The document discusses the gap that often exists between marketing and product design functions in new product development. It provides background on the importance of understanding consumer needs for developing successful new products. However, marketing research is not always effectively incorporated into product design due to perceived lack of credibility of consumer insights and inability to generate innovative ideas. The document proposes that conjoint analysis can help bridge this divide by overcoming deficiencies in translating voice of customer information for product development teams.
DRIVING PRODUCT SALES PERFORMANCE BY ANALYSING PRODUCT PRELAUNCH IN A LINGUIS...kevig
This paper uses a natural linguistics analytic approach, by studying product prelaunch events’ script, to investigate the determinants of driving the product sales based on customer values framework as well as “Nextopia” consumer psychology. This research contributes to the theoretical framework of identifying the customer values, which have impacts on the product sales. Moreover, we investigate how product sales be driven by the optimism attitude and affective forecasting feeling, which are vocal during product prelease events. Through the study of analysing the essential words, which represent the underlying customer values from the script of Apple Inc. product prelaunch events, we found that product functional and experiential/ hedonic of customer values drive product sales. Induced affective forecasting message negatively moderated the impact of cost/ sacrifices values on product sales. In addition to the theoretical contributions, this research provides practical guidelines of how to shape the product prelaunch speech to maximize the sales of the to-be-released products.
This presentation discusses the importance of BOTH product and branding as key drivers for commercial success in new product development. It details a best practice staged tollgate new product development process along with an example of how it was used to successfully develop a new product from scratch. Then successful development of effective branding and positioning are also presented along with three live examples of how they were successfully deployed in the marketplace.
Rick Steinbrenner - The Global Brand Guy
(Note: this presentation includes three you tube videos which shows execution of the presented brands positioning. In order to view the videos, you need to do three things.
1) Must have a live internet connection while viewing
2) Download the presentation
3) Then view the presentation in slide show and enable the content when the security alert for macros and active X comes up - this may or may not happen depending on your computers settings.)
Media Innovations and its Impact on Brand awareness & Considerationiosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
DRIVING PRODUCT SALES PERFORMANCE BY ANALYSING PRODUCT PRELAUNCH IN A LINGUIS...kevig
This paper uses a natural linguistics analytic approach, by studying product prelaunch events’ script, to investigate the determinants of driving the product sales based on customer values framework as well as “Nextopia” consumer psychology. This research contributes to the theoretical framework of identifying the customer values, which have impacts on the product sales. Moreover, we investigate how product sales be driven by the optimism attitude and affective forecasting feeling, which are vocal during product prelease events. Through the study of analysing the essential words, which represent the underlying customer values from the script of Apple Inc. product prelaunch events, we found that product functional and experiential/ hedonic of customer values drive product sales. Induced affective forecasting message negatively moderated the impact of cost/ sacrifices values on product sales. In addition to the theoretical contributions, this research provides practical guidelines of how to shape the product prelaunch speech to maximize the sales of the to-be-released products.
This presentation discusses the importance of BOTH product and branding as key drivers for commercial success in new product development. It details a best practice staged tollgate new product development process along with an example of how it was used to successfully develop a new product from scratch. Then successful development of effective branding and positioning are also presented along with three live examples of how they were successfully deployed in the marketplace.
Rick Steinbrenner - The Global Brand Guy
(Note: this presentation includes three you tube videos which shows execution of the presented brands positioning. In order to view the videos, you need to do three things.
1) Must have a live internet connection while viewing
2) Download the presentation
3) Then view the presentation in slide show and enable the content when the security alert for macros and active X comes up - this may or may not happen depending on your computers settings.)
Media Innovations and its Impact on Brand awareness & Considerationiosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Innovation in manufacturing as an evolutionary complex systemIan McCarthy
The focus of this paper is on innovation in terms of the new product development processes and to discuss its main features. This is followed by a presentation of the new ideas emerging from complex systems science. It is then demonstrated how complex systems provides an overall conceptual framework for thinking about innovation and for considering how this helps to provide understanding and advice for the organisation of new product development in different circumstances. Three case studies are quoted which illustrate the application of these new ideas.
