Chapter 16 Chapter 14 New Product Design and Marketing

Less than 10 percent of all new products are truly innovative or new arrivals.Since they are new to the company and the market, these products involve very high costs and risks. Our products are increasingly vulnerable to obsolescence amid changing consumer needs and tastes, rapidly advancing technology, shortening product life cycles, and increasing domestic and foreign competition.Companies that do not develop new products are taking great risks.The only way for an enterprise to survive is to continuously develop new products.The 3M company in the United States is a model in this regard. 3M markets more than 60,000 products, from sandpaper and adhesives to contact lenses, cardiopulmonary equipment and trendy artificial ligaments, and from reflective road signs to stainless wool soap pads and hundreds of adhesive strips.Every year, 3M develops more than 200 new products.Its legendary focus on innovation has made 3M one of the most envied companies in the United States.

New products are not born naturally. 3M strives to create an environment conducive to innovation. It usually invests about 7% of its annual sales in product research and development, which is twice as much as the average company. 3M company encourages everyone to develop new products. The company's famous "15% rule" allows each technician to use up to 15% of his time to "do private work", that is, to engage in work plans that are of personal interest, regardless of whether these plans are directly related to them or not. Good for the company.When a promising idea emerges, 3M organizes a venture team consisting of the idea's developer and volunteers from production, sales, marketing, and legal.The group nurtures the product and protects it from the company's harsh scrutiny.Team members stay with the product until it succeeds or fails.Some venture groups try 3 or 4 times before making an idea work.

Every year, 3M will award the "Progress Award" to those risk groups whose new product sales reach more than 2 million US dollars in the United States or 4 million worldwide within 3 years after development. In the process of persistent pursuit of new products, 3M has always maintained close contact with its customers.At every stage of new product development, customer preferences are re-evaluated.Marketers and technologists work closely together in the development of new products, and both research and development are actively involved in developing the overall marketing strategy.

3M knew that it had to try thousands of new product ideas for maximum success.It treats mistakes and failures as a normal part of creativity and innovation.In fact, its philosophy seems to have become "if you don't make mistakes, you probably didn't do anything".But as it turned out, many of the "big mistakes" went on to become some of 3M's most successful products. The old staff of 3M company loves to tell the story of a chemist - she occasionally splashed a new chemical mixture on tennis shoes. The chemical mixture later became Scotchgard Fabric Protectant.

The development of new products requires not only creativity, but also a scientific and reasonable system to ensure the realization of creativity. 3M has undoubtedly set an example in this regard.Generally speaking, to develop a new product, you need to do the following: 1. Formulate marketing strategy.After the product concept is formed, it is necessary to formulate a marketing strategy. The relevant personnel of the enterprise must draw up a preliminary marketing strategy report for launching the new product into the market. 2. Business analysis.As a company develops a new product concept and marketing strategy, it can evaluate the product concept's commercial appeal—reviewing sales, cost, and profit estimates to determine whether they meet the company's goals.

3. Product development.If the product concept has passed the business analysis, the research and development department and the engineering technology department can transform this product concept into a product and enter the trial production stage.Only at this stage does the product design described in words, diagrams and models become physical products.The question that should be clarified at this stage is whether the product concept can be turned into a technically and commercially feasible product.If not, except for obtaining some useful by-products in the whole process, that is, information intelligence, all the money spent will be wasted.

4. Market test sale.After some consumers (or users) are basically satisfied with the trial of new product samples, the company usually conducts trial production in small batches based on the improved design, and conducts test sales in selected target markets.At the same time, conduct an in-depth investigation of dealers and customers, and then further improve the design or production situation.Test marketing can not only enhance the company's understanding of the sales potential of new products, but also help companies improve their marketing strategies.For example, from the market test sale, observing the trial rate (that is, the rate of first purchase) and the repurchase rate (that is, the rate of repeated purchases) is of great significance to timely understanding whether new products can be sold successfully.

5. The product goes on the market.After summarizing and improving the trial-marketed products, the products are launched, and the products are constantly improved in the feedback of customers. Once management has developed the product concept and marketing strategy, it can evaluate the commercial appeal of the proposal.Management must review sales volume, cost, and profit forecasts to determine whether they meet the company's goals. There are many factors and variables that determine the success of a new product launch, some from the social macroeconomic field, the company's own cognition and grasp of resources, and the characteristics of the competitive environment and the times.Enterprises need to adjust their marketing strategies based on various factors.

Since its development, Himin Solar Group has become a leader in the world's solar energy industry, with an annual area of ​​more than 2 million square meters of collectors, which is equivalent to the sum of the entire European Union and more than twice that of North America.However, when Himin entered the solar energy industry, there were no precedents to follow, both domestically and abroad. However, Himin Group not only made the industry stronger and bigger, but also made solar energy a huge industry. Since entering industrialization, human beings have caused endless harm to the environment, but the "Himing Model" has opened up a road to sustainable energy development and achieved a win-win situation between the environment, industry and the market.To pursue the Huangming model, we must start from the following three aspects:

1.Zero market enlightenment When Himin Group entered the field of solar energy, there was no reference in the industry, no introduction from outside, and no strong support from the government. Faced with such a predicament, the first thing to solve was the market problem. At that time, the public had almost zero awareness of solar energy products. The primary task of Himin is to cultivate the market and customers, and spend all the initial investment on solar energy science education. Himin's publicity team is carpet-like. By distributing more than 90 million copies of "Solar Science Popularization News" and establishing more than 10,000 marketing outlets, Himin Solar has won many loyal customers.Products are sold more and more relying on science popularization, and the profits earned by enterprises are getting richer and richer.A large part of the profit is taken out to continue to support science popularization and assume more social responsibilities for social enlightenment.

