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Part 3 Designing a Customer-Driven Strategy and Mix
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
CHAPTER 8
DEVELOPING NEW PRODUCTS AND MANAGING THE PRODUCT LIFE CYCLE
PREVIEWING THE CONCEPTS – CHAPTER OBJECTIVES
1. Explain how companies find and develop new-product ideas
2. List and define the steps in the new-product development process and the major
considerations in managing this process
3. Describe the stages of the product life cycle and how marketing strategies change during the
product’s life cycle
4. Discuss two additional product issues: socially responsible product decisions and
international product and services marketing
JUST THE BASICS
CHAPTER OVERVIEW
In this chapter, we’ll look into two product topics:
1. Developing new products
2. Managing products through their life cycles.
New-product development is risky, and many new products fail.
The first part of this chapter lays out a process for finding and growing successful new products.
In the second part of the chapter, we see that every product passes through several life-cycle
stages and that each stage poses new challenges requiring different marketing strategies and
tactics.
Finally, we look at two additional considerations, social responsibility in product decisions and
international product and services marketing.
ANNOTATED CHAPTER NOTES/OUTLINE
INTRODUCTION
Google: New-Product Innovation at the Speed of Light
Google is wildly innovative and spectacularly successful. The company captures more than 70
percent of all U.S. search-related advertising revenues. Google’s mission is “to organize the
world’s information and make it universally accessible and useful.”

Chapter 8 Developing New Products and Managing the Product Life-Cycle
Google knows how to innovate. At many companies, new-product development is a cautious,
step-by-step affair that might take a year or two to unfold. In contrast, Google’s freewheeling
new-product development process moves at the speed of light.
The company’s new-product planning looks forward only four to five months. CEO Schmidt
says he would rather see projects fail quickly, than see a carefully planned, long drawn-out
project fail.
In the end, at Google, innovation is more than a process – it’s part of the company’s DNA.
When it comes to innovation, Google is different. But the difference is not tangible. It is in the
air – in the spirit of the place.
Every product seems to go through a life cycle.
This product life cycle presents two major challenges:
1. Because all products eventually decline, a firm must be good at developing new products
to replace aging ones (the challenge of new-product development).
2. The firm must be good at adapting its marketing strategies in the face of changing tastes,
technologies, and competition as products pass through life-cycle stages (the challenge of
product life-cycle strategies).
NEW-PRODUCT DEVELOPMENT STRATEGY
Use Key Term New Product Development here.
Use Critical Thinking Exercise 1 here.
Use Chapter Objective 1 here.
A firm can obtain new products in two ways.
1. Acquisition—by buying a whole company, a patent, or a license to produce someone
else’s product.
2. New-product development efforts.
THE NEW-PRODUCT DEVELOPMENT PROCESS
Figure 8.1 shows the eight major steps in the new-product development process.

Use Figure 8.1 here.
Use Discussion Question 1 here.
1. Idea Generation
Use Key Term Idea Generation here.
Idea generation is the systematic search for new-product ideas.
Internal Idea Sources
Using internal sources, the company can find new ideas through formal research and
development. Or it can pick the brains of employees—from executives to scientists, engineers,
and manufacturing staff to salespeople.
External Idea Sources
Companies can also obtain good new-product ideas from any of a number of external sources,
such as distributors and suppliers or even competitors.
Perhaps the most important source of new-product ideas is customers themselves.
Crowdsourcing
Many companies are now developing crowdsourcing or open-innovation new-product idea
programs. Crowdsourcing invites broad communities of people into the new-product innovation
process.
2. Idea Screening
Use Key Term Idea Screening here.
The first idea-reducing stage is idea screening, which helps spot good ideas and drop poor ones
as soon as possible.
3. Concept Development and Testing
Use Key Terms Product Concept, Concept Testing here.
Use Table 8.1 here.

A product idea is an idea for a possible product that the company can see itself offering to the
market.
A product concept is a detailed version of the idea stated in meaningful consumer terms.
A product image is the way consumers perceive an actual or potential product.
Concept Development
In concept development, several descriptions of the product are generated to find out how
attractive each concept is to customers. From these concepts, the best one is chosen.
Concept Testing
Concept testing calls for testing new-product concepts with groups of target consumers. (Table
8.1)
Marketing Strategy Development
4. Marketing strategy development is designing an initial marketing strategy for
introducing this car to the market.
Use Key Term Marketing Strategy Development here.
The marketing strategy statement consists of three parts.
1. A description of the target market; the planned value proposition; and the sales, market
share, and profit goals for the first few years.
2. Outline of the product’s planned price, distribution, and marketing budget for the first
year.
3. Description of the planned long-run sales, profit goals, and marketing mix strategy:
5. Business Analysis
Use Key Term Business Analysis here.
Business analysis involves a review of the sales, costs, and profit projections for a new product
to find out whether they satisfy the company’s objectives.
6. Product Development

Use Key Term Product Development here.
In product development, R&D or engineering develops the product concept into a physical
product.
The product development step calls for a large jump in investment.
7. Test Marketing
Use Key Term Test Marketing here.
Test marketing is the stage at which the product and marketing program are introduced into
realistic market settings.
8. Commercialization
Use Key Term Commercialization here.
Commercialization is introducing the new product into the market.
Decisions must be made concerning:
• Timing,
• Where to launch the new product
• Market rollout.
MANAGING NEW-PRODUCT DEVELOPMENT
Customer-Centered New-Product Development
Use Key Term Customer-Centered New-Product Development here.
New-product development must be customer centered.
Customer-centered new-product development focuses on finding new ways to solve customer
problems and create more customer-satisfying experiences.
Team-Based New-Product Development
Under the sequential product development approach, one company department works
individually to complete its stage of the process before passing the new product along to the next
department and stage.

This orderly, step-by-step process can help bring control to complex and risky projects. But it
also can be dangerously slow.
In order to get their new products to market more quickly, many companies use a team-based
new-product development approach.
Use Key Term Team-Based New-Product Development here.
Use Marketing at Work 8.1 here.
Under this approach, company departments work closely together in cross-functional teams,
overlapping the steps in the product development process to save time and increase effectiveness.
Instead of passing the new product from department to department, the company assembles a
team of people from various departments that stay with the new product from start to finish.
Systematic New-Product Development
An innovation management system can be used to collect, review, evaluate, and manage new-
product ideas.
The innovation management system approach yields two favorable outcomes.
1. It helps create an innovation-oriented company culture.
2. It will yield a larger number of new-product ideas, among which will be found some
especially good ones.
New-Product in Turbulent Times
In difficult times, innovation more often helps than hurts in making the company more
competitive and positioning it better for the future.
Use Linking the Concepts here.
PRODUCT LIFE-CYCLE STRATEGIES
Figure 8.2 shows a typical product life cycle (PLC), the course that a product’s sales and profits
take over its lifetime.
Use Key Term Product Life Cycle (PLC) here.

The product life cycle has five distinct stages:
1. Product development begins when the company finds and develops a new-product idea.
During product development, sales are zero and the company’s investment costs mount.
2. Introduction is a period of slow sales growth as the product is introduced in the market.
Profits are nonexistent in this stage because of the heavy expenses of product introduction.
3. Growth is a period of rapid market acceptance and increasing profits.
4. Maturity is a period of slowdown in sales growth because the product has achieved
acceptance by most potential buyers. Profits level off or decline because of increased
marketing outlays to defend the product against competition.
5. Decline is the period when sales fall off and profits drop.
The PLC concept can describe a product class (gasoline-powered automobiles), a product form
(SUVs), or a brand (the Ford Escape).
Product classes have the longest life cycles.
Product forms have the standard PLC shape.
Product brand PLC can change quickly because of changing competitive attacks and responses.
The PLC can be applied to styles, fashions, and fads (Figure 8.3).
• A style is a basic and distinctive mode of expression.
• A fashion is a currently accepted or popular style in a given field.
• Fads are temporary periods of unusually high sales driven by consumer enthusiasm and
immediate product or brand popularity.
Use Key Terms Style, Fashion, and Fad here.
Strategies for each of the other life-cycle stages:
Introduction Stage
Use Key Term Introduction Stage here.
The introduction stage starts when the new product is first launched.
In this stage profits are negative or low, promotion spending is relatively high, only basic
versions of the product are produced.

A company, especially the market pioneer, must choose a launch strategy that is consistent with
the intended product positioning.
Growth Stage
Use Key Term Growth Stage here.
The growth stage is where sales begin to climb quickly.
New competitors will enter the market. They will introduce new product features, and the market
will expand.
The increase in competitors leads to an increase in the number of distribution outlets.
Prices remain stable.
Profits increase during the growth stage.
Maturity Stage
Use Key Term Maturity Stage here.
The maturity stage is characterized by slowing product growth.
The slowdown in sales growth results in many producers with many products to sell.
Competitors begin marking down prices, increasing their advertising and sales promotions, and
upping their product-development budgets to find better versions of the product.
These steps lead to a drop in profit.
Product managers should consider modifying the market, product, and marketing mix.
In modifying the market, the company tries to increase the consumption of the current product.
In modifying the product, the company tries changing characteristics such as quality, features,
style, or packaging to attract new users and to inspire more usage.
In modifying the marketing mix, the company tries changing one or more marketing mix
elements.