New Product Development Process And Strategy PowerPoint Presentation SlidesSlideTeam
If you have a brilliant idea for the new product launch our new product development process and strategy PowerPoint Presentation is a promising presentation that can portray your thoughts convincingly. When you download this product management PPT slide, you get various designs such as product outline, idea screening, new product introduction, detailed overview, understanding customer needs, internal & external sources of new product, roadmap, category planning, porters five forces model, product lifecycle, introduction stage, growth stage, maturity stage, decline stage, tools & techniques, BCG matrix, Ansoff matrix, empathy map, Kano map, market segmentation, geographic, demographic psychographic, & behavioral segmentation and many more. The new product launch PowerPoint templates can be utilized for few topics like entering a new market, NPD process, product development, product launch, launch strategy, market entry strategy, new product introduction and product marketing. Our New product development process and strategy PPT diagram can make your presentation interesting and captivating. Send all fears flying with our New Product Development Process And Strategy PowerPoint Presentation Slides. They can handle all emerging doubts.
Research and Development (R&D) is a process by which a company obtains new knowledge and uses it to improve existing products and introduce new ones to its operations. R&D is a systematic investigation with the objective of introducing innovations to the company’s current product offerings. It achieves this by adding improvements to the current goods and services or introducing a new product offering. Research and Development (R&D) theme Research and development are applied across different industries and sectors
Handoo, v tamu 2015, influence of product packaging on consumer preferenceVanshaj Handoo
This is a literature review paper for summarizing the influence of product packaging on consumer preferences in selecting a product. Key attributes of packaging such as color, shape and imagery is discussed and a conclusion based on the literature review is provided along with the scope for future research
New Product Development was a 3-day public workshop for managers offered for many years through what is now UW-Madison’s Center for Professional and Executive Development (CPED). Since CPED has modified its mission to focus on leadership and management training, this and other marketing classes have been discontinued. Therefore I am providing this for your individual education.
A version of this presentation with embedded hyperlinks to YouTube videos and other educational sites is available through my website, BrainSnacksCafe.com.
Enjoy!
Measurement of mobile business applicationsAFF Group
MOBILE DEVICES ARE PRESENT EVERYWHERE. IT IS INEVITABLE FOR EVERY COMPANY TO IMPLEMENT A COMPREHENSIVE MOBILE STRATEGY. AN APPLICATION DOES NOT ONLY SERVE TO INPUT AND DISPLAY TEXTUAL AND VISUAL INFORMATION.
IT IS IMPORTANT TO BUILD SUCH A KNOWLEDGE BASE BY MEANS OF WHICH WE CAN COLLECT, ANALYSE AND ASSESS MEASURABLE DATA.
Innovation in manufacturing as an evolutionary complex systemIan McCarthy
The focus of this paper is on innovation in terms of the new product development processes and to discuss its main features. This is followed by a presentation of the new ideas emerging from complex systems science. It is then demonstrated how complex systems provides an overall conceptual framework for thinking about innovation and for considering how this helps to provide understanding and advice for the organisation of new product development in different circumstances. Three case studies are quoted which illustrate the application of these new ideas.
New Product Development Process And Strategy PowerPoint Presentation SlidesSlideTeam
If you have a brilliant idea for the new product launch our new product development process and strategy PowerPoint Presentation is a promising presentation that can portray your thoughts convincingly. When you download this product management PPT slide, you get various designs such as product outline, idea screening, new product introduction, detailed overview, understanding customer needs, internal & external sources of new product, roadmap, category planning, porters five forces model, product lifecycle, introduction stage, growth stage, maturity stage, decline stage, tools & techniques, BCG matrix, Ansoff matrix, empathy map, Kano map, market segmentation, geographic, demographic psychographic, & behavioral segmentation and many more. The new product launch PowerPoint templates can be utilized for few topics like entering a new market, NPD process, product development, product launch, launch strategy, market entry strategy, new product introduction and product marketing. Our New product development process and strategy PPT diagram can make your presentation interesting and captivating. Send all fears flying with our New Product Development Process And Strategy PowerPoint Presentation Slides. They can handle all emerging doubts.
Research and Development (R&D) is a process by which a company obtains new knowledge and uses it to improve existing products and introduce new ones to its operations. R&D is a systematic investigation with the objective of introducing innovations to the company’s current product offerings. It achieves this by adding improvements to the current goods and services or introducing a new product offering. Research and Development (R&D) theme Research and development are applied across different industries and sectors
Handoo, v tamu 2015, influence of product packaging on consumer preferenceVanshaj Handoo
This is a literature review paper for summarizing the influence of product packaging on consumer preferences in selecting a product. Key attributes of packaging such as color, shape and imagery is discussed and a conclusion based on the literature review is provided along with the scope for future research
New Product Development was a 3-day public workshop for managers offered for many years through what is now UW-Madison’s Center for Professional and Executive Development (CPED). Since CPED has modified its mission to focus on leadership and management training, this and other marketing classes have been discontinued. Therefore I am providing this for your individual education.