2.Obtain the core technology of the industry Himin has mastered the core technology of solar thermal utilization, and has taken the lead in the research and development of solar energy-related industries, such as solar integrated buildings, energy-saving glass, solar high-temperature power generation, solar lamps, solar desalination, and solar air-conditioning and refrigeration. front row.Himin Group's ODIC technology strategy integrates the world's advanced solar energy application technology to achieve a benign conversion between advanced technology and market applications. 3.Clarify industry positioning In the early stages of competition in the solar energy industry, there were more than 3,000 domestic solar energy manufacturing companies, most of which were small regional brands with low product prices and small scale.In order to occupy the market, various enterprises have lowered prices one after another, resulting in unclear brand positioning, lack of credibility of enterprises, and unqualified product quality. Faced with the status quo of the solar water heater industry, Himin has rejected the temptation of price wars from the very beginning, and determined its own strategic positioning: a high-end solar energy manufacturer that provides large-scale solar water heaters.Himin gradually abandons low-end product lines and concentrates on high-end products.Himin, which occupies the high end of the industry, has effectively consolidated its competitive advantage.In terms of sales, Himin has converted all of its agency stores, which were originally mixed in good and bad, into 5S stores integrating sales, service, and image display, which has greatly improved the brand image of Himin. After gaining advantages in technology, scale and brand, the prices of Himin's new products have increased in spite of the decline in product prices of industry companies.Himin has found its own unique position, and no other brand can imitate it. At the beginning of entering the market, Himin Solar Water Heater firmly grasped the business opportunities in the industry, and accurately positioned itself, established a scientific and reasonable marketing strategy, and established its unrivaled position in the new market of solar water heaters.Marketing experts suggest that enterprises should pay attention to making decisions from the following aspects when developing marketing strategies for new products: 1. Release time.Marketing managers need to decide when is the most appropriate time to bring a new product to market.For example, if a new product is used to replace an old product, the new product should not be put on the market until the stock of the old product is disposed of, so as not to impact the sales of the old product and cause losses.If the market demand for a new product has a high degree of seasonality, the new product should be put on the market when the sales season comes. 2. Launch location.A marketing manager needs to decide where (a region, certain regions, a national market, or an international market) is the most appropriate place to launch a new product.Enterprises that can launch new products in the national market are rare.Generally, it is first launched in the market in the main region in order to occupy the market and gain a foothold, and then expand to other regions.Therefore, enterprises, especially SMEs, must formulate a market launch plan. 3. Launch target.Marketing managers target distribution and promotions to the best customer segments.Using the best customer base to drive ordinary customers can expand the market share of new products with the fastest speed and the least cost.For newly launched products, the best customer groups should generally have the following characteristics: they are early adopters; they are a large number of users; they are concept advocates or opinion leaders, and they can make positive publicity for the product. 4. Launch method.Enterprises should decide to allocate marketing budget among various factors of marketing mix, determine the sequence of various marketing activities, and carry out marketing activities in a planned way. Once a company has segmented the energy-saving market, selected its target customers, identified customer needs and determined its market position, it can better develop new products.Marketers play a key role in this new product development process. Marketers, R&D and other department personnel, evaluate new product ideas and work together in each step of the product development process. With the change of the corporate environment and the transformation of the corporate strategy, the phased new product development goals will be different, but the big goal of pursuing sales and profit growth will remain unchanged for a long time, and it is a goal shared by most companies.Under this big goal, enterprises should formulate corresponding goals according to the characteristics of their own internal and external environments. In 1985, Microsoft launched Excel 1.0 software, which was first used on Apple Macintosh computers. In 1988, it launched a version of Excel 2.0 that was compatible with IBM and was praised as "a work of art" by critics. Excel not only flexes its muscles in the spreadsheet market, but also helps Microsoft's latest operating system "Windows" play half of the world.At the same time, Microsoft's application software