Decline Stage
Use Key Term Decline Stage here.
Use Table 8.2 here.
The sales of most product forms and brands eventually dip. This is the decline stage.
Management may decide to maintain its brand without change in the hope that competitors will
leave the industry.
Management may decide to harvest the product, which means reducing various costs (plant and
equipment, maintenance, R&D, advertising, sales force) and hoping that sales hold up
Management may decide to drop the product from the line. (Table 8.2)
Use Linking the Concepts here.
Use Video Case here.
Use Marketing Technology here.
Use Marketing by the Numbers here.
ADDITIONAL PRODUCT AND SERVICE CONSIDERATIONS
Product Decisions and Social Responsibility
Marketers should consider public policy issues and regulations regarding acquiring or dropping
products, patent protection, product quality and safety, and product warranties.
Regarding new products, the government may prevent companies from adding products through
acquisitions if the effect threatens to lessen competition.
Manufacturers must comply with specific laws regarding product quality and safety.
The litigation phenomenon has resulted in huge increases in product liability insurance
premiums, causing big problems in some industries.
Some companies are now appointing product stewards, whose job is to protect consumers from
harm and the company from liability by proactively ferreting out potential product problems.
Use Marketing Ethics here.

International Product and Services Marketing
International product and service marketers face special challenges.
• They must figure out what products and services to introduce and in which countries.
• They must decide how much to standardize or adapt their products and services for world
markets.
• Packaging presents new challenges for international marketers.
The trend toward growth of global service companies will continue, especially in banking,
airlines, telecommunications, and professional services.
END OF CHAPTER MATERIAL
Discussion Questions
1. Name and describe the major steps in the new-product development process. (AACSB:
Communication)
Answer:
Figure 8.1 shows the eight major steps in this process:
• Idea generation—the systematic search for new-product ideas. Major sources of
new-product ideas include internal sources and external sources. The purpose of
idea generation is to create a large number of ideas. The purpose of the
succeeding stages is to reduce that number.
• Idea screening—helps spot good ideas and drop poor ones as soon as possible.
• Product concept—a detailed version of the idea stated in meaningful consumer
terms.
• Concept testing—testing with groups of target consumers. The concepts may be
presented to consumers symbolically or physically.
• Marketing strategy development—designing an initial marketing strategy for
introducing the product to the market. The marketing strategy statement describes
the target market, the planned value proposition, and the sales, market share, and
profit goals for the first few years.
• Business analysis—a review of the sales, costs, and profit projections for a new
product to find out whether they satisfy the company’s objectives. If they do, the
product can move to the product development stage.
• Product development—R&D or engineering develops the product concept into
a physical product
• Test marketing—the stage at which the product and marketing program are
introduced into realistic market settings.

• Commercialization—introducing the new product into the market.
2. Define crowdsourcing and describe an example not already presented in the chapter.
(AACSB: Communication; Reflective Thinking)
Answer:
Crowdsourcing throws the innovation doors wide open, inviting broad communities of
people—customers, employees, independent scientists and researchers, and even the public
at large—into the new-product innovation process. Crowdsourcing can produce a flood of
innovative ideas.
For a list and descriptions of crowdsourcing projects visit
http://en.wikipedia.org/wiki/List_of_crowdsourcing_projects.
3. What is test marketing? Explain why companies may or may not test market products and
discuss alternatives to full test markets. (AACSB: Communication)
Answer:
Test marketing is the stage at which the product and its proposed marketing program are
introduced into realistic market settings. Test marketing gives the marketer experience with
marketing a product before going to the great expense of full introduction. It lets the
company test the product and its entire marketing program—targeting and positioning
strategy, advertising, distribution, pricing, branding and packaging, and budget levels. The
amount of test marketing needed varies with each new product. Test marketing costs can be
high, and it takes time that may allow competitors to gain advantages. When the costs of
developing and introducing the product are low, or when management is already confident
about the new product, the company may do little or no test marketing. However, a company
may do a lot of test marketing when introducing a new product requires a big investment,
when the risks are high, or when management is not sure of the product or its marketing
program.
As an alternative to extensive and costly standard test markets, companies can use controlled
test markets or simulated test markets. In controlled test markets, such as SymphonyIRI’s
BehaviorScan, new products and tactics are tested among controlled panels of shoppers and
stores. By combining information on each test consumer’s purchases with consumer
demographic and TV viewing information, BehaviorScan can provide store-by-store, week-
by-week reports on the sales of tested products and the impact of in-store and in-home
marketing efforts. Using simulated test markets, researchers measure consumer responses to
new products and marketing tactics in laboratory stores or simulated online shopping
environments. Both controlled test markets and simulated test markets reduce the costs of test
marketing and speed up the process.

4. Why is it important for companies to continue to focus on new-product development, even in
tough economic times? (AACSB: Communication; Reflective Thinking)
Answer:
When tough economic times hit, or when a company faces financial difficulties, management
may be tempted to reduce spending on new-product development. However, such thinking is
usually shortsighted. By cutting back on new products, the company may make itself less
competitive during or after the downturn. In fact, tough times might call for even greater
new-product development, as the company struggles to better align its market offerings with
changing consumer needs and tastes. In difficult times, innovation more often helps than
hurts in making the company more competitive and positioning it better for the future.
5. Briefly describe the five stages of the product life cycle. Identify a product class, form, or
brand that is in each stage. (AACSB: Communication; Reflective Thinking)
Answer:
Figure 8.2 shows a typical product life cycle (PLC), the course that a product’s sales and
profits take over its lifetime. The product life cycle has five distinct stages:
1. Product development begins when the company finds and develops a new-product idea.
During product development, sales are zero and the company’s investment costs mount.
Examples for this stage may be difficult for students to think of because the products are
not yet introduced into the market. Solar-powered automobiles might be in the product
development stage.
2. Introduction is a period of slow sales growth as the product is introduced in the market.
Profits are nonexistent in this stage because of the heavy expenses of product
introduction. An example of a product form in this stage might be hybrid automobiles.
3. Growth is a period of rapid market acceptance and increasing profits. Examples of brands
in this stage are wireless Internet devices such as BlackBerry, Trio, and iPhone.
4. Maturity is a period of slowdown in sales growth because the product has achieved
acceptance by most potential buyers. Profits level off or decline because of increased
marketing outlays to defend the product against competition. Most products are in this
stage, such as laundry detergent, toothpaste, and soft drinks.
5. Decline is the period when sales fall off and profits drop. An example of a product form
in this stage is videotape players and recordings.
6. Discuss the special challenges facing international product and services marketers. (AACSB:
Communication)
Answer:
International product and service marketers face special challenges. First, they must figure

out what products and services to introduce and in which countries. Then, they must decide
how much to standardize or adapt their products and services for world markets.
Standardization helps a company to develop a consistent worldwide image and lowers the
product design, manufacturing, and marketing costs of offering a large variety of products.
However, markets and consumers around the world differ widely. Companies must usually
respond to these differences by adapting their product offerings. Packaging also presents new
challenges for international marketers. For example, names, labels, and colors may not
translate easily from one country to another. Packaging may also need to be tailored to meet
the physical characteristics of consumers in various parts of the world. Thus, although
product and package standardization can produce benefits, companies must usually adapt
their offerings to the unique needs of specific international markets. Service marketers also
face special challenges when going global. The global growth of professional and business
services industries such as accounting, management consulting, and advertising have
followed the globalization of the client companies they serve.
Critical Thinking Exercises
1. Visit the Product Development and Management Association’s Web site (www.pdma.org) to
learn about this organization. Click on “OCI Award” in the “About PDMA” dropdown menu.
Describe this award and the criteria used when granting this award and discuss one company
receiving this award. (AACSB: Communication; Use of IT)
Answer:
This organization advocates best practices in product development and provides several
resources for members. The OCI stands for Outstanding Corporate Innovator and there are
four basic requirements for receiving this award:
1. A sustained record of successful new product launches over a five-year period.
2. New product success that leads to significant company growth.
3. The company has a defined new product development process.
4. An innovative culture within the organization.
Companies receiving this award each year are highlighted on the site. Recent recipients
include Xerox Corporation, Bank of America, Nextel, Air Force Laboratory, and Harley-
Davidson. Students can click on each organization to learn why it was granted this
distinction. Instructors might want to assign students specific companies so a variety of
award winning companies can be discussed in class.
2. In a small group, brainstorm an idea for a new product concept. Develop a marketing-
strategy statement and describe how you would conduct a business analysis for the new
product based on that concept. (AACSB: Communication; Analytic Skills; Reflective
Thinking)
Answer:

Students’ responses will vary, but the marketing-strategy statement and the business analysis
should include elements described in the chapter. For example, the first part of the strategy
statement describes the target market; the planned value proposition; and the sales, market
share, and profit goals for the first few years. The second part of the marketing strategy
statement outlines the product’s planned price, distribution, and marketing budget for the first
year. The third part of the marketing strategy statement describes the planned long-run sales,
profit goals, and marketing mix strategy. Business analysis involves a review of the sales,
costs, and profit projections for a new product to find out whether they satisfy the company’s
objectives. Students should discuss how they would estimate sales and expected costs to
analyze the new product’s financial attractiveness.
3. To acquire new products, many companies purchase other firms or buy individual brands
from other companies. For example, Disney purchased Marvel Entertainment and its
portfolio of more than 5,000 characters, such as Spider-Man and Captain America. Discuss
two other examples of companies acquiring new products through this means. (AACSB:
Communication; Reflective Thinking)
Answer:
Students should be encouraged to read business publications to find examples. For instance,
several examples were found in a single issue of the Wall Street Journal and include JBS SA,
a Brazilian beef company, purchasing Pilgrim’s Pride Corporation (chicken company) for
$2.5 billion; Danaher Corporation (Craftsman hand tools) expanding its medical-technology
and professional-instrument business by buying MDS Inc.’s analytical technologies business
for $650 million; and Abbott Laboratories, a drug maker, paying $400 million for Visiogen
Inc. in a push into the eyecare business.
Marketing Technology: Memrister
If you think the flash-memory chip found in digital cameras and music players is small, wait
until you see what’s coming next. Researchers at HP have developed a new kind of electronic
circuit that could revolutionize computer data storage, making it smaller and more energy-
efficient than current memory chip technology. The part is called a memory resistor, or
“memrister,” and it allows storage of information on memory chips for long periods of time
without electrical current. The theory behind the circuit is not new—it dates back to an electrical
engineering professor from the University of California at Berkley in 1971. Most consumers
don’t realize that flash chips lose data after a year or so. But with the memrister, the atomic
structure is actually changed, allowing for permanent storage of data. This isn’t the only
revolutionary change on the horizon. In a joint venture called Numonyx, Intel Corporation and
STMicroelectronics are betting on a new technology known as phase-change memory. One thing
is for sure; big change is on the way for computers and hand-held devices.
1. What stage of the product life-cycle are these products currently in? (AACSB:
Communication; Reflective Thinking)

