New products management:
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Boston [u.a.]
McGraw-Hill
2008
|
| Edition: | 9. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XVIII, 558 S. graph. Darst. |
| ISBN: | 9780073529882 0073529885 |
Staff View
MARC
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Record in the Search Index
| _version_ | 1804137316164304896 |
|---|---|
| adam_text | Contents in Brief
PART ONE
Overview and Opportunity
Identification/Selection 3
1. The Menu 5
2. The New Products Process
23
3. Opportunity Identification and
Selection: Strategic Planning for
New Products 53
PART TWO
Concept Generation 81
4. Preparation and Alternatives 83
5. Problem-Based Ideation: Finding and
Solving Customers Problems 109
6. Analytical Attribute Approaches:
Introduction and Perceptual
Mapping 131
7. Analytical Attribute Approaches:
Trade-off Analysis and Qualitative
Techniques 148
PART THREE
Concept/Project Evaluation 169
8. The Concept Evaluation
System 171
9. Concept Testing 191
10. The Full Screen 217
11. Sales Forecasting and Financial
Analysis 235
12. Product Protocol 262
PART FOUR
Development 285
13. Design 289
14. Development Team
Management 315
15. Product Use Testing 345
PART FIVE
Launch 369
16. Strategic Launch Planning 372
17. Implementation of the Strategic
Plan 407
18. Market Testing 428
19. Launch Management 456
20. Public Policy Issues 478
BIBLIOGRAPHY 505
APPENDIXES
A Sources of Ideas Already
Generated 509
B Other Techniques of Concept
Generation 515
C Small s Ideation Stimulator
Checklist 525
D The Marketing Plan 531
E Guidelines for Evaluating a New
Products Program 537
INDEX 541
Contents
PART ONE
OVERVIEW AND OPPORTUNITY
IDENTIFICATION/SELECTION 3
Chapter 1
The Menu 5
Setting 5
Why Is This an Important Field of Study? 6
What s Special about This Field, from the
Student s Viewpoint? 9
OK, So What Is a New Product, and What
Leads to Success? 12
What about New Services, Business-to-
Business Products, and International
Products? 15
On What Basic Ideas or Concepts
Is This Field of Activity Built? 16
Don t Most Real Innovations Come
from Small Firms and Inventors? 17
Is New Products Management an
Art or a Science? 18
Does This Field of Activity Have a
Unique Vocabulary? 18
Does the Field of New Products
Offer Careers? 19
Given All of This, What Will We Be Doing
in This Book? 20
Does All This Actually Work? 21
Summary 21
Applications 22
Chapter 2
The New Products Process 23
Setting 23
The Highlighter Saga 23
What Happened in That Saga? 25
The Basic New Products Process 26
Phase 1: Opportunity Identification and Selection 28
Phase 2: Concept Generation 29
xii
Phase 3: Concept/Project Evaluation 30
Phase 4: Development 31
Phase 5: Launch 32
The Concept Life Cycle 33
Speeding the Product to Market 35
Techniques for Speeding Time to Market 35
Risks and Guidelines in Speeding to Market 38
What about New Services? 40
What about New-to-the-World
Products? 42
Closing Thoughts about the New
Products Process 46
Summary 47
Applications 48
Case: Tastykake Sensables 48
Case: The Levacor Heart Pump 51
Chapter 3
Opportunity Identification and
Selection: Strategic Planning for
New Products 53
Setting 53
Why Have Strategic Planning? 53
A Strategy for a Company within a
Company 54
New Product Strategy Inputs 54
Product Platform Planning 55
Opportunity Identification 58
Noncorporate Strategic Planning 59
Miscellaneous Sources 60
The Product Innovation Charter 61
Background Section of the PIC 63
The Arena (Area of Focus) Section
of the PIC 63
Goals and Objectives Section of the PIC 66
Special Guidelines Section of the PIC 67
A Word on How to Prepare a Product
Innovation Charter 69
The New Product s Strategic Fit 71
Summary 74
Contents xiii
Applications 74
Case: New Product Strategy at
Kellogg 75
Case: Microsoft Windows 95
and Windows Vista 77
PART TWO
CONCEPT GENERATION
81
Chapter 4
Preparation and Alternatives 83
Setting 83
Preparation 83
The Product Innovation Charter 83
Finding the Right People 84
Management s Role in Making Creative
People Productive 86
Activities to Encourage Creativity 87
Special Rewards 88
The Removal of Roadblocks 89
The Concept 90
The Designer Decaf Example 93
The Concept Statement 94
Two Basic Approaches 95
Important Sources of Ready-Made
New Product Ideas 96
Lead Users 98
Open Innovation 101
Summary 103
Applications 104
Case: P G CarpetFlick 105
Case: Concept Generation in the
Toy Industry 107
Chapter 5
Problem-Based Ideation: Finding and
Solving Customers Problems 109
