chapter 11 product management and global brands
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Chapter 11 Product Management and Global Brands. Product Variables. Product/service – Complex combination of tangible and intangible elements distinguishing it from others in the market Core product . Product Variables. Standardization versus adaptation - PowerPoint PPT PresentationTRANSCRIPT
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 11Product
Management and Global Brands
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Product Variables
• Product/service – Complex combination of tangible and intangible elements distinguishing it from others in the market
• Core product
•
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Product Variables
• Standardization versus adaptation• 4 basic alternatives for international markets
• • • •
• Product standardization is increasing•
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The Market Environment
• Government regulations• Nontariff barriers• • • •
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The Market Environment
• Customer characteristics, expectations, and preferences• • • • • Positioning:
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The Market Environment
• Economic development•
•
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The Market Environment
• Competitive offerings•
• Climate and geography•
•
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Product Characteristics
• Product constituents and content•
• Branding•
• Trademark -
• Indicated by
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Product Characteristics
• Packaging• • •
• Appearance• • Quality• • Country-of-origin effects
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Company Considerations
• Product adaptation depends on the firm’s ability to:• • •
• Decision to adapt should be preceded by a thorough analysis of the market
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Global Product Development
• Essential for catering to new or changing customer needs on a global basis
•
• Build adaptability into products and product lines to achieve worldwide appeal
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Global Product Development
• Stages of the product development process• • • • •
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Global Product Development
• Sources for idea generation• Company• • Lead users:
• Procurement requisitions from governments and supranational organizations
•
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Global Product Development
• Open innovation:
• Global companies have an advantage in being able to utilize resources from around the world
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Global Product Development
• Computer aided design (CAD) allows
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Global Product Development
• Time lag between product development and introduction into the market depends on:• • • • • •
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Global Product Development• Reasons for investing in R&D activities
abroad•
•
•
•
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Global Product Development
• Center of excellence:
• The set of capabilities have been identified as an important source of value creation
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Global Product Development• Organization of global product
development • Product development activity is undertaken by
specific teams to:• • •
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Global Product Development• Representatives of all the affected functional
areas serve on each team to ensure the integrity of the project
• Multidisciplinary teams in an organization• • • •
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Global Product Development• Companies focus on reducing the language
and cultural barriers among R&D teams• ___________ have been established to develop
technologies ranging from artificial intelligence to those in semiconductor manufacturing
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Global Product Development
• Testing of new product• • •
• Reasons for product failure• • •
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Global Product Development• Market testing techniques• Controlled market tests:
• Simulated test markets:
• Vitality lab:
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Global Product Development
• Global product launch•
• Measures undertaken for successful launches• •
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Global Product Development• Benefits of a successful global launch
• •
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Managing the Brand Portfolio
• Managing the brand portfolio•
• Brands help to:•
•
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Managing the Brand Portfolio• Co-branding –
• Global marketers have three choices of branding• • •
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Managing the Brand Portfolio• Brand strategy decisions• Global brands:
• Some are completely standardized, but some elements may be adapted to local conditions
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Managing the Brand Portfolio• Characteristics of global brands
•
•
•
•
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Managing the Brand Portfolio• Brand strategy decisions• Three main implications for the marketing
manager to consider:•
•
•
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Managing the Brand Portfolio• The SBU and general management establish a
planning policy document with respect to:• • • •
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Managing the Brand Portfolio• Carefully crafted brand portfolios allow
marketers to serve defined parts of specific markets
•
• Before disposing a brand, managers need to assess it in terms of current sales, loyalty, potential, and trends
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Managing the Brand Portfolio
• Private brand policies• Private brands:
• Methods used for private branding:• •
•
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Product Counterfeiting
• Counterfeit goods –
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Product Counterfeiting
• Types of actions that can be taken against counterfeiting• • • •
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Product Counterfeiting
• Companies are taking measures to help protect their products against counterfeits•
•
•