Answer:
These products are in the product development stage of the PLC, which begins when the
company finds and develops a new-product idea. During product development, sales are zero
and the company’s investment costs mount.
2. Discuss the factors HP and other tech companies should consider when conducting the
business analysis for a product such as the “memrister.” How will it add value for
customers? (AACSB: Communication; Reflective Thinking)
Answer:
Business analysis involves a review of the sales, costs, and profit projections for a new
product to find out whether they satisfy the company’s objectives. If they do, the product can
move to the product development stage, which is where these products currently are. If HP
can get memristers into computers and hand-held devices, the market potential is
phenomenal. However, doing so economically is going to be a challenge because consumers
might not even see the need for this new circuitry and may not be willing to pay higher
prices. Thus, the business analysis must determine if this new technology will add value for
consumers.
Marketing Ethics: I Can Find Out Who You Are
Facial recognition technology is not new, but the way it is being used is. If you have a criminal
record, police can find that out just by looking at you—through their iPhones, that is. Using a
device known as Moris, which stands for Mobile Offender Recognition and Information System,
a police officer can snap a picture of a person’s face or scan a person’s iris and obtain immediate
information if there is a match in a criminal database. No more going down to the station and
getting inky fingertips—the gadget can collect fingerprints right on the spot. Whereas an iris
scan must be conducted with the person’s knowledge because of the close-range necessary, a
picture can be snapped from several feet away without the person knowing it. Facebook uses
facial recognition to allow users to identify friends in pictures, and several mobile phone apps
allow users to identify Facebook friends with a mere snap of a picture. Google considered a
project that would enable mobile phone users to snap a picture of someone and then conduct an
image search but rejected the idea because of ethical concerns.
1. Discuss other commercial applications of facial recognition technology. Come up with two
new product concepts that employ this technology. (AACSB: Communication; Reflective
Thinking)
Answer:
Students’ answers will vary. Facial recognition technology is used in some hi-tech companies
for security access. Middle Eastern and European countries use iris scans to recognize
travelers at security checkpoints. The U.S. military has used it to identify possible insurgents

in Iraq or Afghanistan.
Other applications might include users being able to take a picture of someone they are
interested in and getting a background check instantly to find out if he or she is married or
has a criminal background, potential employers using it to conduct background checks on the
spot, schools or potential employers requiring a picture be submitted with an application to
check for any matches with those Facebook pictures you shouldn’t have posted, or stores
using cameras at the entrance to alert employees when special customers enter the store.
These are just a few examples, and students are likely to have much better ones.
2. Discuss the ethics of incorporating facial recognition technology in products. (AACSB:
Communication; Ethical Reasoning)
Answer:
The key issue is privacy and unlawful searches, especially using the devices such as Moris.
Some may argue that a picture can be taken of people out in public, so it is not a violating
anyone’s rights. However, this is uncharted territory in law enforcement. Consumer
applications are limited because it’s the database that’s the “golden nugget.” Facial
recognition can only match a picture of someone with similar facial features. It’s the
information about the person that is the real value of this technology.
Marketing by the Numbers: Cannibalization Assessment
Apple introduced the iPhone 4 in 2010 but still continued to offer the iPhone 3G. The 16GB base
version of the iPhone 4 was priced at $199 with unit variable costs equal to $187. The iPhone
3G’s price had decreased to $99 by the time the iPhone 4 was introduced and its variable costs
were $65.
1. Refer to Appendix 3, Marketing by the Numbers, and calculate the incremental contribution
realized by adding the new iPhone 4 if sales during the first six months of launch were 5
million units. However, the company also estimated that 30 percent of iPhone 4 sales came
from customers who would have purchased the iPhone 3G but instead purchased the base
model of the iPhone 4. (AACSB: Communication; Analytic Reasoning)
Answer:
This is a cannibalization problem. To analyze this problem, we need to determine unit
contributions:
Unit contribution = price − unit variable costs
Unit contribution for the iPhone 3G = $99 − $65= $34 per phone
Unit contribution for the new iPhone 4 = $199 − $187 = $12 per phone

Apple lost $22 in contribution for every iPhone 4 cannibalized from the iPhone 3G ($34 –
$12 = $22).
The first six-month’s sales of the new iPhone 4 were 5 million phones, but 1.5 million (30
percent) were cannibalized from the iPhone 3G. Thus, the contribution lost due to
cannibalization is:
Contribution lost due to cannibalization = 1,500,000 phones  (−$22) = −$33,000,000
However, the new phone generated an additional 3.5 million unit sales (5 million units − 1.5
million cannibalized units = 3.5 million units), which generated $12 per phone in
contribution. Thus,
Contribution due to net new volume = 3,500,000 phones  $12 per unit
= $42,000,000
The net effect is that Apple gained $9 million in contribution within the first six months of
introducing the iPhone 4 (incremental contribution = $42 million − $33 million = $9 million).
2. Apple also offered a 32 GB version of the iPhone 4 at a price of $299. Variable costs for that
version were $250. Besides its higher price, explain why Apple would encourage customers
to purchase the 32GB over the 16GB version. (AACSB: Communication; Analytic
Reasoning; Reflective Reasoning)
Answer:
The unit contribution for the 16GB version is $12 (calculated above), but the unit
contribution for the 32GB version is $49. Therefore, Apple earns an additional $37 in unit
contribution by selling the 32GB version instead of the 16GB version. Assuming the volumes
and cannibalization rate are the same as in the previous question, Apple’s gain in total
contribution would be $194 million instead of $9 million!
Apple gains $15 for every 32 GB iPhone 4 cannibalized from the iPhone 3G ($49 – $34 =
$15).
Contribution gained due to cannibalization = 1.5 phones  $15 = $22.5 million
Contribution due to net new volume = 3.5 million phones  $49 = $171.5 million
The net effect is that Apple would gain $194 million (incremental contribution = $22.5
million + $171.5 million = $194 million) in contribution if all 5 million units sold were the
32GB version instead of the 16GB version.
GREAT IDEAS
Barriers to Effective Learning

1. Understanding the systematic nature of the new product development process will cause
problems for some students. They will have some difficulty understanding why a process
is needed at all, and they will also not realize how development costs rise at each and
every stage. Finally, the amount of analysis that goes into the screening phases might be a
surprise to them. To overcome these barriers, come up with a new product idea in class
and review how you might develop it into a viable product.
2. The commercialization phase of the new product development process could also be
somewhat difficult for the students to comprehend. They may not be aware that not all
products are launched nationally or globally when first introduced. Some examples of
products that are available only regionally—food and drink products frequently are
regional—may help them to understand the logistics of launching a new product.
3. The phases of the product life cycle, and the fact that it can apply to product classes,
forms, and brands, can cause some difficulty. Discussing brands that are in each stage
helps tremendously, as does discussing products that have successfully moved back from
decline into maturity or growth (e.g., Arm & Hammer baking soda).
4. The differences among fads, fashions, and styles can be explained through asking the
students to discuss clothing in those terms. Because these items are routinely discussed in
terms of fashions and styles, students can easily internalize the differences in meaning of
these terms.
Student Projects
1. Go to Research in Motion’s (the makers of the Blackberry phone) website
(www.rim.com) and read about one of their newest offerings, the 9900/9930 Bold.
Imagine if you had been assigned the job of developing questions for the concept test of
this product. Develop a series of five questions that you would have included.
2. Why is test marketing so important for marketers? Why is not more often used?
3. Find two products that you believe are in the Introduction stage of the Product Life
Cycle. Justify your beliefs.
4. What is the difference between Fads, Styles, and Fashions?
5. In what ways do the Growth and Maturity stages of the Product Life Cycle differ?
Small Group Assignment
Form students into groups of three to five. Each group should read the opening vignette to the
chapter about Google. Each group should then answer the following questions:
1. How has Google used innovation to become so successful?
2. Google CEO Schmidt says his company’s new product development planning only looks
four or five months into the future. How do you believe this has helped or hurt the
company
3. Take Google’s primary product, its search engine, and discuss its evolution at each stage
of the product life cycle.
Each group should share its findings with the class.