Setting 109
The Overall System of Internal Concept
Generation 109
Gathering the Problems 111
Internal Records 111
Direct Inputs from Technical and Marketing
Departments 111
Problem Analysis 112
Scenario Analysis 119
Solving the Problems 123
Group Creativity 123
Brainstorming 124
Electronic Brainstorming and Computer-Assisted
Creativity Techniques 124
Disciplines Panel 125
Concept Generation Techniques in Action 126
Summary 126
Applications 127
Case: Campbell s IQ Meals 128
Case: Earning Organizational Respect 129
Chapter 6
Analytical Attribute Approaches:
Introduction and Perceptual
Mapping 131
Setting 131
Understanding Why Customers
Buy a Product 131
Products Are Groups of Attributes 131
Analyzing Product Attributes for Concept
Generation and Evaluation 133
Gap Analysis 133
Determinant Gap Maps 134
Perceptual Gap Maps Based on Attribute
Ratings (AR) 135
Perceptual Gap Maps Based on Overall
Similarities (OS) 141
Comments on Gap Analysis 144
Summary 145
Applications 145
Case: Dell Computers (A) 146
Chapter 7
Analytical Attribute Approaches:
Trade-off Analysis and Qualitative
Techniques 148
Setting 148
Trade-off Analysis 148
Using Trade-off Analysis to Generate Concepts 149
A Conjoint Analysis Application 150
Alternatives to Full-Profile Conjoint
Analysis 154
xiv Contents
Recent Modifications in Conjoint Analysis 155
Virtual Prototypes in Concept Testing 156
Qualitative Techniques 157
Dimensional Analysis 157
Checklists 158
Relationships Analysis 160
About the Dimensions Used in Relationships
Analysis 160
Two-Dimensional Matrix 160
Morphological or Multidimensional Matrix 161
Analogy 162
Summary 163
Applications 164
Case: Rubbermaid Inc. 165
PART THREE
CONCEPT/PROJECT
EVALUATION 169
Chapter 8
The Concept Evaluation System 171
Setting 171
What s Going on in the New
Products Process? 171
The Evaluation System for the Basic New
Products Process 172
Product Line Considerations in Concept
Evaluation 174
The Cumulative Expenditures Curve 175
The Risk/Payoff Matrix 176
The Decay Curve 177
Planning the Evaluation System 178
Everything Is Tentative 178
Potholes 179
The People Dimension 180
Surrogates 181
The A-T-A-R Model 181
Where Do We Get the Figures for
the A-T-A-R Model? 185
Further Uses of the A-T-A-R Model 186
Summary 187
Applications 187
Case: Chipotle Mexican Grill 188
Case: Concept Development
Corporation 189
Chapter 9
Concept Testing 191
Setting 191
The Importance of Up-Front
Evaluations 191
The Product Innovation Charter 192
Market Analysis 193
Initial Reaction 193
Concept Testing and Development 194
What Is a New Product Concept? 196
The Purposes of Concept Testing 197
Considerations in Concept Testing
Research 198
Prepare the Concept Statement 198
Define the Respondent Group 202
Select the Response Situation 203
Prepare the Interviewing Sequence 204
Variations 205
Analyzing Research Results 205
Identifying Benefit Segments 206
Joint Space Maps 207
Conjoint Analysis in Concept
Testing 210
Conclusions 213
Summary 213
Applications 214
Case: Nokia 215
Case: Dell Computers (B) 216
Chapter 10
The Full Screen
217
Setting 217
Purposes of the Full Screen
The Scoring Model 219
Introductory Concept 219
The Screening Procedure 221
Profile Sheet 226
A Screening Model Based on
Project NewProd 227
The Analytic Hierarchy
Process 227
Special Aspects 230
Summary 232
Applications 232
Case: WiLife, Inc. (A) 233
217
Contents xv
Chapter 11
Sales Forecasting and Financial
Analysis 235
Setting 235
Sales Forecasting for New Products 236
Forecasting Sales Using Purchase Intentions 237
Forecasting Sales Using the A-T-A-R Model 239
Techniques for Forecasting Product Diffusion 241
Observations on Forecasting Models 243
Problems with Sales Forecasting 243
Summary of the Problems 244
Actions by Managers to Handle These
Problems 245
Improve the New Product Process Currently
in Use 245
Use the Life Cycle Concept of Financial Analysis 246
Reduce Dependence on Poor Forecasts 247
Return to the PIC 250
Summary 253
Applications 254
Case: Bay City Electronics 255
Bay City Appendix: Financial Analysis for
New Products 259
Compiling the Key Data 259
Chapter 12
Product Protocol
262
Setting 262
Review 262
Purposes of the Protocol 263
Protocol s Specific Contents 266
Target Market 266
Positioning 268
Product Attributes 268
Competitive Comparisons and Augmentation
Dimensions 270
Marketing Requirements 271
Other Components of the Product Protocol 271
Protocol and The Voice of the Customer 272
What Is the Voice of the Customer? 272
