lecture day 3

7/27/2019 Lecture Day 3

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Sales Forecasting and Financial Analysis

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Forecasting the Demand For

Satellite Radio

In 2000: forecast for 2007 was 36 million

subscribers.

In 2001: forecast revised to 16 million.

By end of 2006: actual number of

subscribers = 11 million.

Source: Sarah McBride, Until Recently Full Of Promise, Satellite Radio Runs Into Static,

Wall Street Journal, August 15, 2006, pp. A1-A9.

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Forecasters Are Often Right

In 1967 they said we would have:

Artificial organs in humans by 1982.

Human organ transplants by 1987.

Credit cards almost eliminating currency by 1986.

Automation throughout industry including some

managerial decision making by 1987.

Landing on moon by 1970.

Three of four Americans living in cities or towns by

1986.

Expenditures for recreation and entertainment

doubled by 1986.11-3


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Forecasters Can Be Very

Wrong

They also said we would have:

Permanent base on moon by 1987.

Manned planetary landings by 1980.

Most urbanites living in high-rises by 1986.

Private cars barred from city cores by 1986.

Primitive life forms created in laboratory by 1989.

Full color 3D TV globally available.

Source: a 1967 forecast by The Futuristjournal.

Note: about two-thirds of the forecasts were correct!

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Forecasting Satellite Radio Sales

Using Purchase Intentions

In 2000, 213 million vehicles in U.S.

95% availability, 40% awareness.

Market potential = 213 million x 95% x 40% = 81 million.

Assume half can afford satellite radio = 40.5 million. Percentage that will be among the first to try the new

technology = 16%.

Forecast for first year = 40.5 million x 16% = 6.4 million.

Projected yearly growth rate = 10%. Assuming this growth rate, by end of 2006, expected

total sales = about 10 million.

Note: not too far from the attained number = 11 million!

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Diffusion of Innovation


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Bass Model Forecast of

Product Diffusion

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Bass diffusion of Innovation

The Bass model is quantitative innovation

diffusion model

The model is designed to predict future

sales of a product or product category

based on historical product sales levels

The values that feed the model are based

on assessing similar products

s(t) = pm + [q-p] Y(t) (q/m) [y(t)]2

Refer to pg 261


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Regression Analysis

Regression analysis is a statistical tool for the

investigation of relationships between variables

Simple linear regression assesses the

relationship between 2 variables

E.g. Higher Education Salaries

Rainfall and Plant Nursery Sales

Regression implies dependency of one variableon the other


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Time Series Analysis

A time series is a collection of observations of

well-defined data items obtained through

repeated measurements over time

E.g. Monthly sales over a year


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Why Financial Analysis for New

Products is Difficult

Target users dont

know.

If they know they

might not tell us. Poor execution of

market research.

Market dynamics. Uncertainties about

marketing support.

Biased internal

attitudes.

Poor accounting.

Rushing products tomarket.

Basing forecasts on

history. Technology

revolutions.

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NPV

Discounted cash flows are used to take into

consideration the Time Value of Money

This is based on the premise that due to risk, a

dollar today is more valuable than a dollar a yearfrom now

The discounted cash flows are aggregated and

compared to the initial outlay of the project andan assessment re: the viability of the project is

made


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A Marketing-R&D Conversation

MKTG: Were going to be needing a solar-powered version of ourstandard garage door opener, soon.

R&D: How reliable should it be? Should it be controllable from insidethe house? Should we use new electronics technology? Should it beseparate from the collector system already installed?

MKTG: Well, youre the technical people, make somerecommendations.

R&D: In other words, you dont know what you want.

MKTG: Cripes, do we have to tell you everything? What do you do for aliving? How should we know where the collectors should belocated?

R&D: If we go electronic, youll say its too expensive. If we go electric,youll say were living in the 1930s. Wherever we put the collectorsyou will say we are wrong. If we guess, you second-guess.

MKTG: OK. Put the collectors on the garage roof.

R&D: That probably cant be done.

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The Product Protocol

aka

Protocol preparation

Product definition

Deliverables

A signed (or unsigned) agreement between

parties involved in the product development

process

Marketing

Technical

Operations

Finance etc.


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Role of the Product Protocol

The product protocol must state what each department

will deliver

The requirements of each department to fulfill

requirements must also be included

While not all deliverables will be known at this point, the

critical deliverables must be covered

Cycle times must also be included

The protocol must be broken down into specific andmeasurable targets

Refer to Paragraph 2 pg 287


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Purposes of Protocol

To determine what marketing and R&D groups need to do their

work.