A version of this presentation with embedded hyperlinks to YouTube videos and other educational sites is available through my website, BrainSnacksCafe.com.
Enjoy!
Measurement of mobile business applicationsAFF Group
MOBILE DEVICES ARE PRESENT EVERYWHERE. IT IS INEVITABLE FOR EVERY COMPANY TO IMPLEMENT A COMPREHENSIVE MOBILE STRATEGY. AN APPLICATION DOES NOT ONLY SERVE TO INPUT AND DISPLAY TEXTUAL AND VISUAL INFORMATION.
IT IS IMPORTANT TO BUILD SUCH A KNOWLEDGE BASE BY MEANS OF WHICH WE CAN COLLECT, ANALYSE AND ASSESS MEASURABLE DATA.
Analysis of business oriented mobile mediaAFF Group
New trends in mobile analitics
- During measurements, a complex data set is generated, which can be handled with difficulty.
- Traditional (generally accepted) web analytics indicators and measures are not sufficient in themselves to describe the behaviour of mobile applications.
- Use of data mining technologies and methods.
- Business intelligence solutions even for mobile devices.
Supply Chain Optimization under New Product Development and Emergence of Risk...IIJSRJournal
In this paper, a comprehensive multi-objective model has been proposed to optimize a supply chain when new product launches and risks emerge. In doing so, primarily, a set of risks and needed mitigation strategies are identified; secondly, the essential criteria of new product development (NPD) are introduced. These criteria are then weighted by the analytic hierarchy process (AHP) approach. Based on the calculated weights, manufacturers, which are the model’s second echelon are being ranked by the fuzzy-TOPSIS method. Since the model is of non-deterministic polynomial-time hardness (np-hard), due to its complexity, two different meta-heuristic algorithms –multi-objective particle swarm optimization (MOPSO) and non-dominated sorting genetic algorithm II (NSGA-II)- are conducted. Finally, the outputs of these algorithms are compared from the indices of quality, dispersion, and uniformity. The results illustrate that the production cost is of the highest rating among the most critical NPD criteria. The performance comparison of both aforementioned meta-heuristic algorithms reveals that MOPSO has the higher capability to explore the feasible region and solve the problem than NSGA-II. Whereas, from the aspect of run-time efficiency, NSGA-II has a faster execution time than MOPSO.
Nystrom (1990) described high tech markets as marketing dependent and technologically driven. Unfortunately, there is evidence that this linkage is not often recognized by organizations (Gupta, Ray and Wilemon 1985). High tech markets are characterized as complex. In addition, they exist under rapidly changing technological conditions which lead to shorter life cycles (Davidow 1986) and the need for rapid decisions (Bridges, Coughlan, and Kalish 1991). The importance of speed in high tech markets is driven by increasing competition and the continually evolving expectations of customers (Doyle and Saunders 1985). All of this is compounded by higher levels of risk for both the customer and the producer.
History shows that new products success rate in the market is low due to various reasons. The presentation looks at innovation , new product development process , reasons of failure with examples and also proposes a framework for improving the success rate
Design Co-creation and Performance in New Product Development ProcessWaqas Tariq
Co-creation is a kind of marketing strategy or business strategy that stresses the generation and continuing realization of mutual firm-customer value. Product design, marketing, and Innovation ought to be closely coordinated in companies. Most researchers have indicated that highly effective connection among innovation R&D, marketing activities, and design pushes products in to the marketplace and guarantees their success. However, empirical studies from the Co- creations among design, marketing, and innovation strategies in New Product Development (NPD) performance are intermittent. Within this study, enterprises through the Taiwan Electrical and Electronic Manufacturers’ Association (TEEMA) database were chosen randomly as subjects. Inside the first survey, the status from the marketing strategy, innovation strategy, and design strategy was determined. Following a new product was marketed for one year, another survey was conducted for NPD performance check. After repeated contact, 285 enterprises (21.11%) responded. Major findings in the study are listed below: (1) The Structural Equation Model (SEM) results demonstrate a good fit involving the theoretical model and observed data for innovation, marketing, and design strategies; (2) The NPD performance is influenced by an enterprise’s innovation, marketing, and design strategies. Moreover, innovation and marketing strategies also influence NPD performance through design strategy. For NPD performance, design strategy is both a completely independent variable and an intervening variable; (3) The NPD performance could be reinforced when enterprises struggle for design, innovation, and marketing strategies.
