| New Product Development and Product Life-Cycle Strategies 259
Chapter 9 | New Product Development and Product Life-Cycle Strategies 259
and I’m like, ‘Great, let’s go!’ They’ll say, ‘Oh, no, it’s not ready.’
I tell them, ‘The Googly thing is to launch it early on Google Labs [a site where users can try out experi- mental Google applications] and then to iterate, learning what the market wants—and making it great.’” Adds a Google engineering manager, “We set an operational tempo: When in doubt, do some- thing. If you have two paths and you’re not sure which is right, take the fastest path.”
According to Google CEO Eric Schmidt, when it comes to new- product development at Google, there are no two-year plans. The company’s new-product planning looks ahead only four to five months. Schmidt says that he would rather see projects fail quickly than see a carefully planned, long drawn-out project fail.
(www.googlelabs.com), a Web site where
Google is
Google’s famously chaotic innovation process has un- the public can kick the tires on half-baked
spectacularly
leashed a seemingly unending flurry of diverse products, rang- Google creations. Some Labs projects go
successful and
ing from an e-mail service (Gmail), a blog search engine (Google on to become real Google services, and
wildly innovative.
Blog Search), an online payment service (Google Checkout), and
others are quietly snuffed out.
Ask the people
a photo sharing service (Google Picasa) to a universal platform
who work there,
for mobile-phone applications (Google Android), a cloud- In the end, at Google, innovation is
and they’ll tell you
friendly Web browser (Chrome), projects for mapping and ex- more than a process—it’s part of the com-
that innovation is
ploring the world (Google Maps and Google Earth), and even an pany’s DNA. “Where does innovation hap-
more than just a
early-warning system for flu outbreaks in your area (FluTrends). pen at Google? It happens everywhere,”
process; it’s in the
Google claims that FluTrends has identified outbreaks two
says a Google research scientist.
air, in the spirit of
weeks sooner than has the U.S. Centers for Disease Control and Talk to Googlers at various levels and the place. Prevention.
departments, and one powerful theme emerges: Whether Google is open to new-product ideas from about any they’re designing search engines for the blind or preparing source. What ties it all together is the company’s passion for meals for their colleagues, these people feel that their work helping people find and use information. Innovation is the re- can change the world. The marvel of Google is its ability to sponsibility of every Google employee. Google engineers are en- continue to instill a sense of creative fearlessness and ambi- couraged to spend 20 percent of their time developing their own tion in its employees. Prospective hires are often asked, “If new-product ideas. And all new Google ideas are quickly tested you could change the world using Google’s resources, in beta form by the ultimate judges—those who will use them. what would you build?” But here, this isn’t a goofy or According to one observer: even theoretical question: Google wants to know because
Any time you cram some 20,000 of the world’s smartest thinking—and building—on that scale is what Google people into one company, you can expect to grow a gar-
does. This, after all, is the company that wants to make den of unrelated ideas. Especially when you give some of
available online every page of every book ever published. those geniuses one workday a week—Google’s famous
Smaller-gauge ideas die of disinterest. When it comes to in- “20 percent time”—to work on whatever projects fan their
novation, Google is different. But the difference isn’t tangi- passions. And especially when you create Google Labs
ble. It’s in the air—in the spirit of the place. 1
Parts
» | Marketing: Creating and Capturing Customer Value 3
» | Marketing: Creating and Capturing Customer Value 11
» | Marketing: Creating and Capturing Customer Value 13
» | Marketing: Creating and Capturing Customer Value 25
» | Marketing: Creating and Capturing Customer Value 29
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 37
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 41
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 43
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 51
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 55
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 57
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 63
» | Analyzing the Marketing Environment 65
» | Analyzing the Marketing Environment 71
» | Analyzing the Marketing Environment 73
» | Analyzing the Marketing Environment 77
» | Analyzing the Marketing Environment 79
» | Analyzing the Marketing Environment 81
» | Analyzing the Marketing Environment 85
» | Analyzing the Marketing Environment 87
» | Analyzing the Marketing Environment 89
» | Managing Marketing Information to Gain Customer Insights 97
» | Managing Marketing Information to Gain Customer Insights 99
» | Managing Marketing Information to Gain Customer Insights 103
» | Managing Marketing Information to Gain Customer Insights 109
» | Managing Marketing Information to Gain Customer Insights 111
» | Managing Marketing Information to Gain Customer Insights 113
» | Managing Marketing Information to Gain Customer Insights 115
» | Managing Marketing Information to Gain Customer Insights 127
» | Managing Marketing Information to Gain Customer Insights 131
» | Consumer Markets and Consumer Buyer Behavior 133
» | Consumer Markets and Consumer Buyer Behavior 137
» | Consumer Markets and Consumer Buyer Behavior 141
» | Consumer Markets and Consumer Buyer Behavior 143
» | Consumer Markets and Consumer Buyer Behavior 159
» | Consumer Markets and Consumer Buyer Behavior 163
» | Business Markets and Business Buyer Behavior 165
» | Business Markets and Business Buyer Behavior 175
» | Business Markets and Business Buyer Behavior 179
» What is Eaton’s value proposition?