Think concept life cycle: this is more than a simple concept

statement, yet less than we will have when the first prototype is

available.

Try to identify the key deliverables at this point.

To communicate essential to all players and integrate their actions,

directing outcomes consistent with the full screen and financials.

To set boundaries on development process or cycle time.

To permit the development process to be managed (i.e., what needsto be done, when, why, how, by whom, whether).

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Why Have A Protocol?

Also known as product requirements,

product definition, deliverables, etc.

Doesnt it seem obvious and simple?

Actually is one of the top success factors

distinguishing winning from losing projects.

Maybe because it involves more thantechnical aspects.

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Contents of a Product Protocol Target market

Product positioning

Product attributes (benefits)

Competitive comparison

Augmentation dimensions

Timing Marketing requirements

Financial requirements

Production requirements

Regulatory requirements Corporate strategy requirements

Potholes

Refer to pg 289


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Voice of the Customer

Understanding the customer need is an

essential part of the product protocol

Using focus groups or interviews, the

customers voice can be solicited

Avoid getting customer wish lists rather

than needs (Discuss the importance of

structuring questions & probing)


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Quality Function Deployment

(QFD)

The QFD is designed to bridge the marketing &

technical gap in designing the product

QFD is a process developed by the Japanese

automobile industry that allows VOC to become

a driver of all steps in the NPD process


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Protocol Within the New Products

Process

End User Market Contact New Product Group R&D Contact Engineers

Unmet Needs Inventory of Statement of Needs to Benefits to How to Deliver the

And Problems Needs Be Fulfilled by Product Deliver Requested Benefits

Benefit to

Feature

Conversion

(Specs)

Finished Prototype Evaluate Prototype; R&D Delivers Features Delivered;

Product Confirmed Further Development Prototype Lab Assesses Performance

PROTOCOL

End User Market Contact New Product Group R&D Contact Engineers12-21


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QFD and Its House of Quality

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Benefits in QFD Example

Compatibility

Print quality

Ease of use Productivity

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Technologies in QFD Example

Postscript compatible

Resolution

Edge sharpness Duplex printing

Hours training required

Speed (text) Speed (graphics)

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Tradeoffs in QFD Example

Improving resolution slows down textprinting and really slows down graphics

printing.

Increasing edge sharpness slows downboth text and graphics printing.

Duplex printing speeds up text and

graphics printing. Postscript compatibility improves

resolution and edge sharpness.

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M i L S f


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House of Quali ty:

Source: Adapted from John R. Hauser and Don Clausing, The House of Quality,Harvard Business

Review, May-June, 1988.

Customer Attributes Engineering Characteristics

Engineering Characteristics Parts Characteristics

Parts Characteristics Process Operations

Process Operations Production Requirements

Parts Deplo yment:

Process Planning:

Produc t ion Plann ing:

Converted to:

Converted to:

Converted to:

Converted to:

Moving to Later Stages of

QFD

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QFD Realities

Substantial cost and time commitment.

Only mixed results in some applications.

Requires top management support and

commitment.

Must be viewed internally as an investment.

Requires good functional integration.

May work better if the team members have asuccessful track record of working together

before.

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Improving QFD Efficiency

Concentrate on only some of the Engineering

Characteristics: the most critical, or the ones

where improvements are easy to accomplish.

Organize the Engineering Characteristics intogroups, and designate responsibility to

functional areas.

Do cost-benefit analysis on each Engineering

Characteristic to determine which provide the

greatest benefit relative to cost of improvement.

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Chapter 13

Design

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What Is Design?

Has been defined as the synthesis of technology and

human needs into manufacturable products.

Design introduces a bold new way of competing. Design-

driven innovations do not come from the market; they create

new markets. They dont push new technologies, they pushnew meanings. (Design expert Roberto Verganti)

In practice, design can mean many things, ranging from

styling to ergonomics to setting final product specifications.

Design has been successfully used in a variety of ways to

help achieve new product objectives.

One thing it is not: prettying up a product that is about to

manufactured!13-30


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Contributions of Design to the

New Products Process

Design for Speed to Market

Design for Ease of Manufacture

Design for Differentiation Design to Meet Customer Needs

Design to Build or Support Corporate Identity

Design for the Environment

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Principles of Universal Design

Equitable Use The design is useful to people with varied abilities.