Early successes, they explain, become reflected in organizational culture, structures, and practices, which slowly become invariant over time, even in the face of a “dramatically-changed strategic context and a palpably clear recognition of the need for change.”
IJERA (International journal of Engineering Research and Applications) is International online, ... peer reviewed journal. For more detail or submit your article, please visit www.ijera.com
A concept based model for product development in the emerging marketeSAT Journals
Abstract Emerging market like Asia and Africa are opening a big room of opportunities to do business. The companies which are already globally recognized have started acknowledging this issue and they are making their product and business strategies according to the user perceptions of these growing markets. In these markets where the bigger players are already present, how the local players and new companies can survive and harness the market profits in this competitive environment. This research work provides a conceptual model which can help the local and new companies in increasing their market share and profits within a short time period. This model listen’s the voice of customer and it also accounts the market trend, while designing or planning a product. Multi-factor evaluation process (MFEP) is used in this product development model and an exploratory example of mobile product is also given to clarify the implementation of this model. Keywords= Product technical specifications, New product development, Product design strategy, Voice of customer, Multi- Factor evaluation process (MFEP)
In this article, we examined strategic issues in technology and innovation as they impact environmental scanning, strategy formulation, and strategy implementation. It also examines issues in creating new businesses by properly managing new technology and innovative concepts. It hopes to illuminate issues for Nigerian businesses as to be competitive in today‘s modern world.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
2. International Journal of Management Research and Development (IJMRD) ISSN 2248-938X (Print),
ISSN 2248-9398 (Online) Volume 3, Number 1, Jan-March (2013)
Understanding market needs in order to design products that meet or exceed
consumer expectations is one of the most critical tasks for developers of new products. In
the last decade, the importance of listening carefully to the 'voice of the consumer'
has become conventional wisdom (Slater and Narver, 2000; Garber, Hyatt and Starr,
2003). Over the years, many tools and techniques have been developed for use in the
new product development process (Thomas and Chandrasekaran, 2013). Better and
effective use of consumer intelligence obtained by appropriate methodologies is viewed
as critical to being successful (Cooper, Elko J. Kleinschmidt 1994; Calantone, Schmidt and
Song, 1996).
Recently, numerous new product development (NPD) performance studies have
shown that aligning new products with consumer needs and differentiation from competitors
is of crucial importance for success in the market place (Henard and Szymanski, 2001). One
of the most important factors leading to new product success is providing a unique and
superior product in the eyes of the consumer (Cooper, 1979; Cooper, Elko, J. Kleinschmidt,
1993). This has resulted in structured procedures that challenge new product ideas at their
various stages of development against consumer judgment. The best known of these
procedures is the stage-gate-process, consisting of a five-stage, five gate model in which
new product ideas are developed and tested before a “go or no-go” decision is made at each
of the subsequent gates (Cooper, 1990; O’Connor, 1998). The implementation of these
structured processes to challenge and verify new product ideas against consumer assessment
is identified as a key success factor in NPD. However, increasingly it is being recognised
that the quality of the ideas entering the NPD process is at least equally important to NPD
success as structured approaches (Wind and Mahajan, 1997). In fact, pre-development
activities (i.e. those activities carried out before products enter the development stage) are
among the most critical activities associated with success (Cooper, Elko J. Kleinschmidt
1988; Roozenburg and Eekels, 1995; Henard and Szymanski, 2001). In these pre-
development activities, important and (partly) unfulfilled consumer needs are being identified
as a source of new product ideas and these new product ideas are assessed on their feasibility
and consumer appeal very early on, in the process.
Consumer research is often considered difficult during this stage because it is unsure
what to ask consumers at this point. An often-heard argument is that asking consumers what
they want, is useless, because they do not know what they want (Ulwick, 2002). Consumer
research, however, helps to raise the odds of success in the market. Even though consumers
may not always be able to express their wants, it is important to understand how they
perceive products, how their needs are shaped and influenced and how they make product
choices based on them. In this way, it helps to avoid working on a new product that has a low
probability of success in the first instance (Rochford, 1991). Additionally, it guards against
potential winning product concepts, being overlooked. As a result, carrying out consumer
research in this stage is inexpensive compared to the risk of product failure.