Individual Assignment
Read the opening vignette to the chapter. Think about the answers to the following questions:
1. Take a look at some of the new products Google has introduced to the market recently
(e.g., Google Picasa, Google Checkout, etc.). Which of these do you consider long-term
“winners?” Why?
2. What does the following statement mean to you. “Innovation is the responsibility of
every Google employee.”
3. Who is Google’s primary competitor? Why?
4.
Share your findings with the class.
Think-Pair-Share
Consider the following questions, formulate an answer, pair with the student on your right, share
your thoughts with one another, and respond to questions from the instructor.
1. How do companies find new products?
2. Define the stages of the New Product Development Process.
3. What stage of the PLC do you believe currently holds Google’s Web browser (Chrome)?
Why?
4. How are competitors a source of new product ideas?
5. What are the advantages of team-based new product development?
Classroom Exercise/Homework Assignment
Research the bottled water market. Check out the websites for Evian (www.evian.com/en_us),
Aqua Pacific (www.aquapacific.com), Mountain Valley Spring Water
(www.mountainvalleyspring.com), and Perrier (www.usa.perrier.com). What stage of the PLC
would you say bottled water occupies? How is each of these companies attempting to maintain
or grow sales of their products?
Classroom Management Strategies
This is a relatively short chapter, and so you have the luxury of really being able to focus on each
section. Still, there is a lot of material to discuss, so effective use of time is important. The
majority of class time should be spent on the New Product Development section, with slightly
less than half being devoted to Product Life-Cycle Strategies.
1. An introductory 5 minutes should be spent on the discussion of Apple’s development as
an example of why companies need to continually offer new products and services.
2. Another 5 minutes should be spent discussing the reasons why a systematic new product
development process is important, rather than developing products in a haphazard

manner. Tie this discussion back to earlier in the term when you talked about marketing
strategies, mission statements, and goals and objectives for the company as a whole.
3. Spend about 35 minutes going through the eight stages of the new product development
process. At each phase, using examples from your own and the students’ experience will
help tremendously. Having a guest speaker from a company that has developed and
launched several products is a unique way of driving home the importance of a
systematic process.
4. Finally, spend 15 minutes discussing the PLC and the marketing strategies that can
accompany each stage. Going online and looking at Web sites for various kinds of
products at each of the different stages could make this more interesting for the students,
while also providing a more detailed introduction to the meaning of a product life cycle.
Company Case Teaching Notes
Samsung: From Gallop to Run
In the world of consumer electronics, copycat brands are a dime a dozen. These are the
brands consumers turn to if they don’t want to pay the price for the high-end market leaders. So
if consumers want a top-tier television, they’ll probably look at one from Sony or LG. If they
want something cheaper that’s probably not quite as good, they’ll look at brands such as
Insignia, Dynex, or Vizio.
But what about Samsung? But believe it or not, Samsung Electronics was a maker of
cheap consumer electronic knock-offs from the time it started making calculators and black-and-
white TVs in 1969 through the mid 1990s. Today, however, Samsung is the world’s largest
televisions manufacturer and offers the most cutting-edge models around.
Putting the brand in context, Samsung Electronics is part of the world’s largest
conglomerate, South Korea’s Samsung Group. Founded in 1938, the huge Samsung Group also
owns the world’s second largest shipbuilder, a major global construction company, and the
largest life insurance company in Korea. The conglomerate is so big that it accounts for 25

percent of all corporate profits in South Korea, well ahead of the number two Hyundai-Kia
Automotive Group at 6.4 percent. Under the direction of CEO and Chairman Lee Kun-hee, the
third son of founder Lee Byung-Chull, Samsung Electronics has made major strides.
The New Management Strategy
In 1993, CEO Lee unveiled what he called “new management,” a top-to-bottom strategy
for the entire company. As part of Lee’s new management, he took Samsung Electronics in a
very ambitious new direction. The goal: He wanted Samsung to become a premier brand that
would dethrone Sony as the biggest consumer electronics firm in the world. Instead of being a
copycat, Samsung was to become a cutting-edge product leader. The company hired a new crop
of fresh, young designers who unleashed a torrent of new products – not humdrum, me-too
products, but sleek, bold, and beautiful products targeting high-end users. Samsung called them
“lifestyle works of art.” Every new product had to pass the “Wow!” test: If it didn’t get a
“Wow!” reaction during market testing, it went straight back to the design studio.
As part of Samsung’s revamped strategy and positioning, along with developing stylish
and innovative new products, the company altered distribution to match. It abandoned low-end
distributors such as Walmart and Kmart, instead building strong relationships with specialty
retailers such as Best Buy and Circuit City. “We’re not el cheapo anymore,” said one Samsung
designer.
In less that two decades, Samsung Electronics has achieved its lofty goals—and much
more. Last year, the company rang up revenues of $143 billion with profits of $15 billion.
Compare that to Sony at $88 billion in revenues and a net loss of almost $3.2 billion. Interbrand
crowned Samsung as the world’s fastest growing brand over one five-year period. Most

currently, Samsung hit number 19 on Interbrand’s list of most valuable global brands as Sony
fell to number 34.
Samsung is now by far the largest consumer electronics company in the world and has
been since 2005. It’s the world’s largest TV manufacturer and second-largest cell phone
producer. Samsung competes strongly in the markets for DVD players, home theaters, digital
cameras and camcorders, home appliances, and laser printers. But more than just making
finished consumer products, Samsung Electronics is also the world’s largest technology
electronic components company, It makes a sizable share LCD and LED panels, mobile displays,
and telecommunication used in other company’s products. It’s also the world’s largest
manufacturer of flash memory.
Works of Art
Most impressive, Samsung has become more than just big. It has also achieved its goal to
become a producer of state-of-the-art products. In fact, both Fast Company and BusinessWeek
recently placed Samsung high on their lists of most innovative companies. As evidence of its
design prowess, Samsung took home eight prizes at the International Design Excellence Awards
(IDEA), where entries are judged based on appearance, functionality, and the thinking behind
each one. Design darling Apple took home only seven awards.
Consider some of this year’s winners. A Samsung “Touch of Color” Blu-ray DVD player
featuring a hint of red tone blended naturally into a piano black frame had the judges ogling.
Comments indicated that, with color and appearance that changed in different lighting, the DVD
player looked like a work of art made of glass. Samsung’s Luxia LED TV series also packed
“wow” appeal. With specs that exceed anything on the market, a 55-inch model is a mere one-

inch thick and weighs just 49 pounds. Samsung’s EcoFit monitors feature a transparent stand that
give the appearance of floating in the air. The Samsung YP-S2 Pebble is part MP3 player, part
fashion item. Designed to conjure up images of nature with its pebble-shape and stunning colors,
it can be worn around the neck and sports five tactile keys that make it simple enough for
Grandma to use. And the Samsung Kiwi mini notebook PC is a 10-inch laptop that is high-tech,
convenient, cute, and familiar all at once. These and the other Samsung winners at last year’s
IDEA awards earned Samsung the designation of “a company that’s hitting its design stride.”
Samsung is moving many of its product categories forward. For example, as the cell
phone industry moves to from “dumbphones” to smartphones, Samsung aims double its market
share of the higher-end market from five to 10 percent. With the release of its latest high-tech
communication phone, the Galaxy S, Samsung no doubt has a shot. One industry analyst says,
“Samsung may easily meet [its] target as the handset market is sharply transferring to
smartphones and the hardware features of the Galaxy S are pretty competitive in the market.”
Running on Google’s new Android operating system, the phone features a four-inch screen, an e-
book reader, a five-megapixel camera, and a high-definition video recorder and player. But
perhaps the best thing going for it is the fact that it will not be tied exclusively to any single
carrier, as are many of the top smartphones. The Galaxy S will be offered by more than 100
mobile operators around the world.
Mabuljungje
Lee was recently named top CEO of the Decade by Fortune Korea. True to that title, he
has just recently announced that the “new management” is now old news. After 17 years of
remarkable success, Lee admitted that the world’s largest technology firm’s current main

products may likely become obsolete within the next 10 years. That forward thinking has him
again in reform mode. He has dubbed Samsung’s newest strategy “mabuljungje,” a Chinese
axiom that means “horse that does not stop.” In a memo to Samsung employees, Lee said, “The
‘new management’ doctrine for the past 17 years helped catapult the company into being one of
the world’s best electronics makers. Now is not a time to be complacent but a time to run.”
As with any truly forward thinking, innovative company, Samsung doesn’t claim to know
what will replace today’s products as they become obsolete. Rather, it is investing heavily to
ensure that it is the company that develops them. Samsung recently unveiled a $23 billion
investment plan, its biggest to date. That amount is three times the one that Samsung discarded
only months earlier. It’s also bigger than the combined investment budgets of Intel, IBM, and
Sony. Much of this year’s budget is earmarked for capital expenditures, new equipment, and
plants to ensure that Samsung stays ahead of the game. The rest is for research and development.
At a ground-breaking ceremony for a new chip plant outside of Seoul, Lee announced that
despite Samsung’s past success, the company risked losing market share if it did not completely
overhaul its business model.
According to Timothy Baxter, president of Samsung Electronics America, as a major
pillar of mabuljungje, Samsung will capitalize on interactivity—as in mobile phones with TVs
and TVs with the Internet. Samsung’s future will bring many products that will talk to each
other. At a recent expo, Baxter stared at a pair of aces displayed on his Samsung Omnia II
mobile phone. After tapping a few phone buttons, up popped a poker table on a Samsung big-
screen TV with a pile of cards held by his opponent – a poker buddy in another city. “There’s no
reason these phones can’t interact with the TV,” Baxter said, indicating that if he has his way,
Texas Hold ‘em is just the first in a series of such synergistic exchanges.

But such advances in product interactivity go beyond just presenting consumers with
flashy hardware features. They will take Samsung into a competition for consumer eyeballs with
companies such as Apple. Samsung knows that it cannot thrive in the long term by merely
offering sharper colors or better sound quality. Pricing power comes only from unique features
or control over content. Samsung is putting plenty into discovering the unique features. But its
investment strategy will also position Samsung as somewhat of a broker between advertisers and
the devices that carry the ads. Although Samsung is now hush-hush about its plans, it has
announced its intention to unveil a tablet computer and an app store similar to Apple’s that will
give the Samsung control over that content. Samsung sees apps as an advertising vehicle of the
future.
In its favor, Samsung has access to a piece of the puzzle that Apple doesn’t—big screens.
Thus, as its small devices interact with its Web-enabled TVs, Samsung could bring in lots of ad
dollars from companies eager to pitch their products on screens 25 times the size of an iPhone’s.
If successful, Samsung will pose a threat not only to Apple but to cable companies as wells.
That’s because the type of network that Samsung has planned will also make it a data collector,
privy to insight about the kinds of applications its TV owners like so that it could help suggest
what ads they should receive.
Questions for Discussion:
1. How was Samsung able to go from copycat brand to product leader?
2. Is Samsung’s product development process customer-centered? Team-based?
Systematic?
3. Based on the product life cycle, what challenges does Samsung face in managing its
high-tech products?
4. Will Samsung likely achieve its goals in markets where it does not dominate, such as
smart phones? Why or why not?