Flexibility in Use The design accommodates a wide variety of preferences.

Simple and Intuitive to Use The design is easy for anyone to understand.

Perceptible Information The design communicates the required information to the user.

Tolerance for Error The design minimizes adverse consequences of inappropriate use.

Low Physical Effort The design can be used efficiently by anyone with minimal fatigue.

Size and Space for Approach and Use The product is easy to reach, manipulate, and use.

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Product Architecture

The process by which a customer need is

developed into a product design.

Solid architecture improves speed to

market, and reduces the cost of changing

the product once it is in production.

Product components are combined into

chunks, functional elements areassigned to the chunks, and the chunks

are interrelated with each other.13-33


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Product Architecture Illustration

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Product Architecture and

Product Platforms

Product architecture development is related to

establishing a product platform.

If chunks or modules can be replaced easily within the

product architecture, derivative products can be madefrom the same basic platform as technology, market

tastes, or manufacturing skills change.

Examples: 200 versions of the Sony Walkman from four

platforms.

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Prototype Development

Comprehensive Prototype: complete, fully-

functioning, full-size product ready to be

examined by customers.

Focused Prototype: not fully functioning ordeveloped, but designed to examine a limited

number of performance attributes or features. Examples: a crude, working prototype of an electric

bicycle; a foam or wood bicycle to determine customers

reactions to the proposed shape and form.

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Improving the Interfaces in the

Design Process Co-location

Digital co-location

Global teams Produceability engineer

Upstream partnering with vendors

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Computer-Aided Design (CAD)

Greatly accelerates the design step and allows

assessment of multiple possible designs without

building expensive prototypes.

Design for Manufacturability (DFM): search forways to minimize manufacturing costs.

Design for Assembly (DFA): search for ways to

ease assembly and manufacture.

Rational for DFM: A seemingly trivial detail in

design phase might have huge manufacturing

cost consequences later on!

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Newer Developments in CAD

Stereolithography (rapid prototyping)

Mechanical computer-aided engineering

(MCAE)

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Chapter 15

Product Use Testing

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What is Product Use Testing?

Product use under normal operating

conditions.

Some terms:

Alpha testing: done in-house.

Beta testing: done at the customer site.

Typical goals of beta testing: to determine if

the product works and is free of bugs.

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Th R l f M k ti D i


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The Role of Marketing During

Development

Marketing is involved from the beginning of the

new products process.

Advises the new product team on how the

product development fits in with firms marketingcapabilities and market needs.

Early involvement of marketing increases

products chances for success. Think of marketings task as more information

coordination than information gathering.

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M k ti R U


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Marketing Ramp-Up

The I think weve got it phase.

Once this point is reached, the teams attitude toward theproject changes.

Marketings role increases as marketing people rev up their

operations.

Plan field sales and service availability.

Begin work on packaging and branding.

Begin work with advertising agency reps.

etc.

Marketing ramps up for the product launch.

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Arguments Against Product Use

Testing A fortune has already been spent on the

product.

Market research says the product is a winner.

Competitor is working on a similar product. May suggest lack of faith in product.

Customers have to learn how to use the product.

Competitor may steal our idea and beat us to themarket.

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One Argument For Product Use Testing:

Dry Idea Deodorant

Process was anything but linear.

Gillette discovered flaws in product designthrough in-house alpha testing and beta testing

with users.

Gillette got some surprises in terms of benefits

sought back to the drawing board near endof process! (Luckily, quick fix was available.)

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A t F P d t U


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Arguments For Product Use

Testing Better to build off a technology base that

provides some insulation from competitive

copying than to worry about such copying.

Customer needs are complex sets use testingwould have identified problems with GTE Airfone

Delivering a total quality product avoiding

"horror stories" of poor product quality before

product is marketed.

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Knowledge Gained From


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Knowledge Gained From

Product Use Testing

Pre-use sense reactions.

Early use experiences ("Does it work?").

Alpha Tests Initial tests for bugs usually conducted internally

Beta Tests

Short term tests with select customers

Gamma Tests

Third level of thorough testing before final launch

Diagnostic information.

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Common Pitfalls of


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Common Pitfalls of

Beta Testing Beta test site firm has no internal capacity to test the performance of

the product at the required level and lacks the funding to hire anoutside firm to do the test.

Developer puts in a wishy-washy performance requirement like

"user-friendly" which is meaningless without a measurable

specification.

