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TM 13-TM 13-11Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
Product Management Entry strategies and innovation diffusion Product life cycle management Brand equity management Product line management Managing market leaders Managing market underdogs
TM 13-TM 13-22Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
Entry Strategy
1. Diffusion of InnovationA. Relative AdvantageB. CompatibilityC. ComplexityD. TrailabilityE. ObservabilityF. Perceived Risk
2. Reasons for the S-Shape of the Diffusion CurveA. Social Interaction EffectB. Marketing Program EffectC. Competitive Effect
TM 13-TM 13-33Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
Entry Strategy
3. Influencing the Diffusion CurveA. Rapid TakeoffB. Rapid AccelerationC. Maximum PenetrationD. Long-Run Franchise
4. Characteristics of InnovatorsA. Higher educ., income, mobility, statusB. Venturesome, open-minded, sensation-seekingC. Seek info. from print media and WOMD. Heavy users of the product category
TM 13-TM 13-44Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
The diffusion curve and entry strategies
Social Interaction EffectMarketing Program EffectCompetitive Effect
TM 13-TM 13-55Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
The product life cycle curve and strategies
Sales
TM 13-TM 13-66Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
Revitalizing Old Worn-Out Products
1. Does the product have a new or extended use?2. Is the product a generic item that can be branded?3. Is the product category “under-advertised”?4. Is there a broader target market?5. Can you turn disadvantages into advantages?6. Can you cut price and build volume and profit?7. Can you market unused byproducts?8. Can you sell it in a more compelling way?9 Is there a social trend to exploit?10. Can you expand distribution channels?
TM 13-TM 13-77Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
How Brand Equity Generates Value...
TM 13-TM 13-88Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
The Disney name adds value to movies such as The Lion King
TM 13-TM 13-99Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
Jockey extends it brand to include underwear for women
TM 13-TM 13-1010Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
The Young & Rubicam Brand Asset ValuatorThe most ambitious effort to measure brand equity across products, termed the Brand Asset Valuator, is that of Young and Rubicam, a major global advertising agency, who measured brand equity for 450 global brands and more than 8,000 local brands in twenty-four countries. Each brand was examined using a thirty-two item questionnaire that included, in addition to a set of brand personality scales, four sets of measures:
1. Differentiation - Measures how distinctive the brand is in the marketplace.
2. Relevance - Measures whether a brand has personalrelevance for the respondent. Is it meaningful to him/her?
3. Esteem - Measures whether a brand is held in high regardand considered the best in its class. Closely related to perceived quality and the extent to which the brand is growing in popularity.
4. Knowledge - A measure of understanding as to what a brand stands for.
TM 13-TM 13-1111Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
Brand Dynamics...
TM 13-TM 13-1212Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
TM 13-TM 13-1313Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
The Young & Rubicam Power Grid
Low High
High Dove chocolatesTeddy GrahamsSnappleSwatchMolson
DisneySesame StreetDoritosSonyOcean Spray
Low QVCTAG HeuerStarbucksTimberland
OldsmobileBayerWessonRamada
Brand Stature(Knowledge and Esteem)
Brand Strength(Differentiationand Relevance)
TM 13-TM 13-1414Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
Power Grid for Calvin Klein...
TM 13-TM 13-1515Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
Power Grid for Disney...
TM 13-TM 13-1616Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
Power Grid for Coke...
TM 13-TM 13-1717Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
Top 25 Brands...
TM 13-TM 13-1818Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
TM 13-TM 13-1919Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
TM 13-TM 13-2020Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
TM 13-TM 13-2121Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
Automobile Market Structure
TM 13-TM 13-2222Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
Deodorant Hierarchies
TM 13-TM 13-2323Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
Top DogTactics...
TM 13-TM 13-2424Copyright © 1999 Addison Wesley Longman, Inc.Copyright © 1999 Addison Wesley Longman, Inc.
Under DogTactics...