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 189
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 193
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 197
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 203
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 205
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 207
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 209
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 211
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 213
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 219
» | Products, Services, and Brands: Building Customer Value 223
» | Products, Services, and Brands: Building Customer Value 225
» | Products, Services, and Brands: Building Customer Value 229
» | Products, Services, and Brands: Building Customer Value 237
» | Products, Services, and Brands: Building Customer Value 245
» | Products, Services, and Brands: Building Customer Value 247
» | Products, Services, and Brands: Building Customer Value 249
» | Products, Services, and Brands: Building Customer Value 251
» | Products, Services, and Brands: Building Customer Value 257
» | New Product Development and Product Life-Cycle Strategies 259
» | New Product Development and Product Life-Cycle Strategies 271
» | New Product Development and Product Life-Cycle Strategies 273
» | New Product Development and Product Life-Cycle Strategies 279
» | New Product Development and Product Life-Cycle Strategies 281
» | Pricing: Understanding and Capturing Customer Value 289
» | Pricing: Understanding and Capturing Customer Value 291
» | Pricing: Understanding and Capturing Customer Value 295
» | Pricing: Understanding and Capturing Customer Value 299
» | Pricing: Understanding and Capturing Customer Value 305
» | Pricing: Understanding and Capturing Customer Value 307
» | Marketing Channels: Delivering Customer Value 339
» | Marketing Channels: Delivering Customer Value 347
» | Marketing Channels: Delivering Customer Value 351
» | Marketing Channels: Delivering Customer Value 367
» | Retailing and Wholesaling 373
» | Retailing and Wholesaling 377
» | Retailing and Wholesaling 379
» | Retailing and Wholesaling 393
» | Retailing and Wholesaling 395
» | Retailing and Wholesaling 397
» | Retailing and Wholesaling 401
» | Retailing and Wholesaling 405
» | Communicating Customer Value: Integrated Marketing Communications Strategy 407
» | Communicating Customer Value: Integrated Marketing Communications Strategy 411
» | Communicating Customer Value: Integrated Marketing Communications Strategy 413
» | Communicating Customer Value: Integrated Marketing Communications Strategy 415
» | Communicating Customer Value: Integrated Marketing Communications Strategy 429
» | Communicating Customer Value: Integrated Marketing Communications Strategy 433
» | Advertising and Public Relations 435
» | Advertising and Public Relations 439
» | Advertising and Public Relations 441
» | Advertising and Public Relations 443
» | Advertising and Public Relations 445
» | Advertising and Public Relations 447
» | Advertising and Public Relations 449
» | Advertising and Public Relations 453
» | Personal Selling and Sales Promotion 463
» | Personal Selling and Sales Promotion 469
» | Personal Selling and Sales Promotion 471
» | Personal Selling and Sales Promotion 481
» How is the sales force at Nestlé Waters structured? outsells its top competitors.
» | Direct and Online Marketing: Building Direct Customer Relationships 495
» | Direct and Online Marketing: Building Direct Customer Relationships 499
» | Direct and Online Marketing: Building Direct Customer Relationships 507
» | Direct and Online Marketing: Building Direct Customer Relationships 509
» | Direct and Online Marketing: Building Direct Customer Relationships 515
» | Direct and Online Marketing: Building Direct Customer Relationships 525
» | Creating Competitive Advantage 527
» | Creating Competitive Advantage 529
» | Creating Competitive Advantage 537
» | Creating Competitive Advantage 549
» | The Global Marketplace 551
» | The Global Marketplace 553
» | The Global Marketplace 561
» | The Global Marketplace 573
» | Sustainable Marketing: Social Responsibility and Ethics 581
» | Sustainable Marketing: Social Responsibility and Ethics 583
» | Sustainable Marketing: Social Responsibility and Ethics 587
» | Sustainable Marketing: Social Responsibility and Ethics 595
» | Sustainable Marketing: Social Responsibility and Ethics 603
» | Sustainable Marketing: Social Responsibility and Ethics 605
» | Marketing by the Numbers A21
» | Marketing by the Numbers A27
Show more