division continued to launch other software, such as Word software. On the other hand, the platform department guards Microsoft's core product-the personal computer operating system. MS-DOS needs to be updated and upgraded every two years, but it will eventually be replaced by new products.At this time, Microsoft changed its style of completing a job in a few months in the past, and developed the follow-up product "Windows" of MS-DOS in nearly seven years.Windows was developed not for financial reasons, since MS-DOS was still a huge seller at the time, but because Bill Gates wanted to establish a newer standard for personal computers. However, Windows was not a success when it was launched in 1987, and it improved only slightly when it was released on IBM and compatible computers the following year.The reason is simple, mainly due to the long-term thinking of Bill Gates, who usually let Microsoft's software surpass the existing hardware devices.Windows works best with a powerful computer.But Bill Gates found that IBM was not actively launching more powerful models.Later, Compaq was the first to launch the 386.The "incompatibility" between Microsoft's new software and IBM's hardware reveals Microsoft's paradoxical situation. In 1989, the cooperative relationship between Microsoft and IBM broke down, and IBM independently developed OS-22, but the new version of the product launched later could not break through the grasp and control of MS-DOS, nor could it hinder the future of Windows.Despite IBM's efforts, operating system standards were set by Microsoft. After Microsoft launched the improved version of Windows, IBM compatible computer manufacturers were eager to install the improved Windows into their computers, and software manufacturers also developed software based on Windows as the standard.Due to the increased memory space, Windows 3.0 can open several applications at the same time. The listing of Windows 3.0 is "the most luxurious, grand, and expensive software listing action."Compatible computer manufacturers are scrambling to install Windows 3.0, and software practitioners are also rewriting programs to meet the new environment of Windows. The success of Windows has caused Microsoft's performance to increase from US$590 million in 1988 to US$1.183 billion a year later. Since then, Microsoft has become a company with a powerful influence that has never appeared in the technology industry since IBM dominated the computer industry in the 1950s and 1970s. After Microsoft moved to Raymond, Washington in 1986, it changed its name to "Green Giant" to correspond to the name "Blue Giant". New product development strategies can be divided into two types: responsive and pre-responsive.The former develops new products in response to changes in the environment, while the latter emphasizes taking the initiative, striving to grasp the trend of environmental changes, and launching new products in a timely manner according to the situation.In the case of Microsoft, it is obvious that a proactive new product development strategy is adopted.Responsive and anticipatory strategies specifically differ in the following ways: 1.Responsive new product development strategy.Elements of this strategy include: ①Adjust and improve the existing products of the enterprise so as to better compete with the competitors' new generation products; ② Quickly imitate new products launched by competitors; ③ Never take the lead in launching new products, but once competitors launch new products, they will immediately launch products that are better than rival products; ④Constantly develop new products according to changes in consumer requirements and preferences. 2.Predictive new product development strategy.Elements of this strategy include: ① Make every effort to develop high-tech products.For example, 3M Company of the United States clearly stipulates that 30% of the sales of public institutions must come from products that have been on the market for less than five years, and 6.5% of the sales of public institutions must be used for research and development of new products; ② Research consumer needs and develop new products to meet this demand; ③Establish a new product innovation mechanism to enable enterprises to have sustainable innovation capabilities, not just research and development of one or two new products; ④ With the help of the capital market and capital operation, merge or acquire enterprises with excellent new product development capabilities. Whether an enterprise should adopt a responsive or pre-responsive strategy is related to the size and growth of the market, the ability to protect innovative products, the strength of competitiveness, and the market positioning of the enterprise.In addition, different business unit strategies also require different new product development strategies. For example, the pioneering business unit strategy requires the use of pre-responsive new product development strategies, while under the conditions of defensive business unit strategies, it is most suitable to use responsive new product development strategies. Product Development Strategy. Asian countries have gradually realized the importance of innovation, and many countries and regions are building high-tech parks—mainland China, India, South Korea, Taiwan, Malaysia, and Singapore.Asian companies send their scientists