Testing is done too late in the new products process, which almostensures that development time will be extended and production

delays will occur. Doing testing in increments throughout the

process can avoid this pitfall.

Developers attempt to beta-test their own products. By definition

they are too close to the product to critically test it and findproblems.

Developers ignore early negative results, hoping that the product will

improve by itself during the new products process. All beta test

results, whether positive or negative, need to be honestly evaluated.15-48

G T ti


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Gamma Testing

Beta testing may not meet all the product developers

requirements.

Does the new product meet customers needs?

Is it cost-effective for them?

Gamma testing involves thorough use and evaluation of

the new product by the end user.

Its an ideal product use test but in many cases firms

go with beta testing.

Cost and time considerations

Keeping ahead of competitors

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Some Key Testing Dimensions

User groups to contact (lab personnel, experts,

employees, stakeholders).

Mode of contact (mail vs. personal, individual vs. group,

point of use vs. central location).

Identity disclosure (avoid halo-image effects).

Degree of use explanation (no comment, some, full

explanation).

Degree of control over use (supervised vs.

unsupervised)

Singularity (monadic usually less sensitive than paired or

triangular comparison).

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More Key Testing Dimensions

Duration of use (single use vs. extended periods).

Source of product (batch, pilot plant, final production).

Product form (single product vs. variants).

Mode of recording reaction (like/dislike, preference,descriptive information).

Source of norms (past experience, market research

firms).

Research service (internal vs. outside personnel).

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Data Formats: Like/Dislike

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Data Formats:


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Data Formats:

Preference and Descriptive

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PART FIVE

LAUNCH

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Launch


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Launch

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Common Myths About Marketing


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Common Myths About Marketing

Planning for New Products

Marketing people make the decisions that constitute a

marketing plan.

The technical work is complete when the new item hits

the shipping dock. Marketing people take over. The marketers task is to persuade the end user to use

the new product.

The more sales potential there is in a market segment,

the better that segment is as a target candidate. The pioneer wins control of a new market.

As with Broadway shows, opening night is the

culmination of everything we have been working for.

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Chapter 16

Strategic Launch Planning

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Strategic Givens

Corporate, some team decisions made earlier.

Often found in the PIC Guidelines.

A specified gross margin: affects funding.

Speed-to-market: affects promotional outlays andschedules.

Commitment to a given channel: affects distribution plan.

Advertising policy: affects promotion decisions.

Pricing policy: affects decision to use penetration orskimming pricing (slide down demand curve).

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R i i f PIC G l


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Revision of PIC Goals

Customer Acceptance

Goals

Use

Satisfaction

Sales Market Share

Financ ial Performance

Goals

Cash-to-cash (Time tobreak even)

Margins

IRR, ROI

Produc t Level

Perform ance Goals

Cost

Time to Market

Performance Quality

Other

Competitive Effect

Image Change Morale Change

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Strategic Platform Decisions

Permanence

Aggressiveness

Type of Demand Sought Competitive Advantage

Product Line Replacement

Competitive Relationship Scope of Market Entry

Image16-60


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Permanence

Strategic options:

Permanent, stand-alone.

Permanent, but as a bridge to other items

e.g., platform strategy.

Temporary: Given firms tendency to develop

streams of products, more and more new

products are actually only temporary(examples: cereals or snacks tied to recent

childrens movies or TV shows).

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Type of Demand Sought

Primary demand: for new-to-the-world

product

Replacement demand: for a product

improvement or upgrade (new computerchip, new compact car)

Selective demand: for an entry into an

established market.

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Strategies

Butt-on productreplacement

The existing one is simply dropped when the new one is announced. Example:Ford's marketing of Mondeo and dropping of Sierra.

Low-season switch Same as butt-on, but arranging the switch at a low point between seasons. Tourcompanies use this switch when they develop their new catalogs.

High-season switch Same as butt-on, but arranging the new item at the top of a season. Example:Polaroid used this strategy often, putting new replacement items out during the

Christmas season.

Roll-in, roll-out Another version of butt-on, but arranged by a sequence of market segments.

Mercedes introduced its C series country by country.

Downgrading Keeping the earlier product along side the new, but with decreased support.Example: The 386 chip stayed along side the 486, until the Pentium was

introduced.Splitting channels Putting the new item in a different channel or diverting the existing product into

another channel. Example: Old electronic products often end up in discounterchannels.