Hearing the Voice of the Customer 273
Protocol and Quality Function
Deployment (QFD) 274
QFD and the House of Quality 274
Outcomes of QFD 278
Some Warnings about the Difficulty of the
Protocol Process 280
Summary 281
Applications 281
Case: WiLife, Inc. (B) 282
PART FOUR
DEVELOPMENT 285
Chapter 13
Design 289
Setting 289
What Is Design? 289
The Role of Design in the New Products
Process 290
Contributions of Design to New Product Goals 290
Product Architecture 295
A Process for Product Architecture 296
Product Architecture and Product Platforms 297
Industrial Design and the Industrial
Designer 297
Prototype Development 299
Managing the Interfaces in the
Design Process 300
Improving the Interfaces in the
Design Process 303
Computer-Aided Design and Design for
Manufacturability 305
Continuous Improvement in Design 307
Summary 308
Applications 308
Case: The Mini 309
Case: Gillette Mach3 310
Case: iPhone 312
Chapter 14
Development Team Management 315
Setting 315
What Is a Team? 315
Structuring the Team 316
Another Look at Projectization 319
Choosing an Organizational Option 320
Building a Team 322
Establishing a Culture of Collaboration 322
xvi Contents
The Team Assignment and Ownership 323
Selecting the Leader 324
Selecting the Team Members 325
Roles and Participants 326
Network Building 329
Training the Teams 329
Managing the Team 330
Cross-Functional Interface Management 331
Overcoming Barriers to Market Orientation 334
Ongoing Management of the Team 334
Team Compensation and Motivation 335
Closing the Team Down 336
Managing Globally Dispersed Teams 336
Summary 340
Applications 340
Case: Marko Products 341
Case: Ford Mondeo 343
Answers to Figure 14.9 344
Chapter 15
Product Use Testing 345
Setting 345
The Role of Marketing during
Development 346
Marketing Is Involved from the
Beginning of the Process 346
Marketing Ramp-Up, or the I Think
We ve Got It Phase 347
Why Do Product Use Testing? 348
Is Product Use Testing Really
Necessary? 348
Are These Arguments Correct? 349
Knowledge Gained from Product
Use Testing 352
Decisions in Product Use Testing 357
Who Should Be in the User Group? 357
How Should We Reach the User Group? 358
Should We Disclose Our Identity? 358
How Much Explanation Should We Provide? 359
How Much Control over Product Use
Should There Be? 359
How Should the Test Be Conducted? 360
Over What Time Period Should the
Test Be Conducted? 361
What Should Be the Source of the Product
Being Tested? 361
What Should Be the Form of the Product
Being Tested? 362
How Should We Record Respondents
Reactions? 362
How Should We Interpret the Figures
We Get? 364
Who Should Do the Product Use Test? 364
Special Problems 364
Summary 365
Applications 365
Case: Product Use Testing for New
Consumer Nondurables 366
PART FIVE
LAUNCH 369
Chapter 16
Strategic Launch Planning 372
Setting 372
The Strategic Givens 373
Revisiting the Strategic Goals 374
Strategic Platform Decisions 375
Type of Demand Sought 375
Permanence 376
Aggressiveness 376
Competitive Advantage 377
Product Line Replacement 377
Competitive Relationship 378
Scope of Market Entry 378
Image 379
The Target Market Decision 379
Alternative Ways to Segment a Market 379
Micromarketing and Mass Customization 380
Targeting May Also Use Diffusion of
Innovation 383
Product Positioning 385
Creating Unique Value for the
Chosen Target 388
Branding and Brand Management 389
Trademarks and Registration 389
What Is a Good Brand Name? 391
Managing Brand Equity 393
Brand Name Dilution 397
Brand Profitability 398
Global Brand Leadership 399
Contents xvii
Packaging 400
The Role of Packaging 400
The Packaging Decision 400
Summary 401
Applications 402
Case:Wii 403
Case: Iridium 404
Case: Dell Computers (C) 406
Chapter 17
Implementation of the
Strategic Plan 407
Setting 407
The Launch Cycle 407
Prelaunch and Preannouncement 407
Announcement, Beachhead, and Early Growth
Launch Tactics 411
The Communications Plan 412
The Copy Strategy Statement 413
Personal Selling 414
Alliances 415
A-T-A-R Requirements 415
Awareness 415
Stocking and Availability 416
Trial 418
Repeat Purchase 421
Summary 422
Applications 422
Case: Dodge Nitro 423
Case: Celsius and Enviga 425
Answers to the Issues in Figure V.3 427
Chapter 18
Market Testing 428
Setting 428
The Market Testing Decision 428
When Is the Decision Made? 429
Is This an Easy Decision to Make? 429
The Factors for Deciding Whether to
Market Test 430
Methods of Market Testing 433
Pseudo Sale 433
Controlled Sale 433
Full Sale 434
Pseudo Sale Methods 434
410
