For those of you that are looking for a simple process for launching a new product or entering a new market, I have developed a checklist below that can be used for either.
1. State your company mission – This is why the business exists or will exist. Coca Cola is a good example, their mission talks about refreshing the world, creating value and inspiring happiness and optimism. Note there is nothing said about selling Coke.
2. State your company vision – This is how the company will create value for the company, the customer and collaborators. Again, Coca Cola is a good example. The coke vision talks about being a great place to work, building a portfolio of quality beverage brands, nurturing a winning network of customers and suppliers, being a responsible citizen, being a profitable company and being a lean, effective and fast moving company.
3. Does the new product or new market fit with the mission and vision? – Clearly introducing products other than beverages would not fit with the vision and would have to be scrutinized carefully. An individual in the Christmas lighting business with an aim to grow to be a lighting provider for entertainment venues shouldn’t enter into the lawn maintenance business for supplemental income.
4. Is the market large enough to be financially viable – Some basic market research can identify the market potential.
5. Will the market accept this particular offering – More advanced market research and perhaps a concept test can provide insights into how consumers would react to the product or how the product may be promoted to fit a market segment needs.
6. What are the key customer segments? – The research and concept test should be designed to uncover jobs the customer needs performed by the product. Identify product, pricing, promotion and distribution requirements that closely fit the capabilities of the company. The closer the fit, the more likely the segment will be a group of key customers.
7. Will the introduction result in a profitable contribution to operations – Using the research above to determine the size of the market, project the number of purchases and associated costs. My rule of thumb is a new product or market introduction must provide a 30% operating margin to be viable. This is usually large enough to cover hidden costs or projection errors.
8. Do workforce, cash, capital equipment and operations requirements support the mission and vision statement?
9. Does the introduction create value for the company, the customers and collaborators? Missing value creation in any of these categories jeopardizes the chances for a successful introduction. Again consider Coke and the emphasis they put on creating value for the bottlers (collaborators) which in turn creates value for the customer and ultimately the company.
Usually walking through this checklist will identify areas that need attention before a launch of a new product or entry into a new market. While it is not foolproof it does provide a simple review that can be helpful.
This is the approach we use at GWR Research and it has proven very successful.
If you have some approaches that should be included in the checklist, let me know.
Popular posts from this blog
When introducing a new product or service to the market a key, and often critical, consideration is the price for this offering. I have seen folks simply take the cost of production and use a percent mark up as a pricing model. This is the simplest model and it provides a good example for the need to consider other pricing model options. Here are 10 things to consider before setting a price for your product or service: · Mark up Based on Cost Vs Retail . In the opening paragraph I gave the example of a model being used that marked up a product by a percent over the cost. The cost used here is generally direct cost or labor and materials. If someone wants a 30% of the asking price to be the mark up, then using 30% of cost won’t provide the desired outcome. Simply put, it is the wrong math. If something costs $1 to make and it is marked up by 30% for a selling price of $1.30 then the profit of based on the asking price is 23.07%. To arrive at
Here are some more thoughts on why newspapers may still be a wise investment and how they may find ways to develop a stable of print and digital products that complement each other. Virtually all newspapers have websites that look good and have great functionality. So why aren't they all producing acceptable amounts of profit? The question probably should be asked differently, "What do consumers and advertisers expect from newspapers?" Then ask, "What do they expect from the Internet?" The answers are different but there is overlap. The area of overlap is the area of opportunity for creating a business that is needed by consumers and advertisers and capable of creating value that translates into profits. To determine the real value of the website it is useful to measure the total advertiser dollars spent on a website only ad buy versus those being bundled with a newspaper or distribution ad buy. These stand-alone purchases might give so
Here is the third example of developing a marketing strategy project for a new product. This is a fictional company developed by a team of MBA students in my marketing strategy course at the University of Houston C.T. Bauer College of Business. Executive Summary Avenir is a forward thinking and progressive technology company seeking to positively impact the lives of our customers, collaborators, and shareholders through the creation of new technology. We were established in 2001 and are proud to employ 211 hardworking individuals at our Houston, TX headquarters. Avenir designs, markets and licenses the K-1 battery, a new kinetic powered battery that will enhance cellular telephone battery life. The K-1 battery will alleviate the need to constantly charge cellular phone batteries through electronic devices. Our new battery offers a significant leap forward in the world of portable electronic power to the cellular customer. Our collaborators will se