Moreover, gathering consumer understanding with the help of formal consumer research
methods has the advantage that the results can more easily be disseminated across
departments in an organisation (Kohli and Jaworski, 1990). Knowledge obtained through
formal methods is generally used to a greater extent, most likely through its verifiability and
credibility (Maltz and Kohli, 1996).
New product development (NPD) can originate from new technology or new
market opportunities (Eliashberg, Lilien and Rao, 1997). But irrespective of where
opportunities originate, when it comes to successful new products, it is the consumer who is
the ultimate judge (Cooper and Kleinschmidt, 1987; Brown and Eisenhardt, 1995). So, in
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3. International Journal of Management Research and Development (IJMRD) ISSN 2248-938X (Print),
ISSN 2248-9398 (Online) Volume 3, Number 1, Jan-March (2013)
order to develop successful new products, companies should gain a deep understanding of
'the voice of the consumer' (Thomas and Chandrasekaran, 2013). New product development
(NPD) is an important driver of corporate growth and profitability (Sorescu, Chandy, and
Prabhu 2003; Wind and Mahajan 1997). Unfortunately, most new products fail to deliver on
their objectives (Christensen 1997). Hence, marketing scholars and practitioners have duly
devoted substantial attention toward improving NPD processes. This attention has led to
several important advances, including the specification of the Stage-Gate model (Cooper
1990), the formulation of sophisticated NPD tools such as conjoint analysis and pre-market
launch forecasting (Rangaswamy and Lilien 1997), and advances in knowledge about how
best to organize and manage NPD teams (Sethi, Smith, and Park 2001).
While everyone acknowledges, that consumer based product development, ensures
NPD success, there is still a huge gap between Marketing and Product Design functions. This
paper discusses a few key reasons for this gap and recommends Conjoint Analysis as an ideal
tool, which overcomes all the perceived and experienced deficiencies, in incorporating the
Marketing led, consumer research information, into Product Designs, by the development
team.
II LITERATURE SURVEY
Development and launch of successful new products is one of the most critical yet,
most challenging tasks managers face. From a strategic point of view, new products well-
attuned to the voice of the customer, with perceived technical superiority, developed within
budget and launched ahead of the competition provide real competitive advantages for the
firm (Calantone and Cooper, 1979; Cooper and Kleinschmidt, 1987; Crawford, 1994;
Hultink, Griffin, Hart and Robbenm, 1998).
Designing is a complex cognitive task and industrial designers have been increasingly
challenged with the interdisciplinary nature, increasing product complexity and time pressure
of modern design projects (Cross,1994; Earl, Eckert, & John Clarkson, 2005; Freudenthal,
1999). The task of the industrial designer can generally be seen as a complex, creative and
solution-focused problem solving process. This process is often characterised by a fuzzy
front-end, an ill-defined problem (Cross, 2004) and the problem and solution co-evolving
throughout the design process (Bezerra, 2000).
The best developed area of product design research is clearly that related to the
influence of various elements of product design on the consumer decision process. Beyond
simple consumer preference or choice, other outcome variables considered in this stream
have been the nature of ‘‘extreme’’ responses to product design efforts (Allenby and
Ginter, 1995), and the subjective (Luo, Kannan, and Ratchford, 2008) and symbolic
(Kreuz- bauer and Malter, 2005) interpretation of design elements. Product design has also
been closely tied to the study of hedonic and utilitarian benefits perceived by consumers
(Chitturi, Raghunathan, and Mahajan, 2008).
Consumer research related to design uses advanced analytical tools which dis-
aggregate and vary design elements in order to optimize customer satisfaction (e.g.,
Green, Carroll, and Goldberg, 1981). Other studies have considered issues such as the unity
and proto-typicality of product designs (Veryzer and Hutchinson, 1998), the consequences of
simple versus complex designs (Cox and Cox, 2002) and the consequences of excessive
product features for the consumer (Thompson, Hamilton, and Rust, 2005). Another
perspective has taken a broad yet still dis-aggregated perspective on product design by
10
4. International Journal of Management Research and Development (IJMRD) ISSN 2248-938X (Print),
ISSN 2248-9398 (Online) Volume 3, Number 1, Jan-March (2013)
considering a more comprehensive picture of the full range of design elements and their
influence (Bloch, 1995; Noble and Kumar, 2010). In general, consumer based design research
has been informative in exploring new and insightful dimensions of a product that help
answer questions such as, ‘‘Just what is product design?’’ and ‘‘How can design influence
consumers?’’