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Scope of Market Entry

This is not test marketing. This is launch.

All forces in place and working.

Roll out slowly checking product, trade and

service capabilities, manufacturing fulfillment,promotion communication, etc.

Roll out moderately, but go to full market as

soon as volume success seems assured.

Roll out rapidly full commitment to total

market, restricted only by capacity.

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Some Other Strategic Platform


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Some Other Strategic Platform

Decisions Aggressiveness (aggressive versus cautious

attitude at entry)

Type of demand sought (primary versus

selective) Competitive advantage sought (differentiation,

price leadership, or both)

Competitive relationship (aim at a competitor,

avoid a competitor)

Image (create a new image, tweak an existing

image, use the already-existing image)

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The Target Market Decision

Alternative ways to segment a market

End-use

Geographic

Demographic,

Behavioral

Psychographic

Benefit segmentation

Micromarketing and mass customization

Diffusion of Innovation16-66

Factors Affecting Diffusion of


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Factors Affecting Diffusion of

InnovationDerived from classic Rogers model of diffusion

Relative Advantage (Googles rapid acceptance by

computer users)

Compatibility (digital cameras are designed to be used

much as film cameras)

Complexity (Apple Newtons handwriting recognition was

found to be hard to use)

Divisibility (try a new GPS system at low cost as an add-

on with a rental car)

Communicability (long-term benefits of a decay-

preventing toothpaste are impossible to discern at time

of purchase)16-67

Another View of Diffusion:


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Another View of Diffusion:

Crossing the Chasm Two adopter groups:

Visionaries (innovators and early adopters)

Pragmatists (all later categories)

The two groups differ in their expectations of the new

products.

Pragmatists do not use visionaries as their opinion

leaders.

Visionaries might snap up a cool new cell phone while

pragmatists may just be looking for something that works

well and is not too expensive.

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Crossing the Chasm

A value proposition may attract the

visionaries but may never get acceptance

in the mass market

To cross the chasm, the firm needs todevelop a value proposition that works for

pragmatists and to develop a launch

strategy that is designed to reachpragmatists.

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Product Positioning

Who Why How

To whom are we marketing?

Why should they buy it?

How do we best make the claim?

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Product Positioning

Alternatives

Attribute

Features (What it is)

Functions (How it works) Benefits (How the user gains)

Surrogates (Refer to Figure 16.5 pg 410)

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To Whom Are We Marketing?

Users vs. non-users (primary vs. selective

demand)

Target market criteria (demographic, geographic,

psychographic, benefit segmentation) Everybody no narrowing down (mass

customization, Post-It notes)

The real issue here is commitment by all newproduct participants and by management

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Why Should They Buy It?

Formatted in three ways:

Solves major problem current products do

not.

Better meet needs and preferences. Lower price than current items.

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Product Positioning Options


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Product Positioning Options

Posit ion to an Attr ibute

Feature: A dog food that has as much protein as ten pounds of sirloin. Function: A shampoo that coats your hair with a thin layer of protein.

Benefit: A new toothpaste saves you money (direct) and improves your sex life(follow-on)

Dranos classic tagline was Thicker, stronger, faster (a feature, a function, a benefit).

Miller Lites is Tastes great, less filling (two benefits).

Posit ion on a Surrogate

Nonpareil: Jaguar cars, Perrier water.

Parentage: A Chanel perfume, a Disney movie, a Ralph Lauren designer suit.

Manufacture: Budweiser (beechwood aging), Audi (renowned engineering).

Target: Airlines designed for the business traveler, Vector tires for use on wet roads.

Rank: Hertz, Blue Cross/Blue Shield, and others who claim to be No. 1.

Endorsement: Doctor recommendation, celebrity spokesperson.

Experience: Stress long use by satisfied customers (Nuprin, Yellow Pages). Competitor: USPS Express Mail and some Kia autos are just like competitors but cheaper.

Predecessor: You liked Hersheys Kisses so you will also like Hugs.

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B di D i i


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Branding Decisions

What is the brands role or purpose? Are you planning a line of products?

Do you expect a long-term position in the

market? How good is your budget?

Physical/sensory qualities of brand

considered?

Message clear and relevant?

Insulting or irritating to anyone?

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Categories of Brand Names


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Categories of Brand Names

Famous Names (Coca-Cola, Disney): protected by Federal TrademarkDilution Act preventing others from using similar names. (Ex.: Victors LittleSecret)

Fanciful Names (Bluetooth, Kodak, Ameriprise): Distinctive neologisms;easy to protect but the firm must create a meaning for the word.

