What Governs NewProduct Success?
What Governs NewProduct Success?
Because so many new products fail, companies are anxious to learn how to improve their odds of newproduct success. One way is to identify successful new products and find out what they have in common. One study of newproduct successes found that the no. 1 success factor is a unique superior product., one with higher quality, new features and higher value in use. Another key success factor is a welldefined product concept prior to development, in which the
company carefully defines and assesses the target market, the product require ments and the benefits before proceeding. New products that meet market needs
more closely than existing products invariably do well. Other success factors included technological and marketing synergy, quality of execution in all stages
606 • Chapter 14 Product Development and LifeCycle Strategies
and market sttrae&ijenfiss. 4 Thus to create successful new products, a company must understand its consumers, markets and competitors, and develop products that deliver superior value to customers.
Successful newproduct development may be even more difficult in the future. Keen competition has led to increasing market fragmentation companies must now aim at smaller market segments rather than the mass market, and this means smaller sales and profits for each product. New products must meet growing social and government constraints, such as consumer safety and environ mental standards. The costs of finding, developing and launching new products will increase steadily due to rising manufacturing, media and distribution costs. Many companies cannot afford or cannot raise the funds needed for newproduct development. Instead, they emphasize product modification and imitation rather than true innovation. Even when a new product is successful, rivals are so quick to copy it that the new product is typically fated to have only a short life.
So, companies face a problem they must develop new products, but the odds weigh heavily against success. The solution lies in strong newproduct planning and in setting up a systematic newproduct development process for finding and growing new products. Top management is ultimately accountable for the new product success record. It must take the lead, rather than simply ask lowerlevel staff
or the newproduct manager to come up with great ideas. It must define the busi ness domains and product categories that the company wants to focus on. Many or most newproduct ideas are likely to be unsuitable for development. Management must encourage the search for a large pool of ideas from which potential winners emerge. To facilitate the selection process, it must establish specific criteria for newproduct idea acceptance, based on the specific strategic rofe the product is expected to play. The product's role might be to help the company maintain its industry position as an innovator, to det'cnd a marketshare position, or to get a foothold in a future new market. Or the new product might help the company to take advantage of its special strengths or exploit technology in a new way.
Another crucial decision facing top management is how much to budget for newproduct development. Newproduct outcomes are so uncertain that it is diffi cult to use normal investment criteria for budgeting. Some companies solve this problem by encouraging and financing as many projects as possible, hoping to achieve a few winners. Other companies set their R & D budgets by applying a conventional percentagetosales figure or by spending what the competition spends. Still other companies decide how many successful new products they need and work backwards to estimate the required R & D investment.
Another important factor in newproduct development work is to set up effec tive organizational structures for nurturing innovation and handling new prod ucts. Successful newproduct development requires a companywide effort.
Successful innovative companies make a consistent commitment of resources to newproduct development, design and newproduct strategy that is linked to their strategic planning process, and set up formal and sophisticated organizational arrangements for managing the newproduct development process (see Marketing
Highlight 14.1). Let us now take a look at the major steps in the newproduct
development process.
NewProduct Development Process
The newproduct development process for finding and growing new products consists of nine main steps (see Figure 14.1).
NeuttPraduut Development Process • 607
Figure 14.1
Steps in new product development
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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