Cross-functional interactions in the organization ( Ruekert and Walker, 1987)
consider the linkages between design and branding issues (Montana, Guzman, and Moll,
2007), links between design and marketing functions (Bruce and Daly, 2007) and general
cross-functional interactions involving design in the new product development process
(Antioco, Moenaert, and Lindgreen, 2008; Perks, Cooper, and Jones, 2005). There seems
to be often an unstated assumption that NPD is essentially an internal, firm-based activity. As
observed by (Von Hippel, 2009), “The idea that novel products and services are developed by
manufacturers is deeply ingrained in both traditional expectations and scholarship.” Hence,
NPD research and practice largely operates under a firm-centered paradigm in which
customers are viewed as having little active influence upon NPD activity. While this
paradigm may have served academics and practitioners well in the past, it is currently being
challenged by the emergence of empowered customers seeking greater input and control over
NPD activity (Seybold 2006). This challenge is ushering in a new paradigm in which firms
can enhance corporate growth and profitability by allowing customers to take a more active
role in NPD activity (Prahalad and Ramaswamy 2000; Von Hippel 2005).In this newly
emerging co-creation paradigm, customers are central and vital participants in the NPD
process. Despite this global wisdom, marketing and consumer information is not considered
for NPD and the departmental ‘silo’ continues, perhaps due to the following reasons.
III USE OF CONSUMER RESEARCH INPUT: PROBABLE REASONS FOR
NOT INCORPORATING INTO NPD
Consumer research lacks credibility:
A widespread belief among practitioners is that consumers cannot be trusted in their
opinion. Several studies have shown that it is difficult to predict final consumer behavior
based on consumers’ expressed attitudes towards products or certain issues. (Nijssen and
Lieshout, 1995) found that users of NPD methods mention this shortcoming of forecast
inaccuracies. Moreover, users mention as well, that methods are not able to capture the
complexity of the market place. Another problem that plays in NPD is that consumer research
is often part of marketers’ responsibility in a company. It is a well-known fact that both,
Marketing and Product Design professionals do not always consider each other’s information
to be credible (Song, Neeley and Zhao, 1996). Marketers are often viewed as ‘easy talkers’
by Product Design personnel, as relying too much on intuition rather than on hard facts
(Gupta, Raj and Wilemon, 1985; Moenaert and Souder, 1990). If people perceive information
as less credible, it means that they perceive the quality to be lower, and this will result in
lower information utilization.
Consumer research does not help to come up with innovative new product ideas:
Various studies have found that the key determinant of new product failure is an
absence of innovativeness, the extent to which a new product provides meaningful unique
benefits. Not much confidence, however, exists among product developers that consumer
research can provide a valuable contribution in the search for new and improved ways
11
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ISSN 2248-9398 (Online) Volume 3, Number 1, Jan-March (2013)
of satisfying consumers’ needs. Although it is generally believed that listening to ‘the
voice of the consumer’ is important, the precise way of ‘listening’ is not always clear
(Thomas and Chandrasekaran, 2013). Effective use of consumer research for this purpose
has been identified as a problematic area, because it is unsure what to ask consumers (Ortt
and Schoormans, 1993; Ottum and Moore, 1997). An often-heard argument is that asking
consumers what they want is useless, because they do not know what they want (Ulwick,
2002). Moreover, the majority of available methods focus on evaluation of products (Wind
and Lilien, 1993). In these methods, products or product ideas are presented to a sample of
consumers and evaluations are collected. These evaluations are used to optimize the product
or to screen and select from different product ideas, ultimately ending up with the product
idea with the highest likelihood of market success (Ozer, 1999). However, these methods can
be considered as reactive of nature in their use in the early stages. They constrain the
researcher in the elicitation of unfulfilled consumer needs, because consumer input is
restricted to responses to an already existing concept or product. A risk of relying on them
solely is that they are likely to give product developers only ‘me-too’-ideas, which hardly
excite the consumer. (Burton and Patterson 1999) point to this problem by stating that most
consumer research only attempts to build on existing and often already fulfilled needs of
consumers. Consequently, the results of this kind of consumer research do not exceed
common sense knowledge and hence is consistent with what practitioners already take to be
true. (Smith, 2003) claims that this typically results in a ‘So what, I already suspected that’-
reaction on the part of the receivers of the results. In case consumer research does not exceed
the intuition of end-users and solely reaffirms existing beliefs, it tends to be less used.