Sources: Mark Borden, ““The World’s 50 Most Innovative Companies: #36: Samsung,” Fast
Company, February 17, 2010, p. 90; Shinhye Kang, “Samsung Aims to Double its Smartphone
Market Share,” Bloomberg’s BusinessWeek, June 21, 2010, accessed online at
www.businessweek.com; Laurie Burkitt, “Samsung Courts Consumers, Marketers,” Forbes,
June 7, 2010, accessed online at www.forbes.com; Choi He-suk, “Samsung Renews Resolve to
Reform,” Korea Herald, June 8, 2010, accessed online at www.koreaherald.com.
Video Case Teaching Notes
Video Case Chapter 8 – Subaru
Running time
Intro: 1:14
Problem: 2:24
Solution: 3:12
Total: 6:52
Video Summary
When a company has a winning product, it has it made. Or does it? Subaru is a winning
company (one of the few automotive companies to sustain growth and profits in hard economic
times) with various winning products, including the Impreza, Legacy, Forester, and Outback. But
what happens when any one product starts to decline in popularity?
This video demonstrates how Subaru constantly engages in new product development as part
of its efforts to manage the product life cycle for each of its models. Subaru is focused on both
developing the next version of each existing model and developing possible new models to boost
its product portfolio.
Questions and Answers
1. Discuss the product life cycle in relation to one Subaru product.
Students could pick any of the products illustrated in this video. Here is one example
based on the Outback:
a. Introduction – the introduction of SUVs really dates back to the pre-war era with
the first Chevrolet Suburban (1936). This was followed throughout the decades
with early Jeeps, International Scouts, and Ford Broncos.
b. Growth – as David Sullivan explained, the supply and demand of SUVs was
increasing rapidly in the early 1990s. While Subaru had marketed four-wheel
drive sedans and wagons for years, it didn’t have anything that really qualified as
an SUV. So, it lifted its Legacy sedan and wagon, beefed up the suspension, put
meatier tires on it, and the Outback was born. Many consider the introduction of

the Outback in 1995 as the introduction of an entirely new product category,
crossover SUVs or CUVs.
c. Maturity – Today’s Outback is in the maturity phase as a fourth-generation
vehicle. It is important to note that the entire category of CUVs is mature (SUVs
have been in decline for a number of years now). When a company’s most
popular product starts to taper off, it must move forward with new products.
Subaru has recognized this. They are not a company that is totally rooted in
SUVs. When customers began abandoning SUVs, companies like Ford and
Chevrolet were in big trouble. Subaru has a unique relationship between its
CUVs and non-CUVs. As the demand for the CUV version fluctuates, the demand
for its non-CUV counterpart picks up the slack (Outback and Legacy are largely
the same vehicle). Subaru has also developed itself in the market of high-
performance sedans (WRX) and full-sized CUVs (Tribeca).
d. Decline – None of Subaru’s vehicle models seem to be in a true decline phase.
This is what they hope to prevent. But they are preparing for such by creating
other models.
2. How do shifting consumer trends affect Subaru’s products?
The shifting trends towards SUVs and CUVs is a case-in-point. The Outback was born
from a necessity for Subaru to have a product that could compete with other
manufacturers producing vehicles catering to this growing trend. As the trend increased
and CUVs took on a life of their own, Subaru was well-poised with a leading product. As
larger, truck-based SUVs started to decline, Outback (at its sibling the Forester) met
consumer desires for a beefy all-wheel drive vehicle that was more car-like and more
fuel-efficient.
3. Describe how Subaru remains customer oriented in its new product efforts.
Research. The collect data from customer letters and phone calls. They do dedicated
research through means like ethnographic studies. They have gone in to peoples homes to
observe how they live and what needs they have in their vehicles. From this, they have
identified various new product features such as more comfort and convenience features
and more rear-seat legroom.
Teaching Ideas
The video case for Subaru follows a unique format for videos in the Pearson Video Library that
accompany Armstrong and Kotlers Marketing: An Introduction, 11e. It begins with an
introductory segment, followed by a problem segment, and ends with a solution segment. The
intention here is to provide flexibility and multiple options for using the video. The following are
some of the ways that instructors may utilize these three video segments.
1. Introduction only - Instructors may choose to use the introduction segment alone as a
means of highlighting the company. As a stand-alone video, the introduction segment
supplements material in many of the chapters of the text. The introduction segment for

this Subaru video not only illustrates the Subaru is a company with many different
products, but that it is engaged in trying to meet consumer needs with new products as
trends shift.
2. Problem challenge - The instructor may show the problem segment, either with or
without the introduction segment, and with or without the solution segment. This may be
done in the interest of time. It may also be done strategically. An ideal way to challenge
students is to require them to develop possible solutions to the presented problem before
they have seen the solution segment. The instructor then has the option of whether or not
to show the solution segment. This segment illustrates the challenges that emerge when
top product hit maturity.
3. Solution only – This may be done to illustrate a specific concept in the chapter. Rather
than taking the time to perform a problem/solution exercise, the solution segment may be
shown to demonstrate how a company overcame a specific problem. New products do not
necessarily mean “completely new” concepts. Modifications and updates are new
products. This segment shows how Subaru is very focused on both.
PROFESSORS ON THE GO
Developing New Products and Managing the Product Life-Cycle
Key Concepts
The steps in the new product development strategy
• Under what conditions would you consider not test marketing a product?
• You are a new-product manager and have been asked to design an idea screening process
for your company. Prepare a five-step process for screening consumer convenience good
ideas.
• Take a product that has failed. Analyze why this happened. What suggestions could you
offer that might have prevented the failure?
• What are the different types of test markets?
Key Concepts
Product life-cycle strategies
• What is a fad? Take a fad product and show how it could be maintained on the market
past its fad stage. Describe your strategies for doing so. How could the Internet be used
to aid your strategy?
• Collect and describe ten advertisements that show products in different phases of a
product life-cycle. What did you use to determine which stage the products were in?
• What is the difference between a style, fashion, and fad?
• What are the different strategies for modifying a product in the maturity stage?
• What are the strategies for dealing with products in the decline stage?

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Pẻruagatóre, a wandrer through.
Pẻr uanaglória, for vaineglorie or ostentation.
Perúcca, a perwig of false haire.
Peruccáre, to perwig with false haire.
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Perúccia, a little, hard or hedge Peare.
Pẻr udíta, by hearing or heare-say.
Pẻr uedúta, by sight or seeing.
Pẻrueniménto, a comming or attaining vnto.
Pẻrueníre, uẻngo, uẻnni, uenúto, to come, to reach or attaine vnto, come
to a place or iournies end.
Pẻr uẻnto, for ambition and vanitie. Also as Prouẻnto.
Pẻruentúra, by hap or chance.
Pẻruenúto, come, reached, hapned or attained vnto, come to a place or
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Also as Pẻruẻrtíre.
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frowardnesse.
Pẻruẻrso, peruerse, wayward, skittish.
Pẻruẻrsóre, as Pẻruẻrtitóre.
Pẻruẻrtẻnza, a peruerting, a subuerting.
Pẻruẻrtere, vẻrto, vẻrsi, vẻrso, as Pẻruẻrtíre.
Pẻruẻrtíbile, that may be peruerted.

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thy life.
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Pẻr uólta, at once, at a time, at sometimes.
Pẻr usánza, by or through vse.
Pẻrústo, parched or burned by fire.
Perúzze, wilde, hard or hedge Peares.
Pésa, a hundred weight, a tun weight, a weigh of cheese.
Pesánte, heauie, poisie, pondrous, waightie.
Pesánza, waightinesse, ponderousnesse.

Pesáre, to weigh, to poise, to ponder.
Pesáro, as Pesatóre.
Pesataménte, pondrously, waightilie. Also considerately or grauely.
Pesáto, weighed, poised, pondred. Also graue, considerate, or discreet.
Pesatóre, a weigher, a pondrer, a poiser. Also a discreet considerer.
Pésca, all manner of fishing. Also a Peach. Also a yoong mans bum.
Pescagióne, any kind of fishing or fish.
Pescáia, a fish-pond. Also a fish-market.
Pescáre, to fish, to catch fish.
Pescarézza, a Fishers-boate.
Pescaría, a fish-street, a fish-market.
Pésca sénza nocciuólo, a Peach without a stone. Also a mans bum.
Pescáta, fished. Also a fishing.
Pescatóre, a Fisher. Also a Fish-munger. Also a kinde of fish with a budget
hanging at his necke, which like a net he lets in and out, and therwith
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Pescatóre del Rè, the Kings fisher.
Pescatório, of or pertayning to fishing.
Pescatríce, a fish or fishing-woman. Also a kind of fish as Pescatóre.
Pescauẻnto, an idle loiterer, a gadding gull.
Pésce, any kinde of fish. Also one of the twelue signes in the Zodiake.
Pésce argẻntíno, a kinde of fish whose scales shine like siluer.
Pésce armáto, any kind of shell-fish.
Pésce asiníno, the Haddocke-fish.
Pésce austrále, the name of a signe in Heauen.
Pésce balẻstra, a fish in Latine Zigæna.
Pésce bárco, the Bote-fish.
Pésce báti, a kind of Sea-fish.
Pésce calamáio, a Calamary or Cuttle-fish.
Pésce cáne, a Dogge or Cur-fish.
Pésce caníno, a Dog-fish.
Pésce capóne, a Barble-fish.

