...Jim White Introductions Product Development Overview Break Project Descriptions Team Activity 30 min 45 min 10 min 20 min 60 min PhD in Electrochemistry from UT Austin (1985) IBM: Research and Development (1985 ‐ 1992) 3M (1992 – 2011) ◦ Semiconductors for Solar Energy Conversion ◦ T J Watson Research Center ◦ ◦ ◦ ◦ DFSS Master Black Belt Electronics Business Technical Director for APAC (Shanghai) 3M Taiwan Technical Director (Taiwan) Electronic Solutions Global Technical Director (Singapore) Adjunct Professor NUS Department of Engineering & Technology Management Founded JRW Consulting (www.jrwconsulting.com.sg) (2011) Enjoy distance running, diving, hiking, photography To prepare you for making business decisions, for new businesses, products and services, by providing you with the necessary knowledge and tools. The Basics Technology &Design The Business Sessions 1‐4 Sessions 5‐8 Sessions 9‐13 NPI Systems QFD Intellectual Property Stage Gate Robust Design Business Models Lean NPD Data Analysis Finance Market Assessment Prototyping Value Chain Predictive Engineering Project Management Technology Planning Portfolio Management Customer Engagement We meet every week from 6 – 9 pm. Be on time!! Each week consists of ◦ Quiz or discussion of projects or case studies ◦ Lecture or Presentation on a project relevant topic ...
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...Jacquie Labatt-Randle ______________________________________________________________________________ HBR - Oct. 2007 Introduction Colgate max fresh (CMF) introduction to the US market drove Colgate-Palmolive's US market value share upto 34.8% ahead from Proctor and Gamble's share of 31.6% value share. Nigel Burton, the president of global oral care at Colgate-Palmolive Company (CP), is reviewing market launch plans for a new toothpaste , Colgate Max Fresh (CMF) by CP'sChinese and Mexican subsidiaries. . Both launch plans involved departures from the CMF marketing program for the USA launch six months earlier. Burton must decide whether the costs of marketing program adaptation in China and Mexico can be justified. US LAUNCH (Breath Strip in Toothpaste) Assessing the US market conditions are necessary at this point. US retail toothpaste market - $438 million with a growth rate of 8% since 2000 From Table B in the case, CP and P&G are on a head to head competition for the 2004 value share of toothpaste market with 34.8% and 31.6% value share respectively. Facts in the case prove that the US Market Toothpaste Benefit Importance cosmetics benefits such as breath freshening and whitening are at the 3rd and 5th place respectively while therapeutic benefits : 'protection against cavities / contains flouride' , ' reduce plaque buildup' and controls tartar' are at the 1st, 2nd and 4th places respectively. This shows that in the US market there is more therapeutic benefits sought from...
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...CASE STUDIES Starbucks case study Utilizing brand assets and capturing consumer trends in the Japanese RTD coffee market Reference Code: CSCM0242 Publication Date: March 2009 DATAMONITOR VIEW CATALYST Starbucks has established itself not only as a coffee shop chain, but also as a provider of ready-to-drink coffee drinks. Its partnership with Suntory in Japan has seen the success of the chilled cup coffee drink Discoveries, and the experience could provide insights on how the company can succeed in expanding into the growing global RTD coffee market. SUMMARY • Starbucks has been offering the “Starbucks experience” beyond coffee based drinks. Its brand image has helped the launch of its first bottled ready to drink coffee drink, Frappuccinos, in the US through the partnership with PepsiCo. During the economic downturn, offering Starbucks-branded drinks and products via multiple retail channels could help the company capture more consumption occasions and increase its revenue. • Starbucks teamed up with Suntory to launch the Discoveries series in the cut-throat RTD coffee market in Japan. First launched in 2005 and positioned as a premium chilled cup coffee drink, the series is ranked second in the sector, holding an 18% market share after three years. • Right positioning and product design that effectively reflect the positioning are key factors contributing to the achievement of the Discoveries series. Suntory’s know-how of the market, plus its marketing and distribution...
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...emerald-library.com New product launch ``mix'' in growth and mature product markets University of Strathclyde, Glasgow, UK, and University of East Anglia, Norwich, UK Keywords Marketing, Benchmarking, Product launch Abstract This research examines whether the marketing mix decisions for new product launch change over the product-market life cycle. Results raise questions about existing benchmark beliefs based on normative text-book theories. In view of new insights we suggest a number of directions for the theoretical and empirical development of the new product launch field in the marketing management discipline. New product launch ``mix'' Susan Hart 389 Nikolaos Tzokas 1. Introduction The recent flurry of attention in the new product development literature given to the actual launching of new products (Chryssochoidis and Wong, 1998; de Bennedetto, 1998; Hultink et al., 1997) has filled several important gaps in our understanding of how to launch winning new products. While these contributions have been conceived to provide a ``broad brush'' approach to describing numerous decision variables during the new product launch cycle, the research described in this paper is designed to examine an area of marketing theory in NPD for which there has been surprisingly little empirical evidence: the extent to which the marketing mix decisions for new product launch change in view of the product-market life cycle. The need to vary marketing mix decisions over the product-market life...