and technicians to global research centers for training.Companies such as China's Haier, which produces more than 400 new products a year, have hired foreign experts to work alongside local staff. The importance of new product conception is unquestionable. The method of new product conception is an important tool to stimulate creativity, and enterprises must pay due attention to it.There are many ways to conceive a new product. Nobuyuki Yoshii felt with his many years of experience and quick mind that closed-circuit television will definitely be popularized in ordinary families in the future.In this regard, he has firm confidence.Together with his like-minded friend Dong Jibo, he established a Japanese closed-circuit television company to sell newly-produced closed-circuit televisions and develop audio and video tapes for shooting closed-circuit televisions. Since CCTV is a brand new product, the general public lacks sufficient understanding of it.Therefore, the company has spent a lot of effort but it is difficult to expand its business, and the business is very slow.However, their predictions and judgments were not wrong.Soon thereafter, Hitachi and other major electrical appliance manufacturers competed to develop closed-circuit televisions.With the gradual popularization of closed-circuit televisions, Nobuyuki Yoshii's company quickly achieved good benefits. The main commodity of Japanese CCTV companies is videotapes for wedding day.The sales volume of this product accounts for about 60% of the total sales, which can show a full hour of film and audio tapes, and a set sells for 50,000 yen.The second is the videotape used to record various events.It records the situation of the team's field game and then sells it to the team, so that the team can look at the clear picture to self-examine the gains and losses, so that they can sum up experience and learn lessons to improve the training effect.In addition, the company also sells videotapes recording scenes such as opening ceremonies, sports games, garden parties, merchandise exhibitions, plays and dances. CCTV has a wide range of uses.One of its advantages is that it can be shown directly without making a copy.However, if the film shot by the 16cm camera which is quite popular recently, there is no way to show it unless it is made into a copy. In order to allow foreign tourists to enjoy the night view of the city and the water, light and mountains of scenic spots, many large hotels record the scenery of the city and various scenic spots, and then use CCTV to show them to the tourists in the suites.The service has been well received by travelers. Later, department stores and manufacturers also placed a closed-circuit television in their stores to advertise.The content of these films is the manufacturing process of the product, product introduction and various dynamics of the company.This kind of advertisement is movable and three-dimensional, and can be seen clearly and in detail. Of course, the audio-visual effect of advertisements published through newspapers, periodicals and other media is much higher. Later, more and more large electrical companies set foot in this field.However, the Japanese closed-circuit television company, which was the first to play in the closed-circuit television industry, already has the advantage of leading the market. Japanese closed-circuit television companies have achieved success by meeting the needs of consumers to the greatest extent.There are many ways to conceive a new product, we can divide the new product conceive method into the following four categories: 1.attribute analysis.In the process of examining existing products, we can generate new product concepts, and this process has triggered many concrete ways. 2.needs analysis.It's a way to focus on the user's needs.For example, consider the users (companies or individuals) of a product. 3.Correlation Analysis.Prompts the mind to see things in a new and unique way, to discover connections between things that ordinarily seem unrelated. 4.group analysis.For the same problem, a single person's research cannot compare with the creativity of an organically combined group.Therefore, we must form various groups to compensate for the limitations of individual creativity. Many businesses use one or more of the needs analysis methods, often supplemented by one of the group creativity methods, to suit a variety of situations.Using creativity as their research object, they have developed many new product ideation methods.However, we cannot consider these methods to be used independently, or to find a "best method" among so many methods.Long-term planning of enterprises is particularly effective for long-term incentives of enterprises, but in the actual operation process, demand analysis and correlation analysis are very useful when encountering unexpected difficulties. Customer needs and wants are a logical starting point for finding new product ideas.A large number of new ideas for products originate from users. The first stage in the new product development process is finding product ideas.New product ideas come from many sources: customers, scientists, competitors, employees, distributors, and top management.No matter where the idea comes from, the final implementation of the product is to meet the needs of customers. In the past, there was a small spoon