Pésce coltẻllo, the Sword-fish.
Pésce córuo, a fish that is yellow in the sea and blacke in fresh-water.
Pésce d'acqua frésca, fresh-water-fish.
Pésce di cónca, any kind of shel-fish.
Pésce di fortézza, a fish in Latine Blennus.
Pésce di piẻtra, a fish in Latine Blennus.
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Pésce marináto, soused or pickled-fish.
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Pésce martẻllo, a fish in Latine Zygæna.
Pésce mólle, soft, smooth or slippery fish. Also the Whiting-fish.
Pésce montóne, the Ram-fish.
Pésce nárco, a fish in Latine Torpédo.
Pésce palómbo, the Lamprey-fish.
Pésce páne, the fish called poore Iohn.
Pésce papagállo, a fish in Latine Pauus.
Pésce pastináca, a fish. Looke Pastináca.
Pésce pescatóre. Looke Pescatóre.
Pésce piáno, any flat fish as a Plaice.
Pésce polmóne, the Lung-fish.
Pésce pórco, the Molebout-fish, or Swine-fish, the Sea-swine, the Porpuis,
Hog-fish or Sea-hog.
Pésce préte, a kind of fish that hath but one eie in his head.
Pésce rána, the Frog-fish.
Pésce rátto, a Ray or Skeate-fish.
Pésce róndine, a Sea-swallow. Also a Sea-bat or Rearemouse.
Pésce róspo, the Toade-fish.
Pésce rubẻllo, the Rochet-fish or Gournard.

Pésce saláto, any kind of Salt-fish.
Pésce san Piétro, a Dory or Gold-fish.
Pésce sóglia, the Sole-fish.
Pésce spáda, the Sword-fish.
Pésce squaglióso, any scaly fish.
Pésce stẻlla, the Star-fish or fiue-foote.
Pésce tarántola, a fish in Latine Scaurus.
Pescétto, as Pessétto.
Pésce vánga, a rough Skeate-fish.
Pésce volatóre, the flying fish.
Pescheggiáre, to fish. Also to grope ones bum.
Pescherẻllo, a Blaise or Bleise-fish.
Péschia, a blow, a stroke, a knock, a thumpe, a bang.
Peschiáre, to strike, to smite, to thumpe, to bang, to beate.
Peschiéra, a fish-pond. Also a fish-market.
Pesciaiuólo, a Fish-monger.
Pésci armáti, all shell-fishes.
Pesciarẻlli, any small fishes.
Pesciatẻlli, as Pesciarẻlli.
Pescieggiáre, to fish, to liue by fish.
Pescífero, fish-bearing, fish-bringing.
Pescína, a fish-pond or Poole. Also any Poole or Pond to receiue waters in.
Pesciolíni, all fry or little fishes.
Pescióni, all manner of great fishes.
Pescióso, fishy, full of fish.
Pesciótto, a good handsome big fish.
Pesciuéndolo, a Fish-munger or seller.
Pésco, a Peach-tree. Also a mans bum.
Pescóso, fishy, full of fish.
Pescúglio, a little pibble-stone.
Pesẻlli, small Peason or Fitches.

Pesétto, any little weight.
Péso, any kind of waight, charge, loade, burthen, or heauinesse. Also
waighty or full weight. Also the whole body of a man. Also hanged or
downe-hanging.
Pésol', as Pésolo.
Pésole, dangling or downe hanging.
Pésolo, hanging or dangling, downe weighing.
Pesolóne, as Pésolo, Di pesolóne, by maine weight.
Pẻssário, a pessary or deuise like a suppository put vp into the naturall
parts of a woman.
Pessétto, the brawny or fleshy part of a mans arme or thigh.
Pẻssimaménte, most ill, most wickedly.
Pẻssimáre, to marre or make of bad worse.
Pẻssimo, most ill, exceeding naught.
Pẻsso, as Pẻssário.
Pẻssolo, as Pẻssário. Also a Creeke in the sea.
Pésta, any footing, tracke, or trace, the print or marke of a foote. Also the
view of a Hare or pricke of a Deare. Also a way or path much beaten
and frequented. Also a throng, a croud or presse of people.
Pestácchio, a pistacho, a fistike-nut, or bladder nut. Also a flurt with ones
fingers.
Pestacciáre, as Pestáre.
Pestáglio, as Pestẻllo.
Pestáre, to stampe, to punne, to bray, to bruse or breake with a pestell.
Pestáre l'agrẻsto, as Menár l'agrẻsto.
Pestáre la sálsa nel mortáio, to punne sauce in a morter.
Pestatóio, a pestle of a morter.
Pestatóre, a stamper, a punner.
Pẻste, the pestilence, the plague. Also death, poison, contagion or
infection.
Pẻste. Vsed for trauels or troubles whether of bodie or minde.
Pestẻllo, a punner or pestell of a morter, a stamper that Pauiers vse, a
rammer that Gunners vse. Also taken for a mans toole or priuities.

Pestẻllo di uétro, a dildoe of glasse.
Pestéro, a venemous Serpent in India.
Pẻstiáre, to boult a dore.
Pẻstífero, pestiferous, plague-bringing, contagious, pestilent, mortall,
dangerous.
Pẻstilẻntia, as Pẻstilẻnza.
Pẻstilẻntiále, as Pẻstífero.
Pẻstilẻntióso, as Pẻstífero.
Pẻstilẻnza, a pestilence, a murrian, a plague, a contagion or infection of
the ayre.
Pẻstináca, as Pastináca.
Pẻsto, a bolte of a dore.
Pésto, punned, bruized or trampled.
Pésto di capóne, a cullis made of a Capon.
Pestóne, as Pestẻllo. Also a bolte.
Pẻsulo, a bench, a forme, a long seate.
Péta, farts.
Petáccie, rags, clouts, dragles.
Petálio, the plate of pure gold which was set in the forefront of the High-
priest hauing Iehouah grauen in it.
Petalísmo, a kind of banishment vsed in Siracusa by writing the parties
names in Oliue-leaues.
Petalíte, the hearbe Harts-horne.
Petamogéto, a weede growing in water.
Petardáre, to petard, to beate with a Petard.
Petárdo, a Petard to breake gates with. Also a farter.
Petáre, as Pettáre.
Petaruólo, as Petárdo.
Petasétto, a lid or round couer or hat.
Petasíte, Lagwort or Butter-bur.
Pétaso, a Persian hat, bonnet or Turbant.
Petáte, farts, fartings.

Petaurísta, a iugler, a tumbler.
Petécchia, a freckle in ones face.
Petécchie, the meazels or gods-markes.
Peteggiáre, to farte or blurt at one.
Petégola, a slut, a flurt, a pis-kitchin, a gill, an idle huswife, a chiefe scold,
a trull.
Petegoláre, to play the idle slut, the common scolde, the trull or strumpet.
Petenécchio, as Pẻttinále.
Petẻnte, a petitioner, requiring.
Petẻnza, a petition, a requiring.
Peteríggio, the pilling or going off of the skin about the nailes.
Petẻrráre, to shead, to spill, to scatter.
Petígine, a tetter, a ringworme.
Petiginóso, full of tetters or ringwormes.
Petignóne, the grine about the priuities where haire groweth.
Petílio, a flower like a wilde rose growing among brambles in the end of
Summer.
Petimbórsa, Fell-wort or bitter Gentiane.
Petíme, a disease in the shoulder of a horse.
Petísie, a kind of little but very good Apple.
Petitézza, a littlenesse, a smallnesse.
Petitióne, a petition, a sute, a request. Also a certaine Magistrate in
Venice.
Petitóre, a petitioner, a suter, a requester.
Petitória léttera, a letter of request.
Petítto, little, pettie, small.
Péto, goate-eyde, rouling-eyde, one that with a grace roules his eyes from
one corner to another. Also looking a squint vpward.
Petolánte, as Petulánte.
Petolánza, as Petulánza.
Petonáre, to take Tobacco.
Petóne, the hearbe Tobacco. Also something about a Fullers-mill.

Petóri, such as are squint-eyde vpward.
Petoríte, a wagon, a coach or chariot vsed in old times.
Petórselo, a saucie or malapert companion.
Pẻtra, as Piẻtra, any kind of stone.
Petráia, a quarrie of stones.
Petráio, a whet-stone. Also a Mazon or Stone-hewer.
Petrále, stonie or of stones. Also a quarrie of stones.
Petranciána, the hearbe Saxifrage.
Petráro, as Petráio.
Petraruólo, as Petráio.
Petráta, a hurle or hit with a stone.
Petrẻa, a kind of Colewort enemie to the Vine.
Petrẻlle, little stones. Also a Goldsmiths ingot.
Petrẻo, stonie, of the nature of stones.
Petrẻo hipẻrico, Saint Iohns-wort.
Petriéra, a quarrie of stones.
Petriéro, a kind of short mortar like a piece of Artillerie, heeretofore more
vsed then now to shoot stone-shot in, called of our Gunners a Perrier.
Petriéro abrága, a breeched Perrier, called of our Gunners a Fouler, being
but about foure inches diameter at the mouth, there is another sort of
six inches diameter at the mouth called Port-piece.
Petriéro fémina, a kind of Perrier not so well mettalled or fortified in the
breeches as the former called a female Perrier.
Petriéro máschio, a kind of Perrier well fortified in the breeches and well
mettalled called a male-perrier.
Petrificáre, to grow hard as a stone.
Petrificatióne, a growing hard as a stone. Also a disease in the eye or eye-
lids.
Petrígno, stonie, of the nature of stone.
Petrína, any little or small stone.
Petrinále, a petrinall or petronell.
Petríto, a kind of wine of Greece.
Petriuólo, a kind of burning gum.