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...VINCOR PROJECT TWIST Product Management Prof. Ramesh Venkateswaran Case Submission By: Group B2 Job K Joseph Shaileshkumar Goyal Gaurav Barman Amit Tyagi Hitesh Garg Karthik Swaminathan 2008027 2007053 2008081 2008074 2008085 2008088 Group B2 7/31/2010 7/31/2010 Contents Contents......................................................................................................................2 Introduction..................................................................................................................3 Background..................................................................................................................3 Analysis........................................................................................................................4 Refreshment Beverage Market in Canada.................................................................4 Should Vincor launch a new refreshment beverage?................................................4 Is Vincor well equipped to launch a new refreshment beverage?.............................5 What kind of a beverage should Vincor launch?........................................................6 RECOMMENDATIONS....................................................................................................8 Marketing Objective..................................................................................................8 Entry Strategy........................................................
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...HOW TO RE-LAUNCH A PRODUCT SUCCESSFULLY SHREYA. S. PUNTAMBEKAR MBA- I MARKETING B ROLL NUMBER: 36264 CONTENTS 1. INTRODUCTION………………………………………………………………..3 2. CURRENT SCENARIO………………………………………………………...4 3. THE PRODUCT LIFE CYCLE………………………………………...……..6 4. THE MARKETING MIX AND ITS IMPORTANCE…………………...8 5. SO WHY RE-LAUNCH?.......................................................................12 6. PRODUCT FAILURES…………………………………………………………16 7. PRODUCT TAMPERING……………………………………………………..31 8 THE STEPS TO RE-LAUNCH 8.1 STP ANALYSIS……………………………………………………………….34 8.2 THE RIGHT USE OF PUBLIC RELATIONS……………………..…36 8.3 ADAPT TO CHANGE………………………………………………….…...37 8.4 THE RIGHT USE OF PUBLIC REPLATIONS………………………38 8.5 REDESIGNING THE PRODUCT-THE WHAT & HOW…………41 8.6 THE FINAL STEP-THE RELAUNCH………………………………….44 9. CONCLUSION…………………………………………………………………….46 10. REFERENCES…………………………………………………………………..47 1. INTRODUCTION Many people think of a product launch as an event, something that happens with a big bang. The purpose of a product launch is to build sales momentum. A winning product launch delivers sales momentum for your company. But there are very few companies who get it right. A wrongly directed product launch can hamper it to the extent of having to take that product off the market completely. Sometimes, sudden changes in the market also hamper the biggest...
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...Product Life Cycle Introduction The theory of product lifecycle is one of the key components in the subject of marketing study. After Vernon put forward the theory of product lifecycle in 1966, it is widely used by companies to design marketing strategies, predict longevity of products and make product management. This essay is divided into three sections. In the first section, several definitions of product lifecycle and one explanation of the course of product lifecycle are presented. In the second section, strengths and weaknesses of product lifecycle are analyzed to point out what is the proper situation of adapting the theory of product lifecycle. In the third section, two case studies are provided to illustrate how the theory of product lifecycle drives marketing strategies. The abbreviation PLC will be used for product lifecycle throughout this paper. Definitions In this section, a number of definitions of product lifecycle theory are provided and an outline of the stages of PLC is demonstrated. According to a prominent researcher in strategic marketing, the PLC is “a generalized model of the sales trend for a product class or category over a period of time, and of related changes in competitive behavior.” (Buzzell 1966; Brassington & Pettitt 2000) The definition states that PLC provides a basic model for organizations to manage products and that sales and time are the two factors to change the period of products. Another definition defines PLC as “ a concept...
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...‘United Cereal: Lora Brill’s Eurobrand Challenge’ case analysis Question 1. As Lora Brill, United Cereal European VP, would you authorize Jean-Luc Michel’s request to launch of Healthy Berry Crunch in France? Be sure to analyze both sides: Launch and Delay Launch (summarize in a table format and then discuss). Question 2. Does United Cereal represent an example of centralized or decentralized international management? Question 3. What do you think of Brill’s Eurobrand proposals? Should she authorize the launch of Healthy Berry Crunch as the Eurobrand? What concerns do you have? How do you resolve them? Be sure to analyze both sides: Launch and Delay Launch (summarize in a table format and then discuss). Question 4.a. How might United Cereal implement your recommendations? 4.b. What do you think of the Eurobrand Team proposal? 4.c. How can you make the Team work? Introduction The case gives a brief idea about the company’s confusion over a new product launch in Europe. United Cereal was first established in the year 1910 in Kalamazoo, Michigan, It also stepped in to the market of other markets such as beverages, frozen food, and baked food. But the breakfast cereal trend soon set in. And it was very necessary for the company to do a full research before launching a new product. The company had strong values and policies, which it needed for its managers to follow. Breakfast cereal market was a potential market and there was only one major competitor, Kellog. With the growing...
