1. Unit 10 Product and Service Management
Chapter 30 Product Planning
Chapter 31 Branding, Packaging, and Labeling
Chapter 32 Extended Product Features

2. Chapter 30 Product Planning
Section 30.1 Product Planning, Mix, and Development
Section 30.2 Sustaining Product Sales

4. Product Planning, Mix, and Development
Key Terms
product planning
product mix
product line
product item
product width
product depth
product modification
Objectives
Describe the steps in product planning
Explain how to develop, maintain, and improve a product mix
Marketing Essentials Chapter 30, Section 30.1

5. Product Planning, Mix, and Development
Graphic Organizer
With a flow chart, represent the seven key steps in product development.
Marketing Essentials Chapter 30, Section 30.1

6. Product Planning
product planning
Making decisions about the features and services of a product or idea that will help sell that product.
Product planning X involves making decisions about what features should be used in selling a business’s products, services, or ideas. These decisions relate to product features and services, such as:
Packaging, labeling, and branding
Warranties and support services
Product planning allows businesses to:
Coordinate existing products & features
Add new product
Delete products that no longer appeal to customers
Requires creativity
Ability to interpret current customer needs
Ability to forecast new trends.
Marketing Essentials Chapter 30, Section 30.1

7. Product Mix
product mix
All the different products that a company makes or sells.
Product mix X includes all the different products that a company makes or sells. A retailer’s product mix is made up of all of the different products the store sells. The mix must be planned carefully because retailers cannot offer all the products that customers may want.
Product Mixes must be planned carefully based on businesses objectives, image, and their target market. They are unique to each business.
Ex. Kraft food: has hundreds of products in 5 areas: snacks, beverages, cheese, groceries, and convenience meals.
Krafts key brands include: Kool-aid, Maxwell House, Nabisco, Oscar Mayer, and post products.
Marketing Essentials Chapter 30, Section 30.1

8. Product Items and Lines
product line
A group of closely related products manufactured or sold by a business.
product item
A specific model, brand, or size of a product within a product line.
A product line X is a group of closely related products manufactured or sold by a business.
A product item X is a specific model, brand, or size of a product within a product line. Retailers generally carry several product items for each product line they sell.
Product line example: Pontiac division of GM, all the cereals produced by Kellogg, all the computers made by Dell.
Marketing Essentials Chapter 30, Section 30.1

9. Product Width and Product Depth
The number of different product lines a business manufactures or sells.
product depth
The number of items offered within each product line.
Product width X refers to the number of different product lines a business manufactures or sells.
Product depth X refers to the number of items offered within each product line.
Width and depth define a product mix.
Examples:
Product Width of GM: Pontiac Saturn Buick
Product depth: G Astra Lacrosse
Solstice Aura Lucerne
Grand Prix Outlook Enclave
Marketing Essentials Chapter 30, Section 30.1

10. Product Width and Product Depth
To determine its product mix, a business needs to:
Identify its target market
Identify its competitors
Decide on the image it wants to project
Some businesses may have a broader product width or product depth.
Ex. Red lobster has small width but greater depth
Ex Olive Garden – larger width than depth
Marketing Essentials Chapter 30, Section 30.1

11. Product Mix Strategies
A product mix strategy is a plan for determining which products a business will make or stock. Some businesses will change their lines by modifying products, creating new ones, and/or dropping old ones.
To make these decisions, a business must look at factors such as sales and customer trends. A product that has experienced success in the past may not be continued if it fails to respond to changes in customers needs and wants.
Marketing Essentials Chapter 30, Section 30.1

12. Developing New Products
According to one study, new products (those less than five years old) account for about 35 percent of total sales for major consumer and industrial goods companies.
Why?
Can make a company look innovative
may increase profits since prices for new products tend to be % higher than some older products.
Marketing Essentials Chapter 30, Section 30.1

13. Developing New Products
New product development generally involves seven key steps:
Generating ideas, screening ideas, developing a business proposal, developing the product, testing the product with consumers, introducing the product (commercialization), and evaluating customer acceptance
Marketing Essentials Chapter 30, Section 30.1

14. Developing New Products
Generating Ideas:
New product ideas can come from a variety of different sources including:
Customers
Competitors
Channel members
Employees
Marketing Essentials Chapter 30, Section 30.1

15. Developing New Products
Generating ideas:
Many companies that manufacture consumer packaged goods use a task force approach to new product development, bringing together employees from different departments to take a concept from the idea stage through the steps of product development.
Ex. Toyota estimates it receives 2 million ideas from it’s employees and uses 85% of them.
Marketing Essentials Chapter 30, Section 30.1

16. Developing New Products
During the screening process, ideas for products are evaluated, and they are checked to see if they could potentially conflict with existing products. Screenings can involve concept testing with consumers to find the products that deserve further study.
They are matched against the company’s overall strategy which defines customers, target markets, competitors, and existing competitive strengths.
The purpose of this process is to find the products that deserve further study.
A large number of products are rejected during this phase making it a very important step.
Marketing Essentials Chapter 30, Section 30.1