for scooping MSG in the bottle of MSG. Once, the president of a monosodium glutamate company said to his subordinates that if anyone has a new idea to improve the company's products and business, please come up with it. If the company adopts it, the creative person will be rewarded heavily. This call was echoed by most employees.There was a young man named Kazuo Kondo, who felt a little embarrassed that he hadn't come up with any ideas, so he started to use his brain.A few days later, he came up with a whim and wrote this wonderful idea on a note - when using monosodium glutamate, first open the lid, then take out a small spoon, then reach out to scoop the monosodium glutamate, after putting the monosodium glutamate, Putting away the spoon and then closing the lid is too tedious a procedure.If some small holes are made on the cap of the bottle, then you don't need to do a lot of hands and feet when using it, just turn the bottle upside down and shake it.After writing in this way, he secretly put the note on the president's desk, and of course, added his signature on it. But he lacked confidence in his own idea. He was already shy, and when he met the president, he was even more afraid to confront the president.He thought that his idea, which was too embarrassing to see others, would make the president unhappy when he saw it. Unexpectedly, the president was very satisfied and immediately reported his idea to the chairman. Sure enough, not long after, his proposal was adopted by the company.Later, the company's monosodium glutamate bottles all used caps with small holes, and the sales volume increased by 50%.This idea, which was afraid of being ridiculed by others, has received miraculous results. This company is the world-famous Suzuki MSG Company.This young man also leapt to become a figure who was looked at differently.Later, because of this excellent proposal, Kondo was promoted to section chief and received a bonus of 5 million yen. It can be seen that making a product full of intelligence does not necessarily require particularly advanced science and technology. Sometimes a small idea can change the fate of a product. Kazuo Kondo's small idea produced a miraculous effect.It can be seen that in the product development process, creativity is a crucial part.Creation of ideas is the first step in the development of new products. Only with good ideas can there be good products.In the new product development process, we need to manage product ideas as follows: 1. Seek ideas.The new product development process begins with the search for ideas, which are ideas for developing new products.Although not all ideas or ideas can be turned into products, seeking as many ideas as possible can provide more opportunities for developing new products.There are many sources of new product ideas.Typically, companies seek ideas primarily by motivating internal people. 2. Identify ideas.After obtaining enough ideas, it is necessary to evaluate these ideas, study their feasibility, and select the more feasible ideas, which is called idea screening.When identifying an idea, two factors are generally considered: one is whether the idea is compatible with the strategic goals of the enterprise, including profit goals, sales goals, image goals, etc.; No financial ability, technical ability, human resources, sales ability, etc.During the development of a new product idea, the company needs to constantly evaluate its overall success.Generally, the following formula is used: Total success rate = technical completion rate * commercialization rate after the technical completion rate is determined * economic success rate after the commercialization rate is determined. A product idea is an idea of ​​a possible product that the company itself wishes to offer to the market.A product concept is a detailed idea expressed in terms of meaningful consumer attributes. Attractive ideas can be refined into product concepts.A product concept is a detailed idea expressed in terms of meaningful consumption. In many fast-moving consumer goods industries, people are fond of talking about product concepts, and there are even "concept marketing" and other theories that regard product concepts as unique hidden weapons, but they don't necessarily understand the true meaning of product concepts. "Product concept" essentially refers to what benefits the product sells to consumers, that is, what needs to satisfy consumers.Any product has reasons for its market existence, and these reasons are because consumers have a certain demand for the benefits of the product. People will never forget the "Lung Washing Series" which was very popular in the market.Shanxi Jinghua Technology Development Co., Ltd. and Beijing Tsinghua Tongren Technology Co., Ltd. jointly produced "Tsinghua Qingcha", which pioneered the concept of "cleaning the lungs" and used a very well-placed slogan "Husband, I can't quit smoking. Wash and wash your lungs." "lung bar" spread quickly, making consumers and distributors dizzy at the same time: "Yes, health care products have been developed to all parts of the body, and there is still a lot to be done about the lungs." So consumers Stimulating dormant demand, dealers saw a small remaining gold market. So Tsinghua Qingcha began to sweep across the country. With the unique method of "full-page print advertisement" and "indiscriminate