Speculative Sale 435
Simulated Test Market 436
Controlled Sale Methods 439
Informal Selling 439
Direct Marketing 440
Minimarkets 440
Scanner Market Testing 442
Full Sale Methods 443
Test Marketing 443
The Rollout 446
Wrap-up on Market Testing
Methodologies 451
Summary 451
Applications 452
Case: PepsiCo—Pepsi-Kona and Pepsi One 453
Case: Square D Remote Lamp Dimmer 454
Chapter 19
Launch Management 456
Setting 456
What We Mean by Launch Management 456
The Launch Management System 457
Step One: Spot Potential Problems 458
Step Two: Select the Control Events 462
Step Three: Develop Contingency Plans 463
Step Four: Design the Tracking System 464
A Sample Launch Management Plan 468
Launch Management and
Knowledge Creation 468
Product Failure 471
Summary 473
Applications 474
Case: Levitra 475
Case: Spin Vox 477
Chapter 20
Public Policy Issues 478
Setting 478
Bigger Picture: A Cycle of Concerns 478
Phase I: Stirring 479
Phase II: Trial Support 479
Phase III: The Political Arena 480
Phase TV: Regulatory Adjustment 481
Business Attitudes toward Product Issues 481
Current Problem Areas 481
xviii Contents
Product Liability 482
Typology of Injury Sources 483
The Four Legal Bases for Product Liability 484
Other Legislation 486
Planning for the Product Recall 487
Attempts at Standardization and
Clarification 488
Environmental Needs 488
The Managerial Dilemma 488
Product Piracy 490
Worthy Products 492
Morality 492
Monopoly 493
Personal Ethics 493
The Underlying Residual Issues 495
What Are New Products Managers Doing
about All This? 496
Strategy and Policy 496
Control Systems 496
Product Testing 496
Marketing and Market Testing 496
Customer Education and External Affairs 497
Summary 497
Applications 497
Case: Hybrid or Hydrogen Vehicles at
General Motors? 499
Case: Product (RED) 501
Case: YouTube 502
Solutions to Figure 20.3 504
Bibliography
Appendix A
Appendix B
Appendix C
Appendix D
Appendix E
Index 541
505
Sources of Ideas Already
Generated 509
Other Techniques of Concept
Generation 515
Small s Ideation Stimulator
Checklist 525
The Marketing Plan 531
Guidelines for Evaluating a
New Products Program 537
|
| adam_txt |
Contents in Brief
PART ONE
Overview and Opportunity
Identification/Selection 3
1. The Menu 5
2. The New Products Process
23
3. Opportunity Identification and
Selection: Strategic Planning for
New Products 53
PART TWO
Concept Generation 81
4. Preparation and Alternatives 83
5. Problem-Based Ideation: Finding and
Solving Customers' Problems 109
6. Analytical Attribute Approaches:
Introduction and Perceptual
Mapping 131
7. Analytical Attribute Approaches:
Trade-off Analysis and Qualitative
Techniques 148
PART THREE
Concept/Project Evaluation 169
8. The Concept Evaluation
System 171
9. Concept Testing 191
10. The Full Screen 217
11. Sales Forecasting and Financial
Analysis 235
12. Product Protocol 262
PART FOUR
Development 285
13. Design 289
14. Development Team
Management 315
15. Product Use Testing 345
PART FIVE
Launch 369
16. Strategic Launch Planning 372
17. Implementation of the Strategic
Plan 407
18. Market Testing 428
19. Launch Management 456
20. Public Policy Issues 478
BIBLIOGRAPHY 505
APPENDIXES
A Sources of Ideas Already
Generated 509
B Other Techniques of Concept
Generation 515
C Small's Ideation Stimulator
Checklist 525
D The Marketing Plan 531
E Guidelines for Evaluating a New
Products Program 537
INDEX 541
Contents
PART ONE
OVERVIEW AND OPPORTUNITY
IDENTIFICATION/SELECTION 3
Chapter 1
The Menu 5
Setting 5
Why Is This an Important Field of Study? 6
What's Special about This Field, from the
Student's Viewpoint? 9
OK, So What Is a New Product, and What
Leads to Success? 12
What about New Services, Business-to-
Business Products, and International
Products? 15
On What Basic Ideas or Concepts
Is This Field of Activity Built? 16
Don't Most Real Innovations Come
from Small Firms and Inventors? 17
Is New Products Management an
Art or a Science? 18
Does This Field of Activity Have a
Unique Vocabulary? 18
Does the Field of New Products
Offer Careers? 19
Given All of This, What Will We Be Doing
in This Book? 20
Does All This Actually Work? 21
Summary 21
Applications 22
Chapter 2
The New Products Process 23
Setting 23
The Highlighter Saga 23
What Happened in That Saga? 25
The Basic New Products Process 26
Phase 1: Opportunity Identification and Selection 28
Phase 2: Concept Generation 29
xii
Phase 3: Concept/Project Evaluation 30
Phase 4: Development 31
Phase 5: Launch 32
The Concept Life Cycle 33