Petronciána, as Petranciána.
Petróne, a huge stone, a great rocke.
Petronẻlla, a Larke with a bush on his head.
Petronẻlli, as Piẻtranẻlli.
Petronẻllo, as Piẻtronẻllo.
Petrósa, a rough hard Skate-fish.
Petrosélino, stone Parselie or Ach of the rockes.
Petrosẻllino, as Petrosélino.
Petrosémolo, as Petrosélino.
Petrosíllo, as Petrosélino.
Petróso, stonie, grauelly, grettie.
Petrúccia, a little stone, a pible stone.
Petruccióla, as Petrúccia.
Petrúzze, small pible stones.
Pettacchiáre, as Pettacciáre.
Pettacchína, as Petégola.
Pettacciáre, to botch, to clout, to coble, to sout. Also as Petteggiáre.
Pettacciáro, a botcher, a cobler, a clouter.
Pettánculo, a kind of Scallop-fish.
Pettardáre, to petard gate or wall.
Pettárdo, a Petard to force gates with.
Pettáre, to fart, to crackle, to rattle.
Pettáro, a farter, a cracker, a ratler.
Pettaruólo, as Petárdo. Also a farter.
Petteggiáre, to fart or blurt at.
Pettégola, as Petégola.
Pettegoláre, as Petegoláre.
Pettenéggio, haires about priuities.
Pẻtteniéra, a combe-cace, a combe-box.
Pettenórzo, a kind of Scallop-fish.
Pẻtti, all manner of breasts.

Pétti, all manner of fartes.
Pettído, a kind of musicall instrument.
Pẻttiéra, a stomacher or breast garment.
Pettiggiáre, as Petteggiáre.
Pettigióne, as Petignóne.
Pettignóne, as Petignóne.
Pẻttináio, a combe-maker.
Pẻttinále, as Petignóne.
Pẻttinára, a combe-case or box.
Pẻttináre, to combe, to currie. Also to carde wooll or flax. Also to feed
merily or hungerly or at other mens charges, a phrase taken from the
combe, because it hath teeth, to bestirre ones chaps. Also to rob, to
pill, to proule or misuse one hardly and as it were to leaue him nothing.
Pẻttináre la lána, to carde wooll.
Pẻttináro, a combe-maker. Also a carder.
Pẻttinatóre, a comber, a currier, a scraper, a wooll-carder. Also a merry
feeder, a bestirrer of his chaps.
Pẻttina zázzere, a Barber, because he combeth mens forelocks or bushes.
Pẻttine, any kinde of combe to combe withall. Also a currie-combe. Also a
hetch or hatchell to dresse flax. Also a paire of cardes to carde wooll
with. Also the combe of a Weauers lombe through which his web goeth.
Also any kind of rake or harrow. Also the grine where haires grow neere
the priuities of man or woman. Also a kind of stick wherewith they play
on Dulcimers. Also a Scallop-fish. Also the rough Skate-fish. Also a kind
of indented hearbe.
Pẻttine d'auório, an Iuorie-combe.
Pẻttine di légno, a woodden-combe.
Pẻttine di tẻssitóre, the stay of a Weauers loome.
Pẻttine di vénere, venus-haire or maiden-haire.
Pẻttinícchio, as Petignóne.
Pẻttirósso, a Robin-red-breast.
Pẻtto, that part of a bodie beneath the channel or neck-bone, called the
breast. Also vsed metaphorically for worth, valour, wit or bodily

strength.
Pétto, a fart, a crackle, a blurt.
Pẻtto a bótta, a breast-plate or forepart of a corselet, round like the backe
of a Toade.
Pẻtto di castráto, a breast of mutton.
Péttole, fritters or pan-cakes.
Pettóncolo, a Scallop-fish.
Pettóne, a great loud farte.
Pẻttorále, a stomacher, a peitrell, a brest-plate. Also belonging to the
breast.
Pẻttorále del cauállo, a peitrell for a horse.
Pẻttoráli, such medicines or pectorals as are for breast or lungs.
Pẻttoralménte, breast to breast, as we say face to face or man to man.
Pẻttoráta, a shocke against the breast or bulke.
Pẻttoreggiáre, to shocke against the breast or bulke.
Pettoreggiáre, to blurt with the mouth.
Pẻttoreggiáre, to meete front or shocke with the force of ones breast.
Pẻttorína con lárdo, a fat breast of porke.
Pẻttoróso, as Pẻttorúto.
Pẻttorósso, a Rudcocke or Robin-red-breast.
Pẻttorúto, breasted, big breasted. Also whole-chested. Also bossed.
Pettózzo, a girding loud fart.
Pettúnculi, a kind of little Scallop-fish.
Pettúnculo, a Scallop-fish.
Petulánte, petulant, shamelesse, malapert, ribald, dishonest, ready to a
wrong.
Petulántia, malapertnesse, saucinesse, ribauldrie, impudent or reprochfull
speaking, dishonestie.
Petússo, a Robin-red-brest, a Rudcocke.
Peucedáno, Hog-fenell, Sulphur-wort, Sow-fenell, Maiden-weede, or Hare-
strang.
Peucevíno, a kind of Wine of Greece.
Peuéra, a woodden-leauer. Also a tunnell.

Peueráre, to Pepper, to dresse with Pepper.
Peueráta, a meat or potage of Pepper. Also a seasoning with Spice or
Pepper.
Peuerázze, a kind of Cockle-fish.
Péuere, the spice called Pepper.
Peuerígno, of the colour or taste of Pepper.
Peueríno, a Pepper-box.
Peueróne, Long-pepper.
Peuménto, a kind of puffed and windy litharge.
Pezíci, a kinde of Mushroms, Tode-stooles, Fusses, Puffes, or Fuss-bales.
Pẻzza, any piece, patch, clout, ragge or tatter. Also a while, a delay, an
interual or space of time. Also a branching cloath or painting-clout. Also
a whole piece of any stuffe.
Pẻzza di denáro, a piece of mony.
Pẻzza di formággio, a whole cheese.
Pẻzza di pánno, a piece of cloath.
Pẻzza di vellúto, a piece of Veluet.
Pẻzza lína, any linnen clout or ragge.
Pẻzzámi, all sorts of pieces, scrapes, mammockes, shardes, brick-bats, or
tile-shardes.
Pẻzzáre, to piece, to patch, to botch, to clout, to cobble.
Pẻzzaruólo, a botcher, a cobler, a patcher, a clouter, a tinker.
Pẻzzáto, vsed for a pyde-coloured horse.
Pẻzze, all manner of ragges, cloutes, tatters, patches, pieces or scrapes.
Pẻzzenáre, to begge for scrapes or broken pieces of meat.
Pẻzzénte, a begger for scrapes or broken pieces of meat.
Pẻzzétta, any little clout, ragge or piece. Also a small while or space of
time.
Pẻzzétte di leuánte, painting clothes that women rub their faces with.
Pẻzzétto, as Pẻzzétta.
Pẻzzi da víte, skrewed pieces, which are charged behind the breech by
taking out a skrew wherewith the breech is stopped.

Pẻzzigaruólo, as Pizzacágnolo. Also wanton, puling, itching, ticklish,
pinching.
Pẻzzíre, zísco, zíto, as Pẻzzenáre.
Pẻzzo, a piece of any thing. Also a while or space of time. Also a Pitch-
tree.
Pẻzzo a Pẻzzo, piece by piece, by piece-meale.
Pẻzzo bucaráto, a piece Honny-combed.
Pẻzzo cauẻrnóso, a piece Honny-combed.
Pẻzzo di campágna, a fielde-piece.
Pẻzzo fẻrriéro, an Iron-piece.
Pẻzzo fuseláto, a piece through boared.
Pẻzzo imboccáto, a piece imboct, that is when the mouth of a piece is
broke by a bullet from the enemies Ordinance.
Pẻzzo incameráto, a piece chamber-bored.
Pẻzzo incampanáto, a piece taper or bell-bored.
Pẻzzo incassáto, a piece well stockt or breeched.
Pẻzzo inescáto, a piece that is primed.
Pẻzzo intiéro, a piece wel fortified with mettall.
Pẻzzo inzoccáto, a piece laid vpon logs or stockes.
Pẻzzola, a Purple clout that Cookes vse to colour meate with.
Pẻzzolána, course sand, stony grauell.
Pẻzzo póuero di metállo, a piece poore of mettall or weakely fortified.
Pẻzzo rícco di metállo, a piece rich in mettall or well fortified.
Pẻzzo seguénte, a piece vncambred, whose concauity is euen bored, of an
euen height at mouth and breech.
Pẻzzo sólio, a piece euen and iust bored.
Pẻzzúco, as Pẻrno.
Pẻzzulo, dangling or downe hanging.
Pẻzzuóla, a kind of Purple clout wherwith Cookes colour some meates.
Pẻzzuóle, as Pẻzzétte.
Pẻzzúto, patched, botched, pieced, clouted. Also keene or sharpe-pointed.
Pháco, a kind of wilde Lentiles. Also Sage.