bombing for 20 days", it set off a "lung washing fever" after the "calcium supplementation fever" and "blood supplementation fever" across the country. hot". Many companies are overwhelmed by this upsurge, thinking that a concept can expand a market.As a result, Dongling Miracle Tea, Yixuan Health Tea and other products quickly followed up, and dealers also lost their rationality: "As long as it is a product with the concept of lung washing, you can make money!" However, before more follow-up products had time to debut, the bubble concept of lung washing was quickly burst.After various media conducted in-depth investigations into the lung-washing fever, they discovered the "tricks" in it: "Lung-washing is not established in medical theory." As the "lung washing system" such as Tsinghua Qingcha encounters "red lights" in various places, the truth has also been revealed: the approved function of Tsinghua Qingcha is only "clearing throat (clearing throat), immune regulation", and Tsinghua Qingcha is popular in major media. The large-scale publicity of "clearing tobacco poison, reducing smoking addiction, improving immunity, cleaning nicotine, tar, car exhaust, industrial dust and smoke bacteria inhaled by the lungs can effectively prevent and improve chronic pharyngitis, cough and other respiratory diseases" is purely a false promotion. Finally, when the Ministry of Health revoked the health food approval certificates of Tsinghua Qingcha and other products, a vigorous "lung washing fever" finally came to an end.The drama of "product concept creates success" that everyone is looking forward to has no perfect ending after all. Enterprises must develop new products, but many new products are not easy to succeed.Therefore, enterprises need to carefully formulate new product development plans and find systematic new product development procedures.Kotler believes that the first problem to be solved when developing a new product should be the design of the product concept. After determining the idea of ​​a new product, the company needs to further transform the valuable idea into a specific product form.The same idea can be transformed into a variety of product forms. For example, the idea of ​​a tonic for the elderly can be designed with ginseng as the main ingredient, velvet antler or royal jelly as the main ingredient; it can be powder, crystal or liquid Waiting for status.In the process of product conception, some inappropriate ideas will also be eliminated. When an enterprise establishes a product concept, it should take the overall product concept as the basis and consider the product's core function, physical form, packaging, service and other aspects.The conceptualization of product ideas is the company's interpretation of the concept, and it can also be seen as the understanding of the concept in the minds of customers. Therefore, when carrying out this stage of work, the company should use the needs of potential customers as the standard to determine what the product should be. The image, which parts to focus on, and whether development should stop at that stage. Once a prototype of a new product is ready, it must pass a rigorous series of functional and consumer tests. After the concept of the new product is determined, the new product enters the development stage. Before the development of the new product, the enterprise should conduct a series of analysis and formulate corresponding strategies. Wahaha can be said to be well known, from a small enterprise to a group company, it has done well and succeeded.With its strength, consumers trust it very much.Among his many brands, it has always been loved by consumers.However, when Wahaha bottled water entered the Huzhou market, the market was still a new one for Wahaha.To enter a new market, the cost is relatively high, and it is difficult to obtain satisfactory profits for a while.Moreover, the price of Wahaha's bottled water is higher than that of ordinary bottled water, so it may not be able to win customers from competitors immediately.Therefore, in the stage of product development and trial marketing, Wahaha has made a detailed plan. When Wahaha bottled water entered the Huzhou market, it first broadcast Wahaha bottled water advertisements through Huzhou TV or some other media.The broadcast time is arranged in the golden advertisement broadcast time period every day.The supporting activity related to this is to organize a special TV program sponsored by "Wahaha Bottled Water Company" in the early stage of sales, including on-demand TV dramas and TV activities, and Wahaha bottled water advertisements and knowledge can be inserted in the middle. While bombarding with advertisements on TV, the advertisements in "Huzhou Daily" and "Huzhou Evening News" were used to intensify publicity, and promotional papers of Wahaha bottled water were printed and distributed.During the test sale period, promotional activities will be carried out in the center of Huzhou on weekends every week.Distribute leaflets and set up points to answer relevant questions.At the same time, incentive measures can also be adopted to stimulate consumers' attention.In the specific arrangement of this activity, the arrangement of attention personnel is 4 to 6 people.The other corresponding supporting activities include regular publicity activities in residential areas, including