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...CASE STUDIES PIZZA HUT INDIA Overview Launch of a New Pizza Crust - Freshizza Create awareness for the introduction of the new pizza crust ‘Freshizza’, highlighting FRESHNESS of the dough as a key ingredient for a perfect pizza. Situation Analysis Each Pizza Hut restaurant prepares fresh dough several times a day on premise, unlike competing brands whose stores receive crusts from a few central commissaries making the dough older by 1- 2 days. This fact had not been leveraged by Pizza Hut in the past. In the course of product development, Pizza Hut had commissioned research to evaluate the proposition of ‘Fresh’ among consumer focus groups. The key findings here revealed that ‘Freshness’ in the context of Indian bread (chappati’s) implied kneading fresh dough daily. Consumers preferred chappati’s made from freshly kneaded dough as they were softer and tastier than those made from two day old dough. This was unlike the perception on pizza’s where ‘Freshness’ was only understood as a piping hot pizza. Strategy The PR programme decided to use both the insights gained from the commissioned research, to present an all new pizza crust and focus on leveraging editorial opportunities to create awareness for freshness and differentiate the product on taste. In order to add credibility to product claims and influence media on the freshness of the product, PR Pundit considered it vital to get a leading food critique to endorse the product. Through dialogue and product sampling...
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...ASSIGNMENT -4 “Glow” Case Study Q1. What is the dilemma of Ranganathan. Why he should have a dilemma if its boss do not have? A1. The dilemma Ranganathan faces is that his Research and Development team have developed a new unique soap which has ‘anti-infection’ ingredient and at the time of the innovation had a unique niche market and also tremendous potential to grow as a product. The problem was that the new soap could cannibalize the mother brand ‘Glow’ if it was launched as an extension to it. However the new soap had resource constraints due to which it was not too feasible for it to be launched as a stand-alone product. Ranganathan could not decide whether or not to launch the new product as an extension to ‘Glow’, which already had 12 line and brand extensions which may have caused brand dilution also. Q2. Do you agree with Ranganathan decision to launch a new product with Glow’s line extension? A2. No, I disagree with Ranganathan strategy as the mother brand ‘Glow’ already has 15 line and brand extensions. Launching another product as an extension to it would further cause dilution of the image. Also the new product had tremendous potential due to which it might cause cannibalization amongst the various existing line and brand extensions. Q3. If you do not agree with Ranganathan, what is your brand strategy & how you implement the strategy in the constraints of organisational & financial structure ? A3. Ranganathan should launch the new product as a stand-alone...
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...MIB International Marketing Kone MonoSpace Case (for week 8 in-class discussion) For your consideration, but don't limit your exploration, analysis & recommendations to: This is a complex case with a lot of moving parts. It is usually used in the 2nd year of a 2-year MBA program, and often in either the capstone strategy course or an upper level marketing course. We are going to try to limit our analysis and discussion to a few of the key issues. You are not limited to addressing the questions found below, rather include anything else you feel to be important. • • • How important is this product launch in Germany for Kone? What are the implications for the company and it's future? What can be learned and applied from the prior launches in the 3 other countries? How does Germany's market differ and what approaches can be used to better ensure success there? This is a new product, and quite different from existing products. Different is not always better, and some markets are sometimes slow to adopt innovation. Summarize the new features and benefits for each market segment and DMU. How would you position the MonoSpace for launch in the German market? Which (who) are the major customer segments you think will respond favorably? Closely related, how would you price it? What are your pricing objectives and goals? (this is the heart of the case, explain and justify your choices here) How might Kone's competitors react to this product launch (based on your pricing and positioning recommendations)...