Speeding the Product to Market 35
Techniques for Speeding Time to Market 35
Risks and Guidelines in Speeding to Market 38
What about New Services? 40
What about New-to-the-World
Products? 42
Closing Thoughts about the New
Products Process 46
Summary 47
Applications 48
Case: Tastykake Sensables 48
Case: The Levacor Heart Pump 51
Chapter 3
Opportunity Identification and
Selection: Strategic Planning for
New Products 53
Setting 53
Why Have Strategic Planning? 53
A Strategy for a "Company within a
Company" 54
New Product Strategy Inputs 54
Product Platform Planning 55
Opportunity Identification 58
Noncorporate Strategic Planning 59
Miscellaneous Sources 60
The Product Innovation Charter 61
Background Section of the PIC 63
The Arena (Area of Focus) Section
of the PIC 63
Goals and Objectives Section of the PIC 66
Special Guidelines Section of the PIC 67
A Word on How to Prepare a Product
Innovation Charter 69
The New Product's Strategic Fit 71
Summary 74
Contents xiii
Applications 74
Case: New Product Strategy at
Kellogg 75
Case: Microsoft Windows 95
and Windows Vista 77
PART TWO
CONCEPT GENERATION
81
Chapter 4
Preparation and Alternatives 83
Setting 83
Preparation 83
The Product Innovation Charter 83
Finding the Right People 84
Management's Role in Making Creative
People Productive 86
Activities to Encourage Creativity 87
Special Rewards 88
The Removal of Roadblocks 89
The Concept 90
The Designer Decaf Example 93
The Concept Statement 94
Two Basic Approaches 95
Important Sources of Ready-Made
New Product Ideas 96
Lead Users 98
Open Innovation 101
Summary 103
Applications 104
Case: P G CarpetFlick 105
Case: Concept Generation in the
Toy Industry 107
Chapter 5
Problem-Based Ideation: Finding and
Solving Customers' Problems 109
Setting 109
The Overall System of Internal Concept
Generation 109
Gathering the Problems 111
Internal Records 111
Direct Inputs from Technical and Marketing
Departments 111
Problem Analysis 112
Scenario Analysis 119
Solving the Problems 123
Group Creativity 123
Brainstorming 124
Electronic Brainstorming and Computer-Assisted
Creativity Techniques 124
Disciplines Panel 125
Concept Generation Techniques in Action 126
Summary 126
Applications 127
Case: Campbell's IQ Meals 128
Case: Earning Organizational Respect 129
Chapter 6
Analytical Attribute Approaches:
Introduction and Perceptual
Mapping 131
Setting 131
Understanding Why Customers
Buy a Product 131
Products Are Groups of Attributes 131
Analyzing Product Attributes for Concept
Generation and Evaluation 133
Gap Analysis 133
Determinant Gap Maps 134
Perceptual Gap Maps Based on Attribute
Ratings (AR) 135
Perceptual Gap Maps Based on Overall
Similarities (OS) 141
Comments on Gap Analysis 144
Summary 145
Applications 145
Case: Dell Computers (A) 146
Chapter 7
Analytical Attribute Approaches:
Trade-off Analysis and Qualitative
Techniques 148
Setting 148
Trade-off Analysis 148
Using Trade-off Analysis to Generate Concepts 149
A Conjoint Analysis Application 150
Alternatives to Full-Profile Conjoint
Analysis 154
xiv Contents
Recent Modifications in Conjoint Analysis 155
Virtual Prototypes in Concept Testing 156
Qualitative Techniques 157
Dimensional Analysis 157
Checklists 158
Relationships Analysis 160
About the Dimensions Used in Relationships
Analysis 160
Two-Dimensional Matrix 160
Morphological or Multidimensional Matrix 161
Analogy 162
Summary 163
Applications 164
Case: Rubbermaid Inc. 165
PART THREE
CONCEPT/PROJECT
EVALUATION 169
Chapter 8
The Concept Evaluation System 171
Setting 171
What's Going on in the New
Products Process? 171
The Evaluation System for the Basic New
Products Process 172
Product Line Considerations in Concept
Evaluation 174
The Cumulative Expenditures Curve 175
The Risk/Payoff Matrix 176
The Decay Curve 177
Planning the Evaluation System 178
Everything Is Tentative 178
Potholes 179
The People Dimension 180
Surrogates 181
The A-T-A-R Model 181
Where Do We Get the Figures for
the A-T-A-R Model? 185
Further Uses of the A-T-A-R Model 186
Summary 187
Applications 187
Case: Chipotle Mexican Grill 188
Case: Concept Development
Corporation 189
Chapter 9
Concept Testing 191
Setting 191
The Importance of Up-Front
Evaluations 191
The Product Innovation Charter 192
Market Analysis 193
Initial Reaction 193
Concept Testing and Development 194
What Is a New Product Concept? 196
The Purposes of Concept Testing 197
Considerations in Concept Testing
Research 198
Prepare the Concept Statement 198
Define the Respondent Group 202