participation in some community activities.At the same time, through public relations, you can participate in some public welfare social group activities.Finally, a questionnaire survey on "Wahaha Bottled Water" can be carried out once a month to collect consumer opinions so as to take improvement measures. In short, when Wahaha bottled water entered the Huzhou market for trial sales, Wahaha launched all efforts to expand the influence of the product, and finally successfully opened the Huzhou market. Wahaha mainly uses powerful and effective advertisements to open up its own sales.And in the trial marketing stage, we constantly adjusted our strategies according to the reactions of consumers, setting an example for our product trial sales.Enterprises have a strong purpose when conducting product development and test sales. At this stage, they must prepare to determine the brand name, packaging design and formulate a preparatory marketing plan, and conduct product sales in a more credible consumer environment. Test marketing, to achieve the purpose of understanding the reaction of consumers and distributors to the use, purchase and repurchase of the product, as well as the market size and characteristics. In addition, the enterprise also hopes to know the attitude and level of consumers towards trial, first purchase, repurchase, adoption and purchase frequency, etc. Scale, commitment and requirements.The following market test marketing methods can be used for reference: sales wave test marketing Companies can use this method to determine the degree of influence of different advertising concepts on the generation of repeat purchases.The enterprise repeatedly provides the product 3 to 5 times at a preferential price to consumers who initially tried the product for free (sales wave), and roughly counts how many consumers choose the enterprise's product again, so as to estimate the consumer's relationship between the enterprise's product and competing products. Repeat purchase rate when coexisting. mock store testing Dozens of representative customers can be invited to watch a short commercial, which contains an advertisement for a new product that the company will launch, but without any special instructions; then provide them with a small amount of money to go shopping in a pre-selected store , You can buy or not buy any items. The company pays attention to counting how many consumers have bought new products or competitive products; then call them together to understand the reasons for buying or not buying; a few days later, use the phone to ask them again about their attitude towards the product , usage, satisfaction, and repurchase intentions.The method is targeted and effective. micro market test marketing Businesses test-market new products through selected stores, testing shelf arrangements, window displays, point-of-purchase The impact of factors such as promotional activities and pricing on consumers and the effect of small advertisements, and through sampling surveys to measure product trial rates and consumers' impressions of products, so as to estimate the official launch of new products. Pilot City Test Marketing Law This method can obtain more reliable forecasts of future sales, test different marketing plans, discover product shortcomings, and obtain valuable leads, but it is expensive.The company selects a few representative test cities, distributes the products in the commercial sector and strives to obtain good shelf display opportunities, and at the same time launches comprehensive advertising and promotional activities. When a new product is officially launched, the choice of time to enter the market is a key issue.This means that the opponent is also close to completing the development of its new product, and the company is faced with three options: first entry, parallel entry or late entry. New product launch is the only way for product innovation and the most important step for product success.The purpose of developing a new product is to bring it to market and sell it at a profit.No matter what method is used, new products born will go to the market.在实验室存放的新产品如果不推向市场，再好也没有意义。 因此，产品的上市规划至关重要。再好的产品，如果没有在合适的时机上市，终将功亏一篑。在这方面，福特公司开发“埃德赛尔”汽车失败的案例可供借鉴。 福特公司“埃德赛尔”牌汽车的推出可谓用心良苦。公司就曾为“埃德赛尔”牌汽车做了一个声势浩大的广告节目，花费了40万美元，并由商业电视圈内最热门的两个明星主持，但市场反应并不强烈。 公司花费了十年时间，耗资5000万美元，结果却不尽如人意，销售额不及计划的1/5。后来几次试推产品，还是没能成功。 福特公司事先也曾做过周密的市场调查、民意测验，并招募推销高手，借助媒介大加宣传。只因产品推出之时正逢大萧条期而价格暴跌，其他品牌汽车的销售情况也不佳，“埃德赛尔”车的命运就更为悲惨。在这样的市场环境下，再好的产品都有可能遭到厄运。 选择时机的失误不仅给福特公司带来巨额损失，由于长期滞销，它在消费者心目中的形象也大大打了折扣，极大地破坏了公司的形象。 新产品上市失败的案例并不鲜见，有些并不是产品自身的不足，大多数情况下是决策者们不善于把握有利时机。 IBM在新产品投放之前，总是先让别的公司去承担风险，然后再将他人的失误作为前车之鉴，最后再选择机会上市。惠普计算机公司也很少在市场上率先投放新产品。它利用公司技术人员上门提供设备服务的机会，收集用户对已售产品的意见，然后使自己克服种种不足，从而在推出时更能赢得顾客。这些经验都值得我们借鉴。 除了上市时机，产品上市的地点也需要营销人员严格把关。决定新产品推出的地域同样十分关键。是当地、异地，还是一个地区或几个地区，国内或国际呢？一般资金雄厚、人力充足的大型企业会撒开大网，向整个地区推出新产品，以取得显著效果。 产品的上市一般从某个地区入手，边巩固成果边向其他地区扩展，即采取“由点到面”的方式。其间，对每一个市场的动态做出记录，并认真分析每个地区的反映，以便及时进行修正。 除了时间与地点之外，新产品上市企划还应考虑以下两点： 首先是确定上市的目标。产品最终的享受者是顾客，因年龄、性别、性格的不同，他们的购买需求也不相同。企业选准目标群，并根据他们的特点制定方针对策，这样才具有针对性。否则，过于大众化的产品反而备受冷落。例如，化妆品就应以女士为主要对象；医疗保健产品则应以中老年人为目标。如果选错目标，极易出现失误。 其次是选择合适的方法。市场导入离不开广告媒介的宣传，广告企划要紧紧抓住人们对新产品从知晓、评价、兴趣到选用这一过程的特点，以取得最佳效果。耐克公司在创业初期，由于知名度很小，又面临强大的竞争对手，于是选择让参加世界体育大赛的运动员穿用耐克鞋，他们创出佳绩，自然就提升了耐克的产品形象。 一个公司为了找出少数几个好的新产品，必须提出大量的新产品构思。而且，公司面临着不断上升的研究与开发费用、制造费用和营销费用。 每个公司都知道要不断地开发新产品，以提升自己的市场竞争力。然而，到底应该怎样开发新产品？