Arbitrary Names (Apple, Virgin, http://www.Monster.com): Real words butunrelated to the nature of the product; again, easy to protect.

Suggestive Names (Coinstar, Quadra Tred tires): Require a littleimagination , but can communicate a product benefits. May be harder toprotect under trademark laws.

Descriptive Names (Lean Cuisine, Hot Jobs): Harder to protect; may go firstonto the Supplemental Register and after five years can get advanced legalprotection (this happened to Rollerblades).

Generic Names (Thermos, Aspirin, Cellophane): The name becomessynonymous with the product category and the original trademark holderloses exclusive rights to the name.

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http://www.monster.com/http://www.monster.com/


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Trademarks and Registration

Trademark: A word, symbol, logo, word string, sound signature thatidentifies a product.

Examples: BMW Z3 or Z4 Roadster, the GE script lettering, AppleInc.s multicolored apple, Nikes Just Do It, the three-note NBCchimes or the Intel Inside sound.

Generally, trademark refers to legal aspects while brand refers to

marketing strategy. Technically, services have service marks, and businesses have

trade names (not trademarks).

If a trademark is registered, the firm can keep the trademark forevereven if another firm can show prior use.

Trademarks should not be immoral or misleading.

Trademarks should not be too descriptive of a product type (Lightcigarettes).

Should not be confusingly similar to other trademarks (considerApple Inc. vs. Apple Corps, McSleep vs. McDonalds).

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Questions and Guidelines in Brand


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Name Selection Refer to Fig 16.8 pg 415

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Some Brand Names That Didnt Work


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Refer to Fig 16.9 pg 417

Some Brand Names That Didn t Work

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How Brand Equity Provides Value


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How Brand Equity Provides Value

HighBrand

Loyal ty

Other Brand

Assets

More/BetterBrand

Assoc ia t ions

HighPerceived

Quali ty

HighBrand

Awareness

Reduced

marketing

costs

Increased

trade

leverage

Patents or

trademarks

Strong

channel

relationships

Creates

positive

image

Helps

customer

process

information

Supports

quality

positioning

Supports

higher-price

strategy

Easier to

make

brand

associations

Increased

liking and

familiarity

Provides value to customer:

Assists in customer information processing

Increases confidence in purchase

Increases satisfaction in product use

Provides value to f i rm:

Increases effectiveness of marketing programs

Increases customer loyalty and trade leverage

Facilitates brand extensions

Is a source of competitive advantage

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B ildi B d E it


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Building Brand Equity

Getting awareness of the brand and themeaning.

Making brand associations even the

factory location in Saturns case.

Buildingperceivedquality

Loyalty in repurchase locking them in

Getting resellersupport

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Brand Equity and Branding


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q y g

Strategies

Umbrella branding strategy

Kelloggs uses corporate name as part of all cereal

brands.

Kraft uses Planters, Di Giorno, Maxwell House as

well as Kraft in its brand names.

Individual branding strategy

No P&G cleaning products carry the P&G name

(Tide, Bold, Mr. Clean, etc.).

Clorox does not use the Clorox name on many of its

cleaning products (409, SOS) and does not use it at

all on non-cleaning products (Hidden Valley, KC

Masterpiece).

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Other Options in Branding


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Other Options in Branding

Strategy

ConAgra Foods used individual branding

for years on its products (Orville

Redenbacher, Reddi-Wip, Healthy Choice,Peter Pan) but now uses a unifying logo

(smiling plate with spoon) and slogan

(Food You Love).

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Gl b l B di d P iti i


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Global Branding and Positioning

Standardization: Gillette uses the same brandname and positioning worldwide (The Best A

Man Can Get).

Adaptation of Positioning: Canon sells the samecamera worldwide but uses the So Advanced,

Its Simple positioning in North America.

Adaptation of Brands: General Mills cereals are

marketed in Europe through a joint venture withNestle and are sold under the Nestle corporate

name there.

16-84

Packaging


85/85

Packaging

The role of packaging: containment,

protection, safety, display, and

information/persuasion.

Packaging can assist the user, permit

reusability, meet environmental needs,carry warnings, meet legal requirements,

aid in disposability.

Packaging as a competitive tool:recognizability, convenience, customer

attraction etc

lecture day 3

Documents