Moreover, many studies are carried out to increase the salability of a decision. Such studies
are designed after a decision has been made to gain support rather than to provide a basis for
the foundation of new product ideas (Day, 1994).
Consumer research delays product development process:
Product life cycles are becoming shorter, which leads companies to reduce the time it
takes to introduce new products at the market. Being early is generally believed to provide a
significant competitive advantage. Companies that take too long in bringing new products to
the market, run the risk that others will get there first, or that consumer needs and wants will
change. Consumer research is time-consuming and extends rather than shortens the NPD
process. Moreover, consumer research requires additional resource investments (Miller and
Swaddling, 2002).
Consumer research lacks comprehensibility:
Consumer research must often be used by both marketing and Product Design teams.
Both marketing and Product design employees often complain that they have difficulty in
understanding each other. One of the reasons for this misunderstanding is that marketing has
its own set of technical terms, and Product Design team has another (Moenaert and Souder,
1990). As a result, consumer research can be difficult to comprehend. Comprehensibility of
information is the ease with which the receiver can decode and fully and unambiguously
understand the information (Moenaert and Souder, 1996). For instance, (Dougherty, 1992)
found that individuals from different functional departments understood different aspects of
product development, and they understood these aspects in different ways. The difference led
to varying interpretations, even of the same information.
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Consumer research lacks action ability for Product Design team:
Information will be used if it is perceived to be relevant for the task for which the
receiver is responsible (Moenaert and Souder, 1996; Madhavan and Grover, 1998). Both
marketing and Product Design professionals need consumer information that is closely linked
to their own task in the development process. Marketers generally need information about
key drivers of consumer choice for the development of effective communication, product
positioning and segmentation strategies. Product Design professionals, in contrast, need
very concrete information about how consumer desired product benefits translate into
target values for technical development (Shocker and Srinivasan, 1979: Thomas and
Chandrasekaran, 2013). Product Design employees often complain that consumer research
provides insufficient actionable and detailed information about consumer requirements and
does not understand key issues about product development (Gupta, Raj, and Wilemon,1985).
As a result, they may reject the information, lose interest or produce their own information
on desired product features with the risk that the new product will not be entirely compatible
with the actual requirements consumers have (Bailetti and Litva, 1995). This need for
actionable information is becoming more important than it was in the past, because
individuals often feel overwhelmed by the huge amounts of information available.
IV CONJOINT ANALYSIS: A PERFECT LINK BETWEEN, MARKETING AND
PRODUCT DESIGN TEAMS
The concept of conjoint analysis is described by (Hair et al 1998:392) as follows:
“Conjoint analysis is a multi-variety technique used specifically to understand how
respondents develop preferences for products or services. It is based on the simple premise
that consumers evaluate the value of a product or service by combining the separate amounts
of value provided by each attribute.” (Sudman and Blair, 1998:229-230) warn that it is not a
data analysis procedure like factor analysis or cluster analysis. It must be regarded as a type
of “thought experiment” preferences for a product or service. (Kotler, 2000:339) defines
conjoint analysis as ”…a method designed to show how various elements of products or
services (price, brand, style) predict customer for deriving the utility values that consumers
attach to varying levels of a product’s attributes.” Churchill and Iacobucci (2002:748) refer to
conjoint analysis as “conjoint measurement, which relies on the ability of respondents to
make judgments about stimuli.” These stimuli represent some predetermined combinations of
attributes, and during a laboratory experiment, respondents are asked to make judgments
about their preferences for various attribute combinations. The basic aim, therefore, is to
determine the features they most prefer. From the definitions given above it is clear that
conjoint studies centre on certain attributes of products or services and also various levels
within each attribute. Given the increasing intensity of business competition and the strong
trend towards globalization, the attitude towards the customer is very important; their role has
changed from that of a mere consumer to the role of consumer, co-operator, co- producer, co-
creator of value and co-developer of knowledge and competencies. Furthermore, the
complex competitive environment in which companies operate has led to the increase in
customer demand for superior value. To determine strategically important customer value
dimensions, conjoint analysis has been proposed (Thomas and Chandrasekaran, 2013). The
results of conjoint analysis give a good picture about the importance of different product
attributes in creating value for customers (Thomas and Chandrasekaran). Thus it enables to
estimate the value created to customers with remarkable accuracy. It is also useful for market
segmentation decisions and other improvements that create value for company. Furthermore,
models based on conjoint data allow predicting the response of the market to changes in
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existing product concepts or price before the actual decision is made. While market research
can help us determine the “what” of customer needs in the marketplace, it rarely explores the
“why” sufficiently uncover information and gain insight into how better to stratify offerings
and the attributes of those offerings. This information can help us build a strategy for
maximizing the potential of these offerings to specifically targeted segments. In real-life
situation respondents may find it difficult to indicate which attributes they considered and
also how they combined them to form their overall opinion. The value of conjoint analysis
lies in the fact that it estimates how much each of these attributes is valued, and as Churchill
and Iacobucci (2002:748) state, “…the word conjoint has to do with the notion that the
relative values of things considered jointly can be measured when they might not be
measurable if taken one at a time.”
