1. LAUNCH and STRATEGIC LAUNCH PLANNING
PERTEMUAN 19-20
LAUNCH and
STRATEGIC LAUNCH PLANNING

2. TIK
Mahasiswa mampu mengidentifikasikan strategi launching produk.

3. Launch
Figure V.1

4. The Five Decision Sets that Lead to a Marketing Plan
Figure V.2

5. Common Myths About Marketing Planning for New Products
Figure V.3
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 marketer’s 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.

6. 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 and schedules.
Commitment to a given channel: affects distribution plan.
Advertising policy: affects promotion decisions.
Pricing policy: affects decision to use penetration or skimming pricing (slide down demand curve).

7. Revision of PIC Goals Customer Acceptance Goals
Use
Satisfaction
Sales
Market Share
Financial Performance Goals
Time to break even
Margins
IRR, ROI
Product Level Performance Goals
Cost
Time to Market
Performance
Quality
Other
Competitive Effect
Image Change
Morale Change

8. Strategic Platform Decisions
Permanence
Aggressiveness
Type of Demand Sought
Competitive Advantage
Product Line Replacement
Competitive Relationship
Scope of Market Entry
Image

9. Permanence 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.

10. 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)

11. Product Line Replacement Strategies
Figure 17.1

12. 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.

13. The Target Market Decision
Alternative ways to segment a market
end-use, geographic/demographic, behavioral/psychographic, benefit segmentation
Micromarketing and mass customization
Also consider the diffusion of innovation

14. Using the Joint Space Map to Identify Benefit Segments
Figure 17.2 3 2
Aqualine
Comfort 1
Molokai
Islands
Fashion
Splash
Sunflare

15. Factors Affecting Diffusion of Innovation
Relative Advantage
Compatibility
Complexity
Divisibility
Communicability

16. Product Positioning Who -- Why -- How To whom are we marketing?
Why should they buy it?
How do we best make the claim?

17. 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 NPD participants and by management

18. Why Should They Buy It?
This too we have been testing -- basic concept statement used for testing and for guiding technical (e.g., QFD “Whats”), and the key reason on the “How likely would you be to buy this if we marketed it?” (product use test)
Formatted in three ways:
Solves major problem current products do not.
Better meet needs and preferences.
Lower price than current items.

19. How Do We Make the Claim?
Product positioning statement is a strategic driver --a core item -- not a list of advantages. Some new products get one short sentence -- technical items more.
Can be stated as one or more features (what it is).
Can be stated as a function (how it works).
Can be stated as one or more benefits (how the user gains).
Can be stated as a surrogate (no features, functions, benefits).

20. Product Positioning Options
Figure 17.2
Position to an Attribute
Feature
Function
Benefit (direct or follow-on)
Position on a Surrogate
Nonpareil
Parentage
Manufacture
Target
Rank
Endorsement
Experience
Competitor
Predecessor

21. Branding Decisions What is the brand’s 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?

22. Questions and Guidelines in Brand Name Selection
Figure 17.8

23. Some Brand Names That Didn’t Work
Figure 17-9
Crapsy Fruit French cereal
Fduhy Sesane China Airlines snack food
Mukk Italian yogurt
Pschitt French lemonade
Atum Bom Portuguese tuna
Happy End German toilet paper
Pocari Sweat Japanese sport drink
Zit German lemonade
Creap Japanese coffee creamer
I'm Dripper Japanese instant coffee
Polio Czech laundry detergent
Sit & Smile Thai toilet paper
Barf Iranian laundry detergent

24. How Brand Equity Provides Value
Figure 17-10
How Brand Equity Provides Value
High
Brand
Loyalty
Other Brand
Assets
More/Better
Associations
Perceived
Quality
Awareness
Reduced
marketing
costs
Increased
trade
leverage
Patents or
trademarks
Strong
channel
relationships
Creates
positive
image
Helps
customer
process
information
Supports
quality
positioning
higher-price
strategy
Easier to
make
brand
associations
liking and
familiarity
Provides value to customer:
Assists in customer information processing
Increases confidence in purchase
Increases satisfaction in product use
Provides value to firm:
Increases effectiveness of marketing programs
Increases customer loyalty and trade leverage
Facilitates brand extensions
Is a source of competitive advantage

25. Building Brand Equity Getting awareness of the brand and the meaning.
Making brand associations -- even the factory location in Saturn’s case.
Building perceived quality
Loyalty in repurchase -- locking them in
Getting reseller support

26. A Brand Report Card
Figure 17.11

27. Profitable Brand Strategies
Figure 17.12

28. Summary ….