Select the Response Situation 203
Prepare the Interviewing Sequence 204
Variations 205
Analyzing Research Results 205
Identifying Benefit Segments 206
Joint Space Maps 207
Conjoint Analysis in Concept
Testing 210
Conclusions 213
Summary 213
Applications 214
Case: Nokia 215
Case: Dell Computers (B) 216
Chapter 10
The Full Screen
217
Setting 217
Purposes of the Full Screen
The Scoring Model 219
Introductory Concept 219
The Screening Procedure 221
Profile Sheet 226
A Screening Model Based on
Project NewProd 227
The Analytic Hierarchy
Process 227
Special Aspects 230
Summary 232
Applications 232
Case: WiLife, Inc. (A) 233
217
Contents xv
Chapter 11
Sales Forecasting and Financial
Analysis 235
Setting 235
Sales Forecasting for New Products 236
Forecasting Sales Using Purchase Intentions 237
Forecasting Sales Using the A-T-A-R Model 239
Techniques for Forecasting Product Diffusion 241
Observations on Forecasting Models 243
Problems with Sales Forecasting 243
Summary of the Problems 244
Actions by Managers to Handle These
Problems 245
Improve the New Product Process Currently
in Use 245
Use the Life Cycle Concept of Financial Analysis 246
Reduce Dependence on Poor Forecasts 247
Return to the PIC 250
Summary 253
Applications 254
Case: Bay City Electronics 255
Bay City Appendix: Financial Analysis for
New Products 259
Compiling the Key Data 259
Chapter 12
Product Protocol
262
Setting 262
Review 262
Purposes of the Protocol 263
Protocol's Specific Contents 266
Target Market 266
Positioning 268
Product Attributes 268
Competitive Comparisons and Augmentation
Dimensions 270
Marketing Requirements 271
Other Components of the Product Protocol 271
Protocol and The Voice of the Customer 272
What Is the Voice of the Customer? 272
Hearing the Voice of the Customer 273
Protocol and Quality Function
Deployment (QFD) 274
QFD and the House of Quality 274
Outcomes of QFD 278
Some Warnings about the Difficulty of the
Protocol Process 280
Summary 281
Applications 281
Case: WiLife, Inc. (B) 282
PART FOUR
DEVELOPMENT 285
Chapter 13
Design 289
Setting 289
What Is Design? 289
The Role of Design in the New Products
Process 290
Contributions of Design to New Product Goals 290
Product Architecture 295
A Process for Product Architecture 296
Product Architecture and Product Platforms 297
Industrial Design and the Industrial
Designer 297
Prototype Development 299
Managing the Interfaces in the
Design Process 300
Improving the Interfaces in the
Design Process 303
Computer-Aided Design and Design for
Manufacturability 305
Continuous Improvement in Design 307
Summary 308
Applications 308
Case: The Mini 309
Case: Gillette Mach3 310
Case: iPhone 312
Chapter 14
Development Team Management 315
Setting 315
What Is a Team? 315
Structuring the Team 316
Another Look at Projectization 319
Choosing an Organizational Option 320
Building a Team 322
Establishing a Culture of Collaboration 322
xvi Contents
The Team Assignment and Ownership 323
Selecting the Leader 324
Selecting the Team Members 325
Roles and Participants 326
Network Building 329
Training the Teams 329
Managing the Team 330
Cross-Functional Interface Management 331
Overcoming Barriers to Market Orientation 334
Ongoing Management of the Team 334
Team Compensation and Motivation 335
Closing the Team Down 336
Managing Globally Dispersed Teams 336
Summary 340
Applications 340
Case: Marko Products 341
Case: Ford Mondeo 343
Answers to Figure 14.9 344
Chapter 15
Product Use Testing 345
Setting 345
The Role of Marketing during
Development 346
Marketing Is Involved from the
Beginning of the Process 346
Marketing Ramp-Up, or the "I Think
We've Got It" Phase 347
Why Do Product Use Testing? 348
Is Product Use Testing Really
Necessary? 348
Are These Arguments Correct? 349
Knowledge Gained from Product
Use Testing 352
Decisions in Product Use Testing 357
Who Should Be in the User Group? 357
How Should We Reach the User Group? 358
Should We Disclose Our Identity? 358
How Much Explanation Should We Provide? 359
How Much Control over Product Use
Should There Be? 359
How Should the Test Be Conducted? 360
Over What Time Period Should the
Test Be Conducted? 361
What Should Be the Source of the Product
Being Tested? 361
What Should Be the Form of the Product
Being Tested? 362
How Should We Record Respondents'
Reactions? 362
How Should We Interpret the Figures
We Get? 364
Who Should Do the Product Use Test? 364
Special Problems 364
Summary 365
Applications 365
Case: Product Use Testing for New
Consumer Nondurables 366
