新產(chǎn)品開發(fā)與管理(英文版(ppt53)(1)-資料下載頁
2025-01-02 05:25本頁面
【正文】 e plans and prototypes from development phase ? Marketing testing ? Begin distribution and sale of the new product ? Manage the launch program to achieve the goals and objectives set in the PIC (as modified in the final business plan). Market Testing Relates to Other Testing Steps Product Product concept RD Prototype Production Prototype Product Marketing Plan Target Positioning Price Promotion Distribution Packaging Service Plan Concept test Product use test Marketing Components tests: Ad copy,pricing, and others Market test Product used for national launch Final plan for national launch Comment: Today’ s quality programs insist on building quality into a product during its early stages. We have always done a lot of this on ponents of the marketing plan. With ponents qualitytested, we are ready to see if the two end packages fit together。 this is done in a market test. Lack of needs? Meeting needs? Marketing poorly? Methods of Market Testing ? Pseudo Sale – Speculative Sale – ask the potential buyers if they would buy the product. – Simulated Test Marketing – creates a false buying situation and observes what the buyers do. ? Controlled Sale – Informal Selling – train a few salespeople, give them the product and the selling materials, and have them begin making calls. – Direct Marketing – sells directly by means of the mail, telephone, fax, inter… – Minimarketing – selects one or several outlets as a minimarket. ? Full Sale – Test Marketing – a presumably representative piece of the total market is chosen for a dress rehearsal. – Rollout The Launch Management System ? Spot potential problems. ? Select those to control. – Consider expected impact/damage. ? Develop clear and specific contingency plans for the management of problems. ? Design the tracking system. – Select variables. – Devise measuring system. – Select trigger points. Adage: in driving a car, it is the potholes you don’ t know about (or fet about) that cause you damage. Options in New Products Organization 1. Functional: work is done by the various departments, very little project focus. ? Usually a new products mittee or product planning mittee. ? Low risk work and present line of products ? Does not lead to much innovation. 2. Project Matrix: High projectization, team people are project people first and functional people second. ? People may drive the project even against department’ s best wishes. ? ex. IBM PC developed this way. 3. Venture: Team members pulled out of department to work full time on project. ? May be kept in the regular anization or spun outside Building a Team ? The importance of culture ? The team assignment and ownership ? Selecting the leader ? Selecting the team members ? Roles and participants ? Network building ? Training the teams Innovation Processes in Multinational Corporations 1. CenterforGlobal Innovation Process 1. 總公司負(fù)責(zé)新產(chǎn)品 RD、 設(shè)計 、 開發(fā)，整個系統(tǒng)遍及全世界使用。 2. Localforlocal Innovation Process 1. 子公司負(fù)責(zé)當(dāng)?shù)厮疁?zhǔn)之創(chuàng)新過程的執(zhí)行，行銷導(dǎo)向甚於技術(shù)創(chuàng)新，只牽涉既存技術(shù)、產(chǎn)品或管理系統(tǒng)微小的修正！ 3. LocalforGlobal Innovation Process 1. 由某一子公司開始創(chuàng)新，接連再擴(kuò)散到其它子公司各單位執(zhí)行。 4. GlobalforGlobal Innovation Process 1. 聚集母公司和很多不同子公司聯(lián)合開發(fā)全球性產(chǎn)品，和其它型態(tài)主要不同在於由各公司共同分享 The End Thank You for Your Attention!!
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