开发何种新产品？这也是每个公司都在苦苦思索的问题。 松下电器的开发团队酝酿新产品时，比较对手品牌和自我品牌的功能优势，胜过对手的地方就打“〇”，否则就打“×”。“〇”很多的产品，就成为开发对象，这种方法又叫“〇×表”法。 开发团队通常从既有的技术出发，开发好一点、进步一些的产品。然而，如果这种改变带来的创新效果不是十分明显，碰上消费低迷时期，即使挂上新设计的标志，也很难引发消费者的购买欲。例如吸尘器，开发团队只提高一点吸入力量，然后降低一点马达运转时所发出的噪音，就包装成新产品问世。 1997年4月，松下电器把公司划分为四大事业部门。其中，负责家电产品的部门接连推出好几种新产品。新上任的松下电器总经理户田一雄喊出“新鲜创造”的口号，作为产品开发的最高目标。 所有开发团队都抛弃以往“〇×表”的方式，而以“新鲜创造”为基准，开发出的新产品具有与同类的旧式产品完全不同的效果。例如开发比一般吸尘器安静10分贝以上的产品，是开发吸尘器团队的目标。 为了要“制造惊喜”，吸尘器的开发团队重新检讨，改造吸尘器的每一个零件、每一个部分，不放过任何一个可以降低噪音的地方，展开了一次艰巨的挑战。例如排气管，以往从后面直接排出，他们就应用汽车消音器的原理，调整排气管的长度和粗细来达到消音效果。在小型化方面，开发团队成功地将马达体积减少了15%，重量比往常轻10%，与地面接触的吸嘴部分，也装上了直径为1.5厘米的轮子，力求静音效果。 经过开发团队的苦心设计，吸尘器的音量降低到49分贝，比一般产品降低13分贝，人的听觉所感受到的噪音减低了60%，和吸入力量同级的吸尘器相比噪音最低。 在吸尘器上市的第一个月内，其销售量比前一年同期增长63.7%，市场反应给予松下的开发团队最大的掌声。 松下公司通过调整自己的开发团队目标，最终成功地研制出了受市场欢迎的吸尘器。当然，松下的成功也是建立在初期的失败之上的。或许每一个新产品开发者在讲产品上市前，都无法预测产品的市场效果如何。营销专家经过多年研究总结得出，我们开发新产品可以从以下几个方面努力改进： 高性能化。实现产品的高性能化，引导消费新潮是现代产品开始的一大趋势，它是通过高新科技来实现的。2000年美国通用汽车公司推出的“网络汽车”，就是一种高性能化的超前产品。这种汽车能声控上网，人们只要发出口令无需动手或转向，即可实施上述功能，其高性能化使其他品牌汽车自愧不如。驾驶这种汽车，人们可以在汽车中上网收发电子邮件、查询股市行情、了解天气情况或收听新闻。 多功能化。产品的多功能化使其有可能在更广的范围内满足消费需求，从而扩大目标消费群体。因此，开发新产品的多功能是实现产品智能化的一条重要途径。 便携化。微型化的产品开发趋势，使产品适合消费者携带和安置。大量使用新材料，也可以使产品重量大大减轻，使产品更适合消费需要。 便利化。使用方便、操作方便、维护方便是消费者对产品的一种普遍需求，在产品开发中应努力实现产品便利化。产品的便利化，不仅使成本下降，而且便于消费者使用和维护，深受消费者欢迎。 多样化。在当今国际市场上，采用了多样化的加工技术，开发了多样化、系列化的蔬菜新品。除速冻蔬菜、罐头蔬菜、脱水蔬菜外，还有粉末蔬菜、汁液蔬菜、辣味蔬菜、美容蔬菜等。可见，以某一特征为主线，推出系列产品，是新产品开发的一种常用方法，这一方法对于培养消费群体，从而扩大销售具有积极意义。 趣味化。随着人们精神生活水平的不断提高，企业在产品开发时，必须改变过去单纯重视产品功能的冰冷形象，转而注意增强产品的趣味性，使消费者既可得到产品功能上的满足，又能得到来自产品的精神享受，增加产品的艺术性、工艺性和装饰性。这也是智能化产品的一种形式。 节能化。开发便利而丰富的节能产品，是产品开发的重要原则之一。由于能源的紧张，节电、节煤、节油、节水、节气的节能性产品日益显得重要。 产品开发的任务是把通过商业分析的产品概念交由企业的研究开发部或工艺设计部等部门，研制开发成实际的产品实体。这一阶段要力争把产品构思转化为在技术上和商业上可行的产品，因此需要大量的投资。 新产品不一定科学技术发展史上的新产品，也可以是企业营销的角度上的“新产品”。这些产品可能不是新发明新创造的产品。只要在性能或形态等某些方面有所变化，与原有的产品相比有所改进和提高，就可以称作新产品，可见市场营销学中所讲的新产品，是一个相当宽泛的概念，其衡量的标准是能得到顾客欢迎和具有一定的市场占有率，就可以看做新产品。 希尔顿近期的新产品是希尔顿花园酒店，它除了是公司成长策略的起点外，同时也是为客户提供重大价值的源头。花园酒店在设计上不仅扩大了希尔顿的产品类别，更是弥补了行业本身的不足。它所锁定的旅客既善于精打细算，又希望在住宿时能享受到高质量的服务，所以只要是不超过中等价格上限的收费，他们都可以接受。 为了服务那些挑剔的旅客，希尔顿不但很注重设计上的美感，店里也提供了一切必要的服务。如每家希尔顿花园酒店的接待处都有一面供人签名的玻璃墙；备膳室备有精心调配的微波包装食品、冷藏和冷冻食品，以及各种零食；舒适的中庭大厅则有电视和壁炉。此外，饭店内还有会议室、洗衣店，以及绝对不可少的餐厅。不论是室内游泳池、按摩池还是健身房，都是标准设施。每间客房都为商务旅客配置了科技化的办公设备，饭店内有24小时免费使用的商务中心。 希尔顿的创新经验相当丰富。它是第一家横跨东西两岸的连锁饭店(于1943年成形)，也是第一家拥有空调和客房直接电话的饭店。1959年，希尔顿首创机场饭店的概念，成立了希尔顿旧金山机场饭店；1973年，推出了业界最先进的电脑化饭店订房指示与回报系统，优良率达到99％；1995年，率先推出饭店业的第一个综合式网站；1999年，花了3000万美元把原有的订房系统改为最先进的中央式订房系统，使全球500多家饭店连为一体。 希尔顿还投入了大笔资金改善客户所使用的科技配备。目前它正在实验公用网络亭的概念，客户只要通过这些安装在饭店大厅内的网络亭(按次计费)，就可以上网及收发电子邮件。希尔顿的资深营销副总裁包伯·德克斯说：“希尔顿希望在饭店业成为无人可及的科技领导者。”希尔顿最新研究的技术是一种尖端的视讯会议设备，是由IBM以及位于俄亥俄州德顿市的Telesuite公司共同开发的。Telesuite的网络可以让虚拟的面对面会议在完全同步的音讯与视讯环境中举行，而且“分坐两端”的影像看起来就像实物一样大。我们在比弗利山庄的希尔顿饭店试用了一下，虽然影像还没办法像实物一样那么逼真，但尺寸倒是和实物一样大。 企业要想永远成为市场的主体，并拥有一定的市场占有率，就应该永远不间断地研究和开发新产品，才能够在激烈的市场竞争中立于不败之地。一般来说，企业的新产品策略可以从以下方面着手制定： 加强差异化。此策略可通过改进工艺法、降低成本法、改换包装法、增加功能法等实现。它的特点是运用已有的技术能力，在原有技术的基础上，对现有产品进行小量改进研究工作，并不着眼于技术上的革新，主要是根据消费者意见反馈对某些不合适的地方进行局部变动。与全新产品开发相比，较简便易行，既不需要更高深的技术，又不需要大量投资，小改小革却带来很大的收益。 促进产品的更新换代。为满足社会的需要，企业可通过部分地采用新技术、新结构或新材料制造产品，使产品性能比原产品大幅提高。这种策略也可用于当一种原材料供应紧张或价格上涨时，以新材料代替传统材料。 改变品牌形象。良好的品牌凝聚着企业长期努力的成果和成千上万个使用者的高度评价。新产品要靠良好的品牌树立公众形象，因为消费者有时只靠品牌印象来决定购买与否。 创造市场需求。市场需求在创造之中，换句话说，市场需求在于经营者对消费者行为潜力的不断挖掘。所谓创造需求，就是在产品开发过程中创造人们以前并不知道、想象不到而实际潜存的需求。创造市场需求不能只凭借直观的判断和心血来潮，它要求对潜在市场和潜在需求进行准确的分析、把握和预测，从而使生产的产品得到市场认可。 增进产品组合。组合是多种多样的，可以是两项技术的组合，也可以是多种产品的组合。For example, the electricity invented by Edison is a combination of two known elements to form a new combination; the Danish windmill manufacturing industry is the product of the combination of ancient civilization and modern technology, and is known as "the wonder of Western technology". 新产品开发的风险很大，失败率一直很高，近来的研究表明，在美国新的消费品失败率高达95%，新产品开发面临着各方面的挑战。 任何产品不可能一成不变，都必须在不断改进中适应市场。新产品的开发可能面临着巨大的风险与挑战。得克萨斯州仪器公司从计算机业务中撤退前损失了6.6亿美元；福特汽车公司在它生产的“伊德斯尔”汽车上遭了殃，损失了2.5亿美元；法国的协和式飞机很可能永远无法回收它的投资。世界饮料巨头可口可乐，在新产品开发方面却也充满着困惑。 1978年6月12日美国《商业周刊》杂志的封面，推出头号标题：“百事可乐荣膺冠军”。可口可乐在饮料市场上一枝独秀的地位收到了挑战。曾经雄霸世界的可口可乐，此刻不得不把全部注意力集中如何迎战百事可乐上。 1978年，公司起用布莱恩·戴森为可口可乐美国分公司经理。戴森试图突破传统，尝试一种新的软性饮料——节食可口可乐。 实际上，早在20年前，几位企业家就建议把公司新生产的低热量饮料命名为节食可口可乐。但公司的高级官员对此置之不理。他们反对扩大可口可乐商标使用范围，哪怕是市场上发展最快的产品，因为他们担心这会使可口可乐的牌子贬值。 1981年春，在新任少壮派领导人戈伊祖艾塔支持下，戴森开始组织实施节食可口可乐的研究。次年8月份，节食可口可乐在全国推出，并以较大的销售额迅速占领了市场。百事可乐受到极大的冲击。 1985年4月，戈伊祖艾塔向新闻宣布，公司决定对可乐配方进行修改，生产一种新可口可乐，以挽回因甜度不够而失去的市场。 然而，新可口可乐上市，在饮料市场上引起轩然大波。来自老顾客的抗议电报和信件像雪片一样飞往可口可乐总部。亚特兰大总部的接线员每天要记录1500个电话，几乎都是要求恢复老可口可乐配方的。 修改还是恢复原配方的论战成为报纸的头条新闻和电视新闻报道的中心话题。包装商声称，如果这种不利的宣传继续下去，可口可乐无论以何种名称出现，都会面临失去市场份额的危险。 可口可乐咬着牙支持了3个月后，不得不再次宣布公司将恢复原配方，命名为经典可口可乐，新可口可乐也将继续销售。在重新问世之后6个月，经典可口可乐又成为占全国第一位的软性饮料，以将近3∶1的优势超过了新可口可乐。 尽管可口可乐公司迅速挽回了因修改配方的失误所造成的损失，但在不到一年的时间内，可口可乐连续推出四种新产品：3种含咖啡因型可乐和节食可口可乐。再加上经典可口可乐、新可口可乐等，共有8种不同口味的新产品，同时出现在市场上。消费者几乎被弄晕了头，就连可口可乐的一些老顾客对它也不耐烦。 有这样一段对话，颇耐人寻味： “给我一杯可口可乐。” “您要经典可口可乐、新可口可乐、樱桃可口可乐，还是要健怡可口可乐？” “请给我来杯健怡可口可乐。” “您要普通健怡可口可乐还是要不含咖啡因的健怡可口可乐？” “去他妈的！给我来杯七喜。” ... 可口可乐公司受传统的影响太大了，以至于在维护传统与走出传统面前徘徊不定，连续出现失误，传统的市场被蚕食。尽管如今可口可乐仍然占据优势，但已经不是昔日独霸可乐界的局面了。 新产品开发连续的失败引起人们的惶恐不安，新产品开发的失败率在包装消费品中估计为80％。有人认为在金融产品和服务上有同样高的失败率，例如信用卡、保险计划和经纪服务。据统计大约有75％新产品在推向市场阶段时失败了。 为什么那么多的新产品失败了呢？营销人员分析，这主要有以下因素： 高层经理可能会不顾市场调查研究已做出的否定报告，而强力推行他喜爱的产品构思； 构思是好的，但是对市场规模估计过高； 实际产品并没有达到设计要求； 产品在市场上定位错误，没有开展有效的广告活动，或对产品定价过高； 产品的开发成本高于预计数； 竞争对手的激烈反击超出事先估计。 面对以上挑战，公司用什么来确保它开发的新产品能成功？营销人员多年研究发现，新产品成功一般必须做好以下几个方面： 1、独特的产品优势。独特的产品优势包括更高的质量、新的性能、更高的价值等。 2、明确产品概念。新产品开发前必须明确定义了产品的概念。因此，公司在操作前要仔细地界定和估计目标市场、产品要求和利益。 3、技术与营销的协同性。产品的创新不仅仅是技术的创新，也需要与之相应的营销创新。在每一产品开发阶段执行工作的质量和市场吸引力是营销创新需要把握的内容。