17. Developing New Products
Evaluate in terms of potential profits.
A business proposal is developed to evaluate the new product in terms of the:
Size of the market and potential sales
Costs and profit potential
Technological trends
Overall competitive environment and level of risk
During this stage, production requirements must be considered.
How long will it take to create and introduce the new product?
Can it be produced efficiently and at a competitive price?
The business plans a program to study the feasibility of making & marketing the new product.
Marketing Essentials Chapter 30, Section 30.1

18. Developing New Products
During product development, the new product idea takes on a physical shape, and marketers develop a marketing strategy.
The company makes plans relating to production, packaging, labeling, branding, promotion, and distribution. Technical evaluations are made to see if the product is practical to make.
Ex. Ben & Jerry’s Ice Cream
Marketing Essentials Chapter 30, Section 30.1

19. Developing New Products
Testing Phase:
The products are also tested to see how they will hold up during normal and not-so-normal use by the consumer. If applicable, goods are also tested for side effects during this stage.
Ex. The gov’t requires extensive testing in various stages of production such as prescription drugs and genetically engineered food products.
They end with being tested on humans to determine side effects and problems with product safety.
Getting final approval from the gov’t can take years.
Marketing Essentials Chapter 30, Section 30.1

20. Developing New Products
Testing Phase (cont)
New products frequently are test-marketed to see whether consumers will accept them. Not every new product needs to be test-marketed. A focus group evaluation can also provide additional input and uncover potential problems before production.
The testing phase is usually done within a certain geographic area to help contain cost.
Large Co’s establish research & development departments (R&D) that work with marketing staff and outside research companies to develop and test new products.
Marketing Essentials Chapter 30, Section 30.1

21. Developing New Products
Marketers may forgo testing because the costs of test marketing, focus groups, or direct marketing tests are too high.
Marketers may delay testing because the product isn’t ready yet or because they do not want to give competitors information.
Marketing Essentials Chapter 30, Section 30.1

22. Developing New Products
Commercialization is the stage involving introducing a new product to the public. Advertisements should emphasize the product’s benefits to consumers. A new or revised distribution network may be needed.
Introducing a product can be expensive. Ex. Proctor & Gamble $80 million on a marketing campaign to convince adults to use Crest Whitening Expressions toothpaste in cinnamon, citrus, and herbal mint flavors.
Ex. When McD’s introduced the McDLT sandwich in the 1990’s it spent $5 million per week on advertising during the first year.
The first company to introduce a new product has an advantage in acquiring customers & building brand loyalty (think IPOD)
Marketing Essentials Chapter 30, Section 30.1

23. Developing New Products
Evaluating customer acceptance Phase:
One way to obtain customer responses to a new product is to study sales information. These reports can help answer key questions such as:
How often do customers buy the new product?
When did customers last buy the new product?
What new products are customers buying?
Marketing Essentials Chapter 30, Section 30.1

25. Developing Existing Products
Companies that have successful product lines often add products to those lines to take advantage of customers’ positive attitudes toward the brand name.
One disadvantage of adding new products to a company’s product mix is the cost factor.
Companies are constantly reviewing their product mix to see if they can further expand their line or modify it.
Ex. Sony PlayStation and Apple IPOD
Marketing Essentials Chapter 30, Section 30.1

26. Developing Existing Products
Adding products or product lines increases costs for:
Inventory
Promotion
Storage
Distribution
New products may take sales away from existing products and may require additional training for sales associates.
Also, if a new brand or produce proves to be unpopular, poorly made, or harmful, all products with the corporate name may suffer.
Marketing Essentials Chapter 30, Section 30.1

27. Developing Existing Products
Two ways of developing existing products are line extensions and product modifications.
Marketing Essentials Chapter 30, Section 30.1

28. Developing Existing Products
Line extensions add new product lines, items, or services. Tylenol Flu, Tylenol Cold, and Tylenol Allergy Sinus are line extensions of the original Tylenol product.
A line extension is a different product that appeals to different consumers.
Line extensions are easier to market because customers are already familiar with the original product on which the extension is based.
Marketing Essentials Chapter 30, Section 30.1

29. Developing Existing Products
product modification
An alteration in a company’s existing product.
A product modification X is an alteration in a company’s existing product. Modified products may be offered in new and different:
Varieties and formulations
Colors and styles
Features and sizes
Ex. General Mill’s Cheerios – besides the original product, what do they have now?
Honey nut, yogurt covered, 24 and 16 oz.
Marketing Essentials Chapter 30, Section 30.1

30. Deleting a Product or Product Line
Companies will sometimes decide to stop production of a product or line due to:
Changes in company objectives
Replacement with new products
Lack of profit
Conflict with other products in the line
Obsolescence is another reason to delete a product line.
Loss of Appeal: as consumers tastes change, companies drop products that no longer appeal to the old tastes. Clothing is an excellent example of this.
Marketing Essentials Chapter 30, Section 30.1

