产品生命周期的管理与新产品开发战略

选用教材营销管理[美]菲利普•科特勒著第十一版上海经济出版社第五章：产品生命周期的管理与新产品开发战略教学目的：本章的目的是通过对产品生命周期和新产品开发战略的学习，读完本章之后，你应该能够：解释在产品生命周期中市场营销战略如何变化；解释企业如何找到并开发新产品构思；描述产品生命周期阶段；解释在产品设概念命周期中市场营销战略如何变化。教学重点：本章的重点在于掌握在产品周期的不同阶段，企业因该采取的营销战略，以及在开发新产品的过程中，企业应该采取什么样的策略。教学难点：由于在实际中，产品的周期并不明显，难以区分产品处在哪个阶段，所以本章的难点在于如何通过实际的案例来具体分析企业在产品的不同周期所应采取的战略。教学时数：6（讲授、案例）教学内容与步骤：Chapter5ProductLife－cycleandDevelopingNewProductStrategyLectureOne:DifferentiationandProductLife－cycleStrategyWhatIstheDifferentiating?Intheclassictext“MarketingManagement”,Philip·KotlerpointsoutthatthecoreofthemodernmarketingisdescribedasSTP,whicharesegmenting(S),targeting(T)andpositioning(P).Dividingamarketintodistinctgroupsofbuyerswithdifferentneeds,characteristicsorbehaviormightrequireseparate.Themaintaskofmarketsegmentistodeterminethesegmentalvariablesandthesegmentalmarkets,whilethemarkettargetistoevaluateeachmarketsegment’sattractivenessandselectoneormoresegmentstoenter.Finally,accordingtomarketsegmentandmarkettarget,thecompanyshouldpositionitsproductinthemarket,anddeterminingthepossiblepositioningconcepts,selecting,developingandcommutatingoneofthem.Thetaskofpositioningistodeliveracentralideaaboutacompanyoranofferingtothetargetmarket.Positioningsimplifieswhatwethinkoftheentity.Differentiationgoesbeyondpositioningtospinacomplexwebofdifferencescharacterizingthatentity.ThefinalroleofSTPplaystheeffectontheproductdifferentiating.Wedefinedifferentiationastheprocessofaddingasetofmeaningfulandvalueddifferencestodistinguishthecompany'sofferingfromcompetitors'offerings.Allproductscanbedifferentiatedtosomeextent,butnotallbranddifferencesaremeaningfulorworthwhile.Adifferencewillbestrongertotheextentthatitsatisfiesthefollowingcriteria:●Important:Thedifferencedeliversahighlyvaluedbenefittoasufficientnumberofbuyers.●Distinctive:Thedifferenceisdeliveredinadistinctiveway.●Superior:Thedifferenceissuperiortootherwaysofobtainingthebenefit.●Preemptive:Thedifferencecannotbeeasilycopiedbycompetitors.●Affordable:Thebuyercanaffordtopayforthedifference.●Profitable:Thecompanywillfinditprofitabletointroducethedifference.Manycompanieshaveintroduceddifferentiationsthatfailedononeormoreofthesetests.TheWestinStamfordhotelinSingaporeadvertisesthatitistheworld'stallesthotel,butahotel'sheightisnotimportanttomanytourists.Polaroid'sPolarvision,althoughdistinctiveandpreemptive,wasinferiortoanotherwayofcapturingmotion——namely,videocameras.WhentheTurnerBroadcastingSysteminstalledTVmonitorstobeamCableNewsNetwork(CNN)toboredshoppersinstorecheckoutlines,itdidnotpassthesuperiortest.Customerswerenotlookingforanewsourceofentertainmentinsupermarkets,andTurnertooka$16milliontaxwrite-down.Sonyisagoodexampleofacompanythatconstantlycomesupwithnewfeatureandbenefits.AssoonasSonydevelopsanewproduct,itmightassembleuptothreeteamstoviewthenewproductasifitwereacompetitor'sThefirstteamthinksofminorimprovements,thesecondteamthinksofmajorimprovements,andthethirdteamthinksofwaystomaketheproductobsolete.CregoandSchiffrinhaveproposedthatcustomer-centeredorganizationsshouldstudywhatcustomers’valueandthenprepareanofferingthatexceedstheirexpectations.Theyseethisasathreestepprocess:1.Definingthecustomervaluemodel:Thecompanyfirstlistsalltheproductandservicefactorsthatmightinfluencethetargetcustomers'perceptionofvalue.2.Buildingthecustomervaluehierarchy:Thecompanynowassignseachfactortooneoffourgroups:basic,expected,desired,andunanticipated.Considerthesetoffactorsatafinerestaurant:●Basic:Thefoodisedibleanddeliveredinatimelyfashion.(Ifthisisalltherestaurantdoesright,thecustomerwouldnormallynotbesatisfied.)●Expected:Thereisgoodchinaandtableware,alinentableclothandnapkin,flowers,discreetservice,andwellpreparedfood.(Thesefactorsmaketheofferingacceptable,butnotexceptional.)●Desired:Therestaurantispleasantandquiet,andthefoodisespeciallygoodandinteresting.●Unanticipated:Therestaurantservesacomplimentarysorbetbetweenthecoursesandplacescandyonthetableafterthelastcourseisserved.3.Decidingonthecustomervaluepackage:Nowthecompanychoosesthatcombinationoftangibleandintangibleitems,experiences,andoutcomesdesignedtooutperformcompetitorsandwinthecustomers'delightandloyalty.Today，Economiesareafflictedwithsurpluses,notshortage,whichisthereasonofthedifferentiatingstrategy.Forexample,inthesupermarket,therearenotonlyseveralbrandsoftoothpastebutonebrand,Colgate,offersadozenvarieties–withbakingsodaorperoxide,orloadedwith“sparkingwhite”ortartarcontrol.Nocompanycanwinifitsproductandofferingresembleseveryotherproductandoffering.Today,mostcompaniesareguiltyofstrategyconvergence-namely,undifferentiatedstrategies.Foracompany,onlyifitoffersthedifferentproductsinthemarketbasedontheSTPstrategy,itcansucceedatlast.DifferentiatingstrategyThenumberofdifferentiationopportunitiesvarieswiththetypeofindustry.TheBostonConsultingGroup(BCG)hasdistinguishedfourtypesofindustriesbasedonthenumberofavailablecompetitiveadvantagesandtheirsize△Volumeindustry:Oneinwhichcompaniescangainonlyafew,butratherlargecompetitiveadvantages.Intheconstruction-equipmentindustry,acompanycanstriveforthelow-costpositio