Full download Preface to Marketing Management 13th Edition Peter Solutions Manual pdf docx
Full download Preface to Marketing Management 13th Edition Peter Solutions Manual pdf docx
Full download Preface to Marketing Management 13th Edition Peter Solutions Manual pdf docx
com
https://testbankdeal.com/product/preface-to-marketing-
management-13th-edition-peter-solutions-manual/
OR CLICK HERE
DOWNLOAD NOW
https://testbankdeal.com/product/preface-to-marketing-management-13th-
edition-peter-test-bank/
testbankdeal.com
https://testbankdeal.com/product/preface-to-marketing-management-14th-
edition-peter-solutions-manual/
testbankdeal.com
https://testbankdeal.com/product/preface-to-marketing-management-15th-
edition-peter-test-bank/
testbankdeal.com
https://testbankdeal.com/product/mosbys-essentials-for-nursing-
assistants-4th-edition-sorrentino-test-bank/
testbankdeal.com
Starting Out With Java From Control Structures Through
Data Structures 2nd Edition Gaddis Test Bank
https://testbankdeal.com/product/starting-out-with-java-from-control-
structures-through-data-structures-2nd-edition-gaddis-test-bank/
testbankdeal.com
https://testbankdeal.com/product/intermediate-algebra-for-college-
students-9th-edition-angel-solutions-manual/
testbankdeal.com
https://testbankdeal.com/product/introduction-to-mechanical-
engineering-4th-edition-wickert-solutions-manual/
testbankdeal.com
https://testbankdeal.com/product/fluid-mechanics-for-engineers-1st-
edition-chin-solutions-manual/
testbankdeal.com
https://testbankdeal.com/product/selling-building-partnerships-10th-
edition-castleberry-solutions-manual/
testbankdeal.com
Ethics for the Information Age 6th Edition Quinn Test Bank
https://testbankdeal.com/product/ethics-for-the-information-age-6th-
edition-quinn-test-bank/
testbankdeal.com
Chapter 06 - Product and Brand Strategy
Chapter 6
6-1
Chapter 06 - Product and Brand Strategy
6-2
Chapter 06 - Product and Brand Strategy
6-3
Chapter 06 - Product and Brand Strategy
6-4
Chapter 06 - Product and Brand Strategy
6-5
Chapter 06 - Product and Brand Strategy
1.6. Packaging
• Distinctive or unique packaging is one method of differentiating a relatively
homogenous product.
• In other cases, packaging changes have succeeded in creating new attributes
of value in a brand.
• Finally, packaging changes can make products urgently salable to a targeted
segment.
• On one hand, the package must be capable of protecting the product through
the channel of distribution to the consumer. In addition, it is desirable for
packages to have a convenient size and be easy to open for the consumer.
• The marketing manager must determine the optimal protection, convenience,
positioning, and promotional strengths of packages, subject to cost constraints.
6-6
Chapter 06 - Product and Brand Strategy
• In doing so, it should become clear that shifts in phases of the life cycle correspond to
changes in the market situation, competition, and demand.
• When applied with sound judgment, the life-cycle concept can aid in forecasting,
pricing, advertising, product planning, and other aspects of marketing management.
• As useful as the product life cycle can be to managers, it does have limitations that
require it to be used cautiously in developing a strategy.
• Fashions are accepted and popular product styles. Their life cycle involves a
distinctiveness stage in which trendsetters adopt the style, followed by an emulation
stage in which more customers purchase the style to be the trendsetters.
• Fads are products that experience an intense but brief period of popularity.
• Some fads may repeat their popularity after long lapses.
• Refer Marketing Insight 6-7 for marketing strategy implications of the product life
cycle.
3.1. Deletions
• In today’s environment, there are growing numbers of products being
introduced, that are competing for limited shelf space.
6-7
Chapter 06 - Product and Brand Strategy
• This growth is primarily due to (1) new knowledge being applied faster, and
(2) the decrease in time between product introductions (by a given
organization).
• One of the main purposes of the product audit is to detect sick products and
then bury them.
• Rather than let the retailer or distributor decide which products should remain,
organizations themselves should take the lead in developing criteria for
deciding which products should stay and which should be deleted.
• Some of more obvious factors to be considered are listed below:
1. Sales trends,
2. Profit contribution,
3. Product life cycle,
4. Customer migration patterns
6-8
Chapter 06 - Product and Brand Strategy
• This type of system is popular in organizations with a line or lines of similar products
or one dominant product line.
• Sometimes referred to as category management, the marketing manager system is
seen as being superior to a brand manager system because one manager oversees all
brands within a particular line, thus avoiding brand competition.
• Under a brand manager system, a manager focuses on a single product or a very small
group of new and existing products.
• Success from a new product often comes from organizations that try to bring all the
capabilities of the organization to bear on the problem of customers. This requires the
cooperation of all the various functional departments in the organization. Thus, the
use of cross-functional teams has become important.
• A venture team is a popular method used in such organizations as Xerox, Polaroid,
Exxon, IBM, Monsanto, and Motorola. It is a cross-functional team responsible for all
the tasks involved in the development of a new product.
• The use of cross-functional teams in product management and new product
development is increasing for a very simple reason: Organizations need the
contributions of all functions and therefore require their cooperation.
• Cross-functional teams operate independently of the organization’s functional
departments but include members from each function.
• Figure 6.4 presents some important prerequisites for the use of cross-functional teams
in managing existing products and developing new products.