31. SECTION 30.1 REVIEW

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SECTION 30.1 REVIEW
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33. Sustaining Product Sales
Key Terms
product life cycle
product positioning
category management
planograms
Objectives
Identify the four stages of the product life cycle
Describe product positioning techniques
Marketing Essentials Chapter 30, Section 30.2

34. Factors Involved In Price Planning
Graphic Organizer
Create a chart to record each stage in the product life cycle. List each stage’s sales characteristics and marketing strategies.
Marketing Essentials Chapter 30, Section 30.2

35. The Product Life Cycle
product life cycle
The stages that a product goes through during its life.
A product life cycle X represents the stages that a product goes through during its life. There are four stages:
Introduction
Growth
Maturity
Decline
Marketing Essentials Chapter 30, Section 30.2

36. The Product Life Cycle
Marketing Essentials Chapter 30, Section 30.2

37. Managing During the Introduction Stage
The major goal at this first stage is to draw the customer’s attention to the new product by increasing product awareness and promotions. The costs of introducing a product are high, so this is usually the least profitable stage of the life cycle.
Marketing Essentials Chapter 30, Section 30.2

38. Managing During the Growth Stage
During this prosperous phase, advertising may focus on consumer satisfaction. To keep its product sales growing, the company may have to introduce new models or modify the product to offer more than the competition.
Marketing Essentials Chapter 30, Section 30.2

39. Managing During the Maturity Stage
During this stage, a company spends more of its marketing dollars fighting off the competition. As advertising expenses climb, the company may have to decide if it can continue to improve the product to gain sales.
Marketing Essentials Chapter 30, Section 30.2

40. Managing During the Decline Stage
Besides dropping the product, the company can use other product mix strategies to gain further sales from a declining product, such as:
Sell or license the product to risk-taking companies
Recommit to the product line
Marketing Essentials Chapter 30, Section 30.2

41. Managing During the Decline Stage
Discount the product
Regionalize the product to areas where the product sells well
Modernize or alter the product
Marketing Essentials Chapter 30, Section 30.2

42. Managing During the Decline Stage
Companies spend large amounts of money to develop and promote consumer and industrial products, so they are reluctant to delete products.
Marketing Essentials Chapter 30, Section 30.2

43. Product Positioning
product positioning
The image a product projects that sets it apart from the competition.
The focus of product positioning X is the image that a product projects. Its goal is to set the product apart from the competition. Product positioning refers to the efforts a business makes to identify, place, and sell its products in the marketplace.
Marketing Essentials Chapter 30, Section 30.2

44. Product Positioning
To position their products, businesses identify customer needs and determine how their products compare to the competition.
Marketing Essentials Chapter 30, Section 30.2

45. Positioning by Price and Quality
By offering economy lines, mid-priced lines, and luxury lines, companies are able to give each of their products a unique position in the marketplace. Positioning by price and quality stresses high price as a symbol of quality or low price as an indication of value.
Marketing Essentials Chapter 30, Section 30.2

46. Positioning by Features and Benefits
Products are often associated with a feature, attribute, or customer benefit. Companies frequently position products to highlight their unique characteristics. The maker of the Palm Pilot added the Zire, Tungsten, and Treo handheld computers to its product mix.
Marketing Essentials Chapter 30, Section 30.2

47. Positioning in Relation to the Competition
Positioning in relation to the competition is a common strategy when a firm is trying to solidify an advantage over another firm. Sometimes it is better to compete by showing that you are the underdog.
Marketing Essentials Chapter 30, Section 30.2

48. Positioning in Relation to Other Products in a Line
Individual products may be positioned in relation to other products in the same line.
Marketing Essentials Chapter 30, Section 30.2

49. Category Management
category management
A process that involves managing product categories as individual business units.
Category management X is a process that involves managing product categories as individual business units. A category may include a group of product lines with the same target market and distribution channels.
Marketing Essentials Chapter 30, Section 30.2

50. Category Management
The category manager is responsible for all the brands of one product category such as:
Foods
Beverages
Health and beauty products
Marketing Essentials Chapter 30, Section 30.2

51. Category Management
planogram
A computer-developed diagram that shows retailers how and where products within a category should be displayed on a shelf at individual stores.
Manufacturers can customize a product mix within a category on a store-by-store basis.
A planogram X is a computer-developed diagram that shows retailers how and where products within a category should be displayed on a shelf at individual stores.
Marketing Essentials Chapter 30, Section 30.2

52. SECTION 30.2 REVIEW

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SECTION 30.2 REVIEW
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54. Section 30.1
Product planning involves deciding what features are needed to sell a business’s products, services, or ideas. A product mix strategy is the plan for how the business determines which products it will make or stock.
continued

55. Section 30.2
A product life cycle represents the stages that a product goes through during its life (introduction, growth, maturity, and decline). The goal of product positioning is to set the product apart from the competition.

56. This chapter has helped prepare you to meet the following DECA performance indicators:
Explain the concept of production mix.
Identify product to fill customer needs.
Establish the nature and scope of the product/service management function.
Orient new employees.

57. CHAPTER 30 REVIEW

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CHAPTER 30 REVIEW
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