PART FIVE
LAUNCH 369
Chapter 16
Strategic Launch Planning 372
Setting 372
The Strategic Givens 373
Revisiting the Strategic Goals 374
Strategic Platform Decisions 375
Type of Demand Sought 375
Permanence 376
Aggressiveness 376
Competitive Advantage 377
Product Line Replacement 377
Competitive Relationship 378
Scope of Market Entry 378
Image 379
The Target Market Decision 379
Alternative Ways to Segment a Market 379
Micromarketing and Mass Customization 380
Targeting May Also Use Diffusion of
Innovation 383
Product Positioning 385
Creating Unique Value for the
Chosen Target 388
Branding and Brand Management 389
Trademarks and Registration 389
What Is a Good Brand Name? 391
Managing Brand Equity 393
Brand Name Dilution 397
Brand Profitability 398
Global Brand Leadership 399
Contents xvii
Packaging 400
The Role of Packaging 400
The Packaging Decision 400
Summary 401
Applications 402
Case:Wii 403
Case: Iridium 404
Case: Dell Computers (C) 406
Chapter 17
Implementation of the
Strategic Plan 407
Setting 407
The Launch Cycle 407
Prelaunch and Preannouncement 407
Announcement, Beachhead, and Early Growth
Launch Tactics 411
The Communications Plan 412
The Copy Strategy Statement 413
Personal Selling 414
Alliances 415
A-T-A-R Requirements 415
Awareness 415
Stocking and Availability 416
Trial 418
Repeat Purchase 421
Summary 422
Applications 422
Case: Dodge Nitro 423
Case: Celsius and Enviga 425
Answers to the Issues in Figure V.3 427
Chapter 18
Market Testing 428
Setting 428
The Market Testing Decision 428
When Is the Decision Made? 429
Is This an Easy Decision to Make? 429
The Factors for Deciding Whether to
Market Test 430
Methods of Market Testing 433
Pseudo Sale 433
Controlled Sale 433
Full Sale 434
Pseudo Sale Methods 434
410
Speculative Sale 435
Simulated Test Market 436
Controlled Sale Methods 439
Informal Selling 439
Direct Marketing 440
Minimarkets 440
Scanner Market Testing 442
Full Sale Methods 443
Test Marketing 443
The Rollout 446
Wrap-up on Market Testing
Methodologies 451
Summary 451
Applications 452
Case: PepsiCo—Pepsi-Kona and Pepsi One 453
Case: Square D Remote Lamp Dimmer 454
Chapter 19
Launch Management 456
Setting 456
What We Mean by Launch Management 456
The Launch Management System 457
Step One: Spot Potential Problems 458
Step Two: Select the Control Events 462
Step Three: Develop Contingency Plans 463
Step Four: Design the Tracking System 464
A Sample Launch Management Plan 468
Launch Management and
Knowledge Creation 468
Product Failure 471
Summary 473
Applications 474
Case: Levitra 475
Case: Spin Vox 477
Chapter 20
Public Policy Issues 478
Setting 478
Bigger Picture: A Cycle of Concerns 478
Phase I: Stirring 479
Phase II: Trial Support 479
Phase III: The Political Arena 480
Phase TV: Regulatory Adjustment 481
Business Attitudes toward Product Issues 481
Current Problem Areas 481
xviii Contents
Product Liability 482
Typology of Injury Sources 483
The Four Legal Bases for Product Liability 484
Other Legislation 486
Planning for the Product Recall 487
Attempts at Standardization and
Clarification 488
Environmental Needs 488
The Managerial Dilemma 488
Product Piracy 490
Worthy Products 492
Morality 492
Monopoly 493
Personal Ethics 493
The Underlying Residual Issues 495
What Are New Products Managers Doing
about All This? 496
Strategy and Policy 496
Control Systems 496
Product Testing 496
Marketing and Market Testing 496
Customer Education and External Affairs 497
Summary 497
Applications 497
Case: Hybrid or Hydrogen Vehicles at
General Motors? 499
Case: Product (RED) 501
Case: YouTube 502
Solutions to Figure 20.3 504
Bibliography
Appendix A
Appendix B
Appendix C
Appendix D
Appendix E
Index 541
505
Sources of Ideas Already
Generated 509
Other Techniques of Concept
Generation 515
Small's Ideation Stimulator
Checklist 525
The Marketing Plan 531
Guidelines for Evaluating a
New Products Program 537 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Crawford, Charles Merle Di Benedetto, C. Anthony |
| author_GND | (DE-588)170628760 |
| author_facet | Crawford, Charles Merle Di Benedetto, C. Anthony |
| author_role | aut aut |
| author_sort | Crawford, Charles Merle |
| author_variant | c m c cm cmc b c a d bca bcad |
| building | Verbundindex |
| bvnumber | BV023072362 |
| callnumber-first | H - Social Science |
| callnumber-label | HF5415 |
| callnumber-raw | HF5415.153 |
| callnumber-search | HF5415.153 |
| callnumber-sort | HF 45415.153 |
| callnumber-subject | HF - Commerce |
| classification_rvk | QP 624 |