Phagédena, a kinde of running canker or pocke, which eateth the flesh
and fretteth through the skin.
Phagéro, a kind of stone-fish.
Phalacrocoráce, a kind of water Rauen, the Balcrauen or Plungeon.
Phalánge, a troupe or squadron of eight thousand men that the Persians
were wont to warre with, being foure-square, and so marshalled, that
they might encounter with their enemies foote to foote, man to man,
and shield to shield. Also a kind of Spider. Also a kinde of billet, or
certaine staues, bastons, or clubs vsed among the Grecians.
Phalángio, a kind of spider.
Phalangíte, an hearbe, as Leucanthereóne.
Phálari, Petty-panike, Grasse-corne, Spanish-seede or Canary-seede.
Phalárica, an engine of warre with wilde fire enclosed in it to set townes
on fire.
Phaláride, as Phálari.
Phálera, an ornament that Roman Knightes were wont to weare.
Phálere, capparisons or trappings for bard-horses vsed among the
Romans.
Phaléridi, a kinde of dainty Water-foule.
Phanático, one that hath vaine visions.
Phantásma, a vaine vision, or image of things conceiued in the minde, an
appearance in a dreame, a false representation.
Phantáso, Icilone, Morphéo, the three sonnes of sloth or lazinesse.
Pháree, a kinde of serpent that creepeth on his taile.
Pharétra, a quiuer for arrowes or shafts.
Pharetráre, to put into a quiuer.
Pharetráro, a quiuer-maker.
Phária, a kind of wine or Grape.
Pharicóne, a kind of venemous hearbe or poison.
Pharisaísmo, as Farisaísmo.
Pharisẻi, as Farisẻi.
Phármace, that part of Physike that cureth with medicines. Also a curing
medicine or remedy. Also any kind of drug good or euill vsed in

medicines. Vsed also for a sorceresse or enchantresse.
Pharmáchia, as Phármace.
Pháro, a Sea-marke, a high Towre or Beacon by the Sea-cost wherein
were continuall lights and fires to direct Sea-men to see the Hauen and
safest entrance.
Phasélide, a kind of Dates full of good liquor.
Phaselióne, an hearbe.
Phasgána, as Gladióla.
Phasganióne, Glader or flagges.
Phásma, a horrible or gastly vision, a dreadfull or grizly sight.
Phebẻa, the Moone is often so called.
Phẻbo, the Sunne, Phebus.
Phebório víno, a kinde of wine that maketh women with childe to
miscarry.
Phecásio, a kind of shooes that sacrificing Priests were wont to weare.
Phegmóne, a bruised place that lookes blacke and blue, a contusion.
Pheleóne, the Knap-weed or Marfellon.
Phẻlladrióne, an hearbe growing in Fennes.
Phemígno, a medicine causing rednesse and the body to breake out in
pushes.
Phémo, a medicine good against the cholike.
Phenegíta, a kind of costly stone vsed in costly buildings.
Pheneríco, a bird called the Red-taile.
Phengíta, as Phenegíta.
Pheníce, the Fenix bird. Also the Philosophers stone or quintessence of
fire.
Phenicéa, an hearbe called in Latine Hordeum murinum.
Pheniceláto, the barke or yongue shootes of Date-trees.
Phenicéo colóre, a deepe-red, or scarlet colour.
Phẻnícia, a certaine wind betweene the South-East and the South.
Phenicíte, a stone resembling a Date.
Phenicobaláno, a kind of later growing Date or Palme.
Phenicobalóne, the Egyptian Date.

Phenióne, the Winde-flower.
Phenocoptéro, a kinde of dainty birde whose tongue is excellent meate.
Phenoméno, an appearance in the skie or ayre.
Pheúlie, a kinde of big Oliue in Italy.
Phéuno, a shrub growing out of Oliue-trees.
Phì, foh, poh, fy-upon.
Phiála, a brode goblet or standing cup. Also as Fiála.
Phíci, a fish that somtimes is white and sometimes full of blacke speckes.
Phicísde, a kind of stone-fish.
Phicíte, a stone like Sea-weed or Lectuce.
Phicotalassióne, Sea-weed.
Phidície, the common suppers kept openly in streets with great
temperance among the Lacedemonians.
Phigéthlo, a hard and red swelling rising either on the crowne of the head,
in the arme-pits, or in the priuy parts, called of our Chirurgions a little
loafe or manchet.
Phigthóngo, a kind of tune or harmony in musike.
Philadẻlphía, brotherly loue.
Philagátho, he that loueth goodnesse.
Philaléthe, a louer of truth.
Philánthio, an hearbe vsed to die Purple.
Philantropía, humanity, louing of men.
Philantrópo, a louer of man-kind, louing, gentle. Also the hearbe Goose-
grasse, Loue-man, Erith or Clauers.
Philára, ropes or cordage made of a kind of Cane, Reede or Rush in
Greece.
Philárco, one that loueth to beare rule.
Philargíria, couetise, or loue of money.
Philattẻria, scroles of parchment, hauing the commandements written in
them, which the Pharisees were wont to weare about their heads and
armes.
Philattẻrio, a preseruatiue against poison.
Philautía, selfe-loue, loue of ones selfe.

Philerénio, a louer of solitarinesse.
Philetẻria, an hearbe of some called Wilde-sage, but in Ecclesiasticall
bookes it is vsed for enchantments.
Philíra, taken for the Linden-tree.
Philíre, glittering or twinkling spangles.
Philíre, certaine bandes or ropes called Bazen ropes.
Phillíte, the hearbe Hartes-tongue.
Phillóne, an hearbe growing on rockes.
Philocalía, delight in, or loue of fairenesse.
Philócare, the hearbe Hore-hound.
Philocráte, constant in loue.
Philogínia, doting on women.
Philología, loue of learning or study.
Philólogo, a louer of learning and knowledge.
Philomathía, loue or desire of learning.
Philoméla, a Nighting-gall, a Philomele.
Philomúso, a louer of the Muses.
Philóne, the white Thistle.
Philopéda, the hearbe Hore-hound.
Philosárco, voluptuous, louing his flesh.
Philosofánte, one professing Philosophy.
Philosofáre, to studdy, to professe, to teach, to dispute or reason in
Philosophy.
Philosofástro, a smatterer in Philosophy, a foolish, pedanticall
Philosophaster.
Philosofía, Philosophie, loue of knowledge and wisedome.
Philosófico, Philosophicall, of or belonging to Philosophy.
Philósofo, a Philosopher, a louer or student of knowledge, vertue and
wisedome.
Philosomía, as Phisiognomía.
Philósseno, a louer of hospitality, a cheerefull entertainer of guests and
frindes.

Philossíno, as Philósseno.
Philostorgía, the loue of parents towards their children.
Philotéoro, a louer of speculation, one giuen to contemplation of things.
Phíltro, Philtri, amorous potions, poysons of loue, medicines to make one
loue. Also the faire or comely proportion of ones body and his curteous
behauiour, that with the sight purchaseth loue and fauour. Also the
hollownesse or gutter in the vpper lippes vnder the nostrils.
Phílura, a little thin skin, that which is betweene the barke and the wood
of a tree, of some called Tylia, whereon in old times they were wont to
write. Vsed also for a leafe or sheete of Paper.
Phíma, a little swelling like a bile, but rounder and flatter. Also a kind of
beast, which if a man looke vpon it makes him looke pale many daies
after.
Phimósi, a disease when the nut of a mans yard will not be couered, or
being couered will not be opened.
Phióntidi, those creatures which Nature hath made deadly enemies each
to other, as the Storke and the Frog, the Cat and the mouse, the spider
and the Tode.
Phirána, a kinde of sweet gum or rosen.
Phisáto, as Phisetéro.
Phisátro, as Phisetéro.
Phiséi, all maner of precious stones that be of diuers colours.
Phisemáte, hollow or abortiue pearles that come to no goodnesse.
Phisetéro, a mighty fish called a Whirlpoole, rising out of the sea like a
pillar higher then the sailes of any ship, and spouting so much water
out of his mouth as may well ouerwhelme and drowne a great ship.
Phisétro, as Phisetéro.
Phísica, the arte of naturall things, naturall Philosophy. Also physike.
Phisicále, naturall, Physicall, according vnto or belonging vnto naturall
causes.
Phisiciáno, a Physician.
Phísico, an vnderstander or teacher of the causes of naturall things, a
Physicion.

Phisiognomía, a Science to coniecture or rule to iudge of a mans naturall
affections by his visage or forme.
Phisiógnomo, a professor, to know and iudge the natures of men by the
view of their body, face, eies or forehead, a Phisiognomist, for Physis, in
Greeke is Nature.
Phisiología, a searching out of naturall things, a reasoning of the nature of
things.
Phisiólogo, a searcher of natural things, a disputer of naturall causes.
Phisionomísta, as Phisiógnomo.
Phisístro, as Phisetéro.
Phisitéro, as Phisetéro.
Phitáro, as Phisetéro.
Phitéuma, a kind of hearbe.
Phitóne, a kind of Great Serpent.
Phlebotomía, blood-letting at a veine.
Phlegónte, a precious stone hauing, as it were a flame of fire in it.
Phlémma, all manner of fleagme.
Phlemmático, flegmaticall.
Phlemmóne, an inflammation of blood, or white and red swelling against
nature, called a Phlegmon.
Phleóne, an hearbe hauing prickes in leafe and stalkes.
Phlitténa, a rising like to a blister caused of scalding with hot water, and
full of yellowish matter, called wild fire, or heat on the eyes.
Phlóce, a kind of flame coloured violet or Pancie.
Phlogíno, a stone like the Ostracia.
Phlómide, to Couslop or Primrose.
Phlomóne, as Vẻrbásco.
Phóba, a graine called Turkie millet.
Phóca, a seale fish or sea calfe.
Phóce, as Phóca.
Phocída, a kind of peare in Chios.
Phominéo víno, a kind of wine.
Phonóce, the murthring Thistle.

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