产品管理：newproductstrategy(doc11)英文版-产品策略(编辑修改稿)

产品管理：newproductstrategy(doc11)英文版-产品策略(编辑修改稿)内容摘要：

tencies. There must be strong links between the new product and a pany39。 s:  Resources  Marketing expertise  Distribution channels  Sales  Technology and operations Without these core petencies in place, you shouldn39。 t even be contemplating innovation, Webb advises. The good news is, businesses can design internal roles and structures to support new product development. Start by recognizing that the process essentially touches on everything your business does. Innovation stimulates the pany from top to bottom, Gooz233。 notes. As new products progress from idea to reality, all functions bee involved from manufacturing, supply chain and distribution to marketing and customer service. The process requires the pany39。 s executives to think long and hard about the changing needs of their customer base, as well as the threats real and imaginary posed by the petition. Gooz233。 stresses the role of marketing, in particular. Marketing considerations should start when the new product is still on the drawing board, he says. Ask all the basic questions, such as:  Who is this new product for?  How will it be used?  How does it fit into our current line and how will it affect our future products? 6 Market research, whether conducted inhouse or through an outside agency, is the first essential step toward building a wele response to your new product in the marketplace. Webb urges panies to search exhaustively for the right product advantage. Early on, identify precisely what your customers want and need, he says. Use customerfocused research to guide the process. Use that same research to pinpoint what works and what doesn39。 t in your petitor39。 s offerings. When you get to the prototype stage, go to customers and test, test, test. Defining Goals So you39。 re considering adding a new product to your line. Have you looked at the process (and proposed oute) from a strategic perspective? Do you have clear and measurable longterm goals? Without measurable goals, you have no benchmarks to track performance, Gooz233。 notes. It39。 s equally important to determine how the new product is linked to your overall goals and strategy. The fit has to be right, or you risk substantial losses. Innovation doesn39。 t occur in a void. It must be tied to ongoing business priorities. Other attributes of clearlydefined new product goals:  Guides selection of development projects  Defines target markets, petitive strengths and weaknesses, and angle of attack in the marketplace  Differentiates your new offering from the petition  Offers staff a sense of direction and purpose Established goals help determine a schedule for pletion of projects, Webb says. They39。 re also essential in estimating development costs and resource requirements, within the context of your larger business plan. 7 Success Factors A wide range of factors goes into the successful development and launch of a new product, but the leading factor, according to Gooz233。 and Webb, is differentiation. A product that genuinely sets itself apart from others succeeds by capturing larger market share and meeting other longrange sales objectives. This may seem obvious but if so, why are there so many me too products floundering in the marketplace? Gooz233。 says: There39。 s nothing inherently wrong with bein。