| ctrlnum | (OCoLC)169874129 (DE-599)BVBBV023072362 |
| dewey-full | 658.5/75 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.5/75 |
| dewey-search | 658.5/75 |
| dewey-sort | 3658.5 275 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 9. ed. |
| format | Book |
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| id | DE-604.BV023072362 |
| illustrated | Illustrated |
| index_date | 2024-07-02T19:33:35Z |
| indexdate | 2024-07-09T21:10:21Z |
| institution | BVB |
| isbn | 9780073529882 0073529885 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016275497 |
| oclc_num | 169874129 |
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| owner_facet | DE-703 DE-522 DE-11 |
| physical | XVIII, 558 S. graph. Darst. |
| publishDate | 2008 |
| publishDateSearch | 2008 |
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| publisher | McGraw-Hill |
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| spelling | Crawford, Charles Merle Verfasser aut New products management Merle Crawford ; Anthony Di Benedetto 9. ed. Boston [u.a.] McGraw-Hill 2008 XVIII, 558 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Innovationsmanagement stw Marketing stw Produits nouveaux - Gestion - Cas, Études de ram Produits nouveaux - Gestion ram New products Management Produktmarketing (DE-588)4134049-8 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Produktmanagement (DE-588)4125960-9 gnd rswk-swf Produktplanung (DE-588)4135135-6 gnd rswk-swf Neues Produkt (DE-588)4171552-4 gnd rswk-swf Innovation (DE-588)4027089-0 gnd rswk-swf Produktentwicklung (DE-588)4139402-1 gnd rswk-swf Produktinnovation (DE-588)4047346-6 gnd rswk-swf Neues Produkt (DE-588)4171552-4 s Produktmanagement (DE-588)4125960-9 s DE-604 Produktinnovation (DE-588)4047346-6 s Management (DE-588)4037278-9 s 1\p DE-604 Produktmarketing (DE-588)4134049-8 s 2\p DE-604 3\p DE-604 Produktplanung (DE-588)4135135-6 s 4\p DE-604 Innovation (DE-588)4027089-0 s 5\p DE-604 Produktentwicklung (DE-588)4139402-1 s 6\p DE-604 Di Benedetto, C. Anthony Verfasser (DE-588)170628760 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016275497&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 4\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 5\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 6\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Crawford, Charles Merle Di Benedetto, C. Anthony New products management Innovationsmanagement stw Marketing stw Produits nouveaux - Gestion - Cas, Études de ram Produits nouveaux - Gestion ram New products Management Produktmarketing (DE-588)4134049-8 gnd Management (DE-588)4037278-9 gnd Produktmanagement (DE-588)4125960-9 gnd Produktplanung (DE-588)4135135-6 gnd Neues Produkt (DE-588)4171552-4 gnd Innovation (DE-588)4027089-0 gnd Produktentwicklung (DE-588)4139402-1 gnd Produktinnovation (DE-588)4047346-6 gnd |
| subject_GND | (DE-588)4134049-8 (DE-588)4037278-9 (DE-588)4125960-9 (DE-588)4135135-6 (DE-588)4171552-4 (DE-588)4027089-0 (DE-588)4139402-1 (DE-588)4047346-6 |
| title | New products management |
| title_auth | New products management |
| title_exact_search | New products management |
| title_exact_search_txtP | New products management |
| title_full | New products management Merle Crawford ; Anthony Di Benedetto |
| title_fullStr | New products management Merle Crawford ; Anthony Di Benedetto |
| title_full_unstemmed | New products management Merle Crawford ; Anthony Di Benedetto |
| title_short | New products management |
| title_sort | new products management |
| topic | Innovationsmanagement stw Marketing stw Produits nouveaux - Gestion - Cas, Études de ram Produits nouveaux - Gestion ram New products Management Produktmarketing (DE-588)4134049-8 gnd Management (DE-588)4037278-9 gnd Produktmanagement (DE-588)4125960-9 gnd Produktplanung (DE-588)4135135-6 gnd Neues Produkt (DE-588)4171552-4 gnd Innovation (DE-588)4027089-0 gnd Produktentwicklung (DE-588)4139402-1 gnd Produktinnovation (DE-588)4047346-6 gnd |
| topic_facet | Innovationsmanagement Marketing Produits nouveaux - Gestion - Cas, Études de Produits nouveaux - Gestion New products Management Produktmarketing Management Produktmanagement Produktplanung Neues Produkt Innovation Produktentwicklung Produktinnovation |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016275497&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT crawfordcharlesmerle newproductsmanagement AT dibenedettocanthony newproductsmanagement |