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...This case is all about the Nutria – Grain. It made by Kellogg Company which is a brand of breakfast cereal and breakfast. Kellogg company is one of world leading producer of breakfast cereals and convenience food. Its aim is to maintain its position which it earn. In 2007, it was Britain’s biggest selling grocery brand, with sales figure more than $550 million. It’s brand are basically Rice krispies, special K and Nutri – Grain which are recognized by household names around the world. Its brand has its own characteristic which is snap, crack and pop. Kellogg also involve in Corporate Social Responsibility. It divide its overall market in SIX segment which are ‘Taste Start’, ‘Simple Wholesome’, ‘Shape management’, ’Inner health’, ‘Kid preferred’ and ‘’ Mum Approved’. Each brand of this product hold its own competitive market. When Kellogg recognized that there was a problem with Nutri – Grain brand and it immediately used business tools to find out the problem and solution. Its overall ain was to re-launch the brand and return its growth in its market which it acquired in previous. Product life cycle this product life cycle show how sales of the product change over time. The above picture show the five stage of product life cycle of Nutri – Grain that are LAUNCH, GROWTH, MATURITY, SATURATION and DECLINE. 1) LAUNCH: - Nutri – Grain was lunch in 1997 which become successful and gain 50% of market share of cereal bar in 2 years. 2) GROWTH: - Nutri – Grain was promoted...
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...Case The Boeing 777: A Financial Analysis of New Product Launch [pic] Eduardo Lioy Keya Williams Ritwik Malvi Jonas Angeles Alexis Heideck 1. Introduction/ Case Summary: The Boeing Company is an Industrial Aircraft Design and Manufacturing Firm, diversified in its offering of products for both the Defense Industry and the Commercial Airline Industry. In October 1990, CEO Frank Shrontz has announced the launch of a new product, the Boeing 777. A medium-to-large passenger aircraft, the 777 would enable the flexibility to carry passenger loads ranging from 350-390 passengers, over distances up to 7600 nautical miles. Already, Boeing has received orders from United Airlines, with delivery expected in May 1995 (p. 198). Aside from the technological advances represented in the 777, the launch of this new product promises some potential distinct strategic advantages. The launch of the 777 would provide a medium-to-large aircraft, filling a gap in Boeing’s total passenger aircraft product line. Boeing would now have a complete suite of aircrafts capable of addressing passenger loads ranging from 100-500. The 777 is specifically targeted to service routes in a high growth segment of the market, influenced heavily specifically by the high growth rate of the Asian market. The following is a financial analysis of the anticipated launch of the 777 product line. The analysis includes a comprehensive quantitative financial analysis of the projects profitability...
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...MANAGEMENT II Caterpillar Case Study Submitted By: Rishikesh Dubey Mohammad Saqlain Nikhil Jain Adhish Mohanty Siddhant Jain Ankush Gupta Dated: 25/2/2013 * Case Brief: Company Cost to mfg and Market New Bulldozer (a) =$30,000 Perceived worth of customers (5 years) =$100,000 Therefore,(b) Added value = b-a = $70,000. * Pricing options: This Added Value of $70,000 can be shared by the customer and Manufacturing one of the Three ways: * They can share equally between the Caterpillar and the Buyers ($35,000 for both). Then Price = $30000 + $ 35000 = $65,000. * Manufacturer feels their hand in creating the value is more than Perceived Wealth. So they command a high share ($50,000 for Caterpillar & $20,000 for Buyers). Then Price = $30000 + $50000 = $80,000. * Caterpillar thinks Customers Contribution in perceived wealth creation is bigger. So pass the customers a major chunk and they take a smaller piece of the cake ($50,000 for Buyers & $20,000 for Caterpillar). Then Price= $50,000. * CASE SITUATIONS: 1) First Situation: When Technology is Low and Komatsu is expected to Copy the Product within 1 Week after launch. And, Komatsu’s Cost to Make & Market is $20,000. Minimum Selling Price that can be offered by Caterpillar = $30,000. But within 1 week Komatsu will launch the product at $20,000. So...
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...Critical Thinking Case Study GEN/480 Interdisciplinary Capstone Course March 3, 2011 Norton Brainard III Case Study Part I: Analysis 1. Describe all assumptions seen in any of documents provided in the case study . a. Kelly: Had the assumption that with a project like this it was putting the company on the line. Furthermore the quality of service with little staff may prove impossible. Kelly also assumed that the company was only interested in putting the product out and they were not concern about Quality Control (QC). Another assumption that was pointed out is what exactly the company wanted done could not be considering the workload that they were given two years ago proved to be a challenger and the had more workers it is nearly possible now with the shortage of employees. b. Pat: Is insisted on the only way to bring the company back to where it was ten years ago is to expand and do it quickly because other are doing the same with their companies. Although he had an confidential source he think that the company Secu-A-Corp will be bring out a similar product within in months therefore he wants to move quickly. The anticipated cost he assumed was based on the initial analysis , he also added a significant amount for staffing time in order to reach a product launch goal, not taking in consideration of the changes within the staff and the fact that the company has begun to lose revenue and had to make cut back. He assumes the return on the...
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