KEY TERMS
Brand: A name, term, design, symbol, or any other feature that identifies one seller’s good or
service as distinct from those of other sellers. The legal term for brand is trademark.
Brand equity: The set of assets (or liabilities) linked to the brand that add (or subtract) value.
The value of these assets is dependent upon the consequences or results of the market place’s
relationship with the brand.
Brand extension: A strategy that uses a current brand name to enter a completely different
product class.
Cross-functional teams: Teams requiring the membership and cooperation of all the various
functional departments in the organization to create successful new products.
Dual branding: A strategy in which two or more branded products are integrated. This strategy
is sometimes called joint or cobranding.
Extended product: The tangible product along with the whole cluster of services that
accompany it; one of the three ways a product can be viewed.
6-9
Chapter 06 - Product and Brand Strategy
Fads: Products that experience an intense but often very brief period of popularity. The faster
they become popular, the faster they will become unpopular. A few fads may repeat their
popularity after long absences.
Fashions: Accepted and popular product styles that go through a repetitive cycle of popularity,
lost popularity, and regained popularity, repeating the cycle again.
Generic product: Product that includes the essential benefits the buyer expects to receive; one
of the three ways a product can be viewed.
Horizontal market: Market that exists for an organizational product when it is purchased by
all types of firms in many different industries.
Multibranding: A strategy that assigns different brand names to each product. The organization
makes a conscious decision to allow the products to succeed or fail on their own merits.
Product: The sum of the physical, psychological, and sociological satisfactions the buyer
derives from purchase, ownership, and consumption. This definition is consistent with the
marketing concept.
Product adoption and diffusion: The spread of a product through the population; encompasses
five stages of adopters: innovators, early adopters, early majority, late majority, and laggards.
Product life cycle: The concept that many products go through a cycle; that is, they are
introduced, grow, mature, and decline. While the cycle varies according to industry, product,
technology and market, it is a valuable aid in developing product and marketing strategies.
Product line: A group of products that share common characteristics, distribution channels,
customers, or uses.
Product line extension: A strategy of line extension that uses a well-known brand name to enter
into a new market segment.
Product mix: The full set of products offered for sale by an organization; described by its width
and depth.
Product mix depth: The average number of products in each product line.
Product mix width: The number of individual product lines offered by the organization.
6-10
Chapter 06 - Product and Brand Strategy
Tangible product: The physical entity or service that is offered to the buyer; one of the three
ways a product can be viewed.
Value: Encompasses not only quality but also price. Value is what the customer gets for what
the customer gives.
Venture team: A cross-functional team responsible for all of the tasks involved in the
development of a new product. When the new product is launched, the team usually turns over
responsibility for managing the product to a brand manager or product manager or it may
manage the new product as a separate business.
Vertical market: Market for organizational products that have a limited number of buyers. A
vertical market is narrow because customers are restricted to a few industries and is deep in that
a large percentage of the producers in the market use the product.
ADDITIONAL RESOURCES
Deluca, Luigi M., and Kwaku Afuahene. “Market Knowledge Dimensions and Cross Functional
Collaboration: Examining the Different Routes to Product Innovation Performance.” Journal of
Marketing, January 2007, pp. 95-112.
Gladwell, Malcolm. The Tipping Point. NY: Book Bag Books, 2006.
Keough, Donald R. The Ten Commandments of Business Failure. NY: Portfolio Books, 2008.
Lindstrom, Martin. Brand Sense: Build Powerful Brands Through Touch, Taste, Smell, Sight,.
and Sound. NY: Free Press 2005.
Pullig, Chris, Carolyn J. Simmons, and Richard G. Netemeyer. “Brand Dilution: When Do New
Brands Hurt Existing Brands?" Journal of Marketing, April 2006, pp. 52-64.
Rust, Roland, Debra Viana Thompson, and Rebecca Thompson. “Defeating Feature Fatigue.”
Harvard Business Review, February 2006, pp. 98-109.
6-11
Another Random Document on
Scribd Without Any Related Topics
— Jaa, myönteli Ville hypistellen nenäliinaansa ja kolistellen
veitsiään. Hän ei ollut ennen syönyt samassa pöydässä
vakuutusherrojen kanssa, ja nyt kävi se siitä syystä hieman
kömpelösti, Siitä huolimatta tunsi hän olevansa onnellinen
osoitetusta luottamuksesta ja päätti mielessään tehdä kaiken
voitavansa vakuutusaatteen levittämiseksi synkälle saloseudulleen.
Samassa ajoi kyyti pihaan täyttä karkua, niin että rattaitten pyörät
hipoivat Pörjösen koipia, ja rattailta laskeutui hymyilevä herrasmies,
joka esitteli itsensä Varsalaksi emännälle ja pyysi huonetta kolmeksi
päiväksi.
— Älä hyvä mies puhu niin kovaa, että se kuulee, sohitti isäntä.
Ajaa vielä minutkin tästä ulos. On se semmoinen eukko.
— Vuotaa se vähän, mutta tuo Iska saa heittää vettä pois ja minä
soudan.
— No mennään, virkkoi Kantele, ja läksi poikien perässä
astumaan.
Naukkunen naurahti.
— Olkoon sitten niin, myönsi Kantele, suu täynnä ruokaa. Uinti oli
vaikuttanut parantavasti hänen ruokahaluunsa.
Petäjä hymähti.
— Emme.
— Kiitos kunniasta.