[市场营销学泰斗菲利普科特勒的营销管理-1-第十一版.pptVIP

Chapter 12Developing New Market Offeringsby PowerPoint by Milton M. Pressley University of New Orleans Kotler on Marketing Who should ultimately design the product? The customer, of course. Chapter Objectives In this chapter, we focus on the following questions: What challenges does a company face in developing new products? What organizational structures are used to manage new-product development? What are the main stages in developing new products, and how can they be managed better? What factors affect the rate of diffusion and consumer adoption of newly launched products? Developing New Market Offerings Six categories of new products New-to-the-world products New product lines Additions to existing product lines Improvements and revisions of existing products Repositioning Cost reductions Challenges in New-Product Development Incremental innovation Disruptive technologies Why do new products fail? A high-level executive pushes a favorite idea through in spite of negative research findings. The idea is good, but the market size is overestimated. The product is not well designed. Challenges in New-Product Development The product is incorrectly positioned in the market, not advertised effectively, or overpriced. The product fails to gain sufficient distribution coverage or support. Development costs are higher than expected. Competitors fight back harder than expected. Challenges in New-Product Development Factors that tend to hinder new-product development Shortage of important ideas in certain areas Fragmented markets Social and governmental constraints Cost of development Capital shortages Faster required development time Shorter product life cycles Organizational Arrangements New-product deployment requires specific criteria – one company established the following acceptance criteria The product can be introduced within five years The product has a market potential of at least $50 million and a 15 percent growth rate. The product would provide at