The opening discussion attempted to identify specific factors which can discriminate between success and failure of new products in the market place. Rather than spend time trying to find suitable definitions of the terms, success and failure, it was agreed that establishing the factors affecting success and failure was likely to be a more profitable method of debate. A total of 30 - 40 factors emerged from our discussions . Having listed the factors, the next logical step was to attempt a cluster analysis including all factors. As in multi-variate analysis, where one item qualified for more than one cluster, a subjective factor loading or weighting was used to determine which cluster was more appropriate for that factor.
The innovation process in the consumer durables sector has a number of specific characteristics. This paper highlights a number of aspects of new product developments as far as consumer electronics are concerned. First, a number of general market aspects will be discussed, and the underlying industrial process will be briefly reviewed. Second, the innovation process will be related to the sales problems faced by existing products. Third, several aspects of new product development will be illustrated with the help of a practical example: VLP. This innovation was introduced in the U.S.A. at the end of 1978 as part of a test market operation. It is expected that in 2 years from now this medium of communication will also be launched in Europe. Finally the paper sets out how this innovation came into being and gives details about its further course of development, both from the technological and marketing angle, with emphasis on how things developed in practice.
The significant food groups operating in West Europe have become increasingly aware in the past three-four years of significant changes in eating habits caused by a mixture of supply innovations, food price movements, reaction to recession and life style changes.
The key elements to measure in a test market are: - awareness; - penetration; - repeat buying rate; - distribution. The repeat buying rate being most essential: - Standard (full-size) test markets will survive, but in a different role. It will be an instrument to optimise the marketing tools before national launch; - The go/no go decision will be taken in an earlier stage, using alternative test marketing techniques; - The attitude of the trade to a new product is becoming more and more important, however it is under-researched; - Alternative test marketing techniques will develop further and become a useful instrument.
In the eighties new product development will remain high on the list of priorities for all companies. Since the responsibility for new product development lies in the hands of company management, their overall goals and the strategies to achieve these will determine the areas of development which are important for their future business and profit growth. This means that development can be directed towards extension of existing product fields, internationalisation of locally successful products as well as entering entirely new product areas. Management's strategies will be strongly influenced by the expected economic development and changes in environmental conditions.
During the last decades, the producers' power in relation to the distributors has been weakened, and a further shift in the balance of power between the two can be foreseen. An interesting problem is therefore what producers can do to improve their position in relation to the distributors. This paper deals with such producer strategies towards powerful distributors. It is based on a theoretical analysis, though influenced by a research project concerning distributors' assortment decision making. A number of producer strategies is identified and discussed. The producer could fight the distributor either by himself or with the help from others. He can apply offensive or defensive strategies. He can try to manipulate goals, internal resources or external resources. This paper does not result in any radically new producer strategies and it does not suggest any strategies to the suppliers. Rather, it gives a general discussion of all conceivable strategies.
In the present paper the authors want to present the use of perceptual maps in creating new product proposals on a concrete case of soft drinks. The soft drink market is highly competitive and therefore product failure rates are too high. Many equally useful techniques are available for constructing perceptual maps, deficiency of the most of this approaches is in the fact that they are based on overall similarity of the objects. Therefore subjects are not directed to differentiate products /objects/ from the point of product use situation. Factor analysis and factor scores were in the present in study used for the construction of perceptual map. By averaging factor scores over products rated as most suitable for use in a particular product use situation we get a point suggesting the best mix of corresponding product dimensions or attributes. Such a simple graphical representation of products and product use situations is then a starting point for a discussion about possibilities for innovative action associated with soft drinks.
This paper is concerned with the generation and screening of new product ideas. It does not concern itself with the development of products, brand names, packaging or advertising of the ideas which survive the screening process and is thus only the initial, even if crucially important, step in the process of developing new products.
This paper examines and discusses the new product marketing and research strategy in one of the largest and most successful food manufacturers in the U.K., Birds Eye Foods Limited. Three broad phases of new product strategy can be distinguished, and the paper discusses each of these and shows how research approaches have developed to meet new marketing objectives.
The main and proven advantages of our "Technique for Innovation Problem Solving" (TIPS) are the following: 1. A clear distinction between the three group participant functions of project manager, process leader and group member. 2. A logical step by step process in which nothing is lost, which can be easily learned and applied, and is highly acceptable by all involved . 3. The full integration of the respective project manager who makes all decisions regarding the solution to his problem (content) whereas all process decisions are made by the process leader.
The group decided to focus on the idea of seeking new product ideas as it was felt that concerning concept evaluation there is already a lot of experience, evidence and discussion. Every position and person in the company may generate new ideas. Depending on the type of position these ideas and their formulation will vary. Market Research should be able to seek ideas which are - consumer oriented as far as their benefit is concerned. - feasible and marketing oriented as market research is integrated in the marketing process . The way the ideas are formulated will depend on - the type of product concerned - the role expectation of the market researcher - the method used for generating product ideas/ concept.
Unilever is a multinational in every sense of the word, operating in 75 countries, employing over 300,000 people. In 1978 Unilever's sales to third parties reached £9,842 million worldwide. It is the 12th largest commercial concern in the world, according to its sales rank, and is the largest in the field of consumer branded and packaged goods which form the major part of its total business.