1) The value of conjoint analysis in consumer research:
In conjoint analysis respondents indicate their preference for a series of hypothetical
multi-attribute alternatives, which are typically displayed as profiles of attributes. The
responses to these profiles are analyzed to yield estimates of the relative importance of the
attributes and to build predictive models of consumer choice for new alternatives (Oppewal
and Vriens, 2000). Conjoint analysis is a dependence technique that has brought new
sophistication to the evaluation of objects, such as new products, services or ideas (Hair et al,
1998:15). The theory and methods of conjoint analysis deal with complex decision-making,
or the process of assessment, comparison, and/or evaluation. Conjoint analysis is
closely related to traditional experimentation. The conjoint technique developed from the
need to analyze the effects of the factors we control that are often qualitatively specified or
weakly measured. Conjoint analysis is actually a family of techniques and methods, all
theoretically based on the models of information integration and functional measurement
(Hair et al, 1998:388). Utility is a subjective judgment of preference unique to each
individual. It is the conceptual basis for measuring value in conjoint analysis. It is a measure
of overall preference because it encompasses all product or service features, both tangible and
intangible. Utility is assumed to be based on the value placed on each of the levels of the
attributes and expressed in a relationship reflecting the manner in which the utility is
formulated for any combination of attributes (Hair et al, 1998:392).
2) Key steps when designing a Conjoint Value Analysis:
There are many different conjoint methods. The researcher should weigh each
research situation and pick the right combination of tools for the project. (Sudman and Blair
1998:235) distinguish between an arrangement that uses all possible combinations of features
(”full factorial design”) and one that uses only some of the combinations (“fractional
design”). A general rule of thumb, according to these authors, is to limit the descriptions to
no more than 30. Full-profile conjoint value analysis (CVA) is useful for measuring up to
about six attributes (Hair et al, 1998:401). CVA calculates a set of utilities for each
individual, using traditional full-profile card-sort (either rating or ranked) or pair-wise
ratings. If the full-profile approach is used, it is important to limit the number of attributes
and levels, increase the number of profiles, or use more parsimonious models (such as the
vector or ideal point models) so as to increase he degrees of freedom for conjoint estimation
(Green and Srinivasan, 1990). Figure 1, summaries the selection of Conjoint Analysis
methods and Figure 2, details the steps that needs to be carried out, while using the Conjoint
Analysis Evaluation.
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V CONCLUSION
According to (Hair et al, 1998:436) conjoint analysis places more emphasis on the ability of
the product designer to theorise about the behaviour of choice than it does using other
analytical techniques. The critical interplay between the assumed conceptual model of
decision-making and the appropriate elements of the conjoint analysis makes this a unique
multivariate method (Hair et al, 1998:436).
Conjoint Analysis (CA) techniques using direct voice of the customers, through the various
VOC Translation tools (Thomas and Chandrasekaran, 2013) ensure that, every “Voice of
customer” is captured and objectively and statistically, filtered. Therefore it is credible data,
that Product design teams can make use of. The use of Kano analysis, in the early stage, as an
input to CA, ensures that, stated and unstated needs of the customer, is captured. This leads, to
innovation. The use of statistical Design of experiment (DOE) tools ensures that, the number
of ‘experiments’ that needs to be conducted, is optimal, thus saving time and resources. The
use of CA speeds up the development, rather than, delay product development. The multiple
regression analysis and the output, of the statistical analysis ensure that the consumer research
data is ‘simplified” comprehensibly and the resultant, optimal design, ensure that, it is
actionable and executable. Application of Conjoint Analysis, to New Product Development
(NPD), ensures that Customer is indeed a King.
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