The document discusses strategies for a successful new product entry. It outlines the current business environment of shorter product lifecycles and increased competition. It states that a new entry is needed and discusses engaging value-based incentives. The document then provides recommendations over multiple phases: understanding the category and competitors, developing product concepts, preparing for entry, and evaluating performance after entry. It emphasizes the importance of cross-functional collaboration between departments like marketing, sales, and R&D.

1. Win the market through a successful product entry Christophe Pirotte, FMCG specialist Matjaž Robinšak, Project manager 2 6 .5.2004

2. Situation – current business environment Serious threat to business strategies Shorter PLC’s Increased competition Continuity of product portfolio Continuous innovation / improvement Open markets

3. Situation – new entry is MUST Value-based incentives in discussion

4. Situation – new entry is MUST Value-based incentives in discussion

5. Situation – new entry is MUST Value-based incentives in discussion

6. Situation – new entry is MUST Value-based incentives in discussion

7. Situation – new entry is MUST Value-based incentives in discussion

8. Situation – new entry is MUST Value-based incentives in discussion

9. Situation – new entry is MUST R&D / product manager develop a product Marketing has to find a market for it Sales has to sell it A product in portfolio gets to declining phase Prepare sales channels Value-based incentives in discussion ENTRY New brand in portfolio ??? Customer need? Which market / category?

10. Situation – new entries Available space

11. Complication – driving forces Retailer Distributor Competition Substitutes New product Consumer Company marketing sales R&D

12. Complication: role of marketing Marketing as operational unit with prime function of enhancing sales Limited strategic role of marketing department Marketing as a strategic corporate function Actively involved in strategic decision making based on thorough customer understanding Board R&D Sales Market research Strategic Marketing Organization B Board R&D Sales Marketing Organization A Market research

13. Solution – Phases in product entry Category understand-ing Category SWOT Concept & product development Entry preparation Evaluation / Reformulation ENTRY

14. Solution – Category definition / SWOT GAP analysis Product Sorting 360° Understanding categorisation wide category close category subcategory Brand vs competitors’ position SWOT of brands: image, Importance Use occasions Identification of barriers Legitimate territory of a brand Consumer Company Retailer Distributor

15. Solution – Category definition / SWOT Available space

16. Solution – Concept & product development Concept Product R&D Brand manager Marketing Brand manager Ad agency

17. Solution – Entry preparation Product ENTRY Marketing Concept / communication fit Creatives testing Sales Sales channels Intro

18. Solution – Evaluation / Reformulation Evaluation / Reformulation ENTRY Monitoring performance benchmark Fine tuning Product / concept / ... Identification of barriers awareness availability personal

19. Closing thought – company Serious help to business strategies Common goal for company departments Increased involvement retailers, ... Improved working relationship internal ... everything starts from within the company different knowledge form different departments (they talk more) gaps can be filled And external creates goodwill a lot of usefull info consumer

20. Closing thought – research Serious help to business strategies Researcher knows methods All is about categorisation Strategic knowledge in company Not any more on characteristics On benefits know the catgory the close category competitor and substitutes

21. Tržaška 2 SI-1000 Ljubljana Slovenija +386-1-241-00-66 [email_address] www.cati.si Gazela 2003 SPSS partnerji člani združenja ESOMAR