling Business Jets: The Ultimate Executive Toy
» • Systems Buying and Selling
» • Strong Influences on Government Buyers
» TABI.EI GOVERNMENT CODES OF PRACTICE IN VARIOUS COUNTRIES
» Qantas: Taking Off in Tomorrow's Market
» • Defining the Problem and Research Objectives
» CLOSEDEND QUESTIONS NAME DESCRIPTION
» Estimating Total Market Demand
» Estimating Actual Sales and Market Shares
» TimeSeries Analysis technology.
» Segmenting International Markets
» • Selecting Market, Segments
» 2 VOLUME BRAND SHARES (%) BRAND SHARE CoffeeMate total: 55.5
» 7 CONSUMPTION BY HOUSEHOLD SIZE (PER PERSON/WEEK)
» Preview Case Gastrol: Liquid Engineering
» Determine the Competitors'Positions One way of defining competitors is to look at
» Communicating and Delivering the Chosen Position
» The Need for Customer Retention
» The Ultimate Test: Customer Profitability
» 1 POTENTIAL PRODUCT FIELDS FOR AN EXPANSION OP THE UNCLE BEN'S BRAND
» 2 VARIETIES OF UNCLE BEN'S FEINSCHMECKER SAUCE
» Federal Express: Losing a Packet in Europe
» Close or Distant Competitors
» • Expanding the Total Market
» • The Customer Service Department
» What Governs NewProduct Success?
» Lufthansa: Listening lo Customers
» Managing Productivity CU _ C7 ^ •
» Mattel: Getting it Right is No Child's Play
» Internal Factors Affecting Pricing Decisions
» • BreakEven Analysis and Target Profit Pricing
» 1 CAR OWNERSHIP ACROSS THE EUROPEAN UNION
» Mobile Phones: Even More Mobile Customers
» Stena Sealink versus Le Shuttle, Eurostar and the Rest
» Preview Case British Home Stores
» • Selecting the Message Source
» Setting the Total Promotion Budget
» Factors in Setting the Promotion Mix
» Integrated Marketing Communications
» Setting the Advertising Budget
» • Selecting Advertising Media
» Standardization or Differentiation
» Media Planning, Buying and Costs
» IBM Restructures the Sales Force
» • Other Sales Force Strategy and Structure Issues
» 5 per cent sales elite apart from the rest is 'an astounding 60 per cent [are] just there for the
» Britcraft Jetprop: Whose Sale is it Anyhow? 1
» 1 COMMERCIAL SUCCESS OF THE JETPROP AIRCRAFT, 1992 NUMBER OF CONTINENT
» 1 PANEUROPEAN CONSUMER GROUPS
» Analyzing Customer Service Needs
» Defining the Channel Objectives and Constraints
» Identifying Major Alternatives
» Designing International Distribution Channels
» Evaluating and Controlling Channel Members
» • Building Channel Partnerships
» The Growth of Direct Marketing
» Customer Databases arid Direct Marketing
» DirectResponse Television Marketing
» Online Marketing and Electronic Commerce
» Germany, the UK and other countries in Europe 1997 to SI.64 billion or 7.5 per cent of global
» • Creating an Electronic Storefront
» • Participating in Forums, Newsgroups and IVcb Communities
» • The Promise and Challenges of Online Marketing
» Roberto Alvarez del Blanco and Jeff Rapaport*
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