New Products Management - CHAPTER 19 LAUNCH MANAGEMENT potx

Launch Management Concept Showing Remedial Action % aware who Time Plan Actual With action Without action Figure 19.1... The Launch Management System Spot potential problems.. Decision

CHAPTER 19

LAUNCH MANAGEMENT

McGraw-Hill/Irwin Copyright ©2006 The McGraw-Hill Companies, Inc All right reserved

Launch Management Concept Showing Remedial Action

% aware who

Time

Plan

Actual

With action

Without action

Figure 19.1

The Launch Management System

 Spot potential problems

 Select those to control

 Develop contingency plans for the

management of problems

 Design the tracking system

Adage: in driving a car, it is the potholes you don’t know about (or forget about) that cause you damage.

Spotting Potential Problems

 Problems section from the situation

analysis

 Role-play what competitors will do

 Look back over all the data in the new

product's "file."

 Consider hierarchy of effects needed to

result in a satisfied customer (A-T-A-R)

A-T-A-R Hierarchy: Where Does the

Problem Lie?

Aware

Unaware

Tried

Not Tried

Reused Not R.

Does the problem lie in awareness, trial, or repeat?

Figure 19.2

Decision Model for Building Launch

Control Plan

Figure 19.3

Select the Control Events

 Of all potential problems,

investigation?

consideration?*

planning?

*Basis: Consider potential damage and likelihood

of occurrence.

Develop Contingency Plans

 "Is there anything we can do?"

imitation.

 Base contingency plan on type of problem:

distribution)

trial)

Designing the Tracking System

 Select the tracking variables

 Select the trigger points

 Consider the nontrackable problems

Questions from New Product Tracking Study

Category Usage Questions

In the past six months, how many times have you bought (product category)? What brands of (product category) have you ever heard of?

Have you ever heard of (brand)? (Ask for 4 to 6 brands)

Have you ever bought (brand)? (Ask for 4 to 6 brands)

About how many times have you bought (brand) in the past six months?

Advertising Awareness Questions

Do you recall seeing any advertising for (brand)? (ask all brands respondent is aware of)

Describe the advertising for (brand).

Where did you see the advertising for (brand)?

Figure 19.6

Questions from New Product Tracking Study (continued)

Purchase Questions

Have you ever bought (brand)?

Figure 19.6 (cont’d.)

If " Yes" :

How many times have you bought it?

How likely are you to buy (brand) again?

What did you like/dislike about (brand)?

What do you think of the price of

(brand)?

If " No" :

Did you look for (brand) in the store?

Why didn't you try (brand)?

How likely are you to try (brand)

in the future?

A Sample Launch Management Plan

Potential Problem

Salespeople fail to contact general-purpose market at

prescribed rate.

Tracking

Track weekly sales call reports (plan is for at least 10

general-purpose calls per week per rep).

Contingency Plan

If activity falls below this level for three weeks running, a

remedial program of one-day district sales meetings will be held.

Figure 19.7

Another Problem Illustrated

Potential Problem

Potential customers are not making trial purchases of the product.

Tracking

Begin a series of 10 follow-up calls a week to prospects.

There must be 25% agreement on product's main feature and trial orders from 30% of those prospects that agree

on the feature.

Contingency Plan

Special follow-up phone sales calls to all prospects by

reps, offering a 50% discount on all first-time purchases.

Figure 19.7 (cont’d.)

A Stepwise Product Deletion Process

Recognition of the product to

be deleted Analysis and revitalization stage

Evaluation and decision formulation stage

Implementation stage

Source: George J Avlonitis, Susan J Hart, and Nikolaos X Tzokas, “An Analysis of Product Deletion

Scenarios,” Journal of Product Innovation Management, Vol 17, No 1, January 2000, pp 41-56.

Figure 19.8