Product Life Cycle Essay Example for Free

Product Life Cycle endeavorDefinitionProducts come and go. A companys challenge is to hold on to its customers longer than it holds on to its wares. It needs to watch the market life rung and the customer life cycle more than the merchandise life cycle. Someone at Ford realized this If were not customer driven, our cars wont be either. One selects marketing tools that are appropriate to the stage of the ingatherings life cycle. For example, advertising and publicity will produce the biggest payoff in the introduction stage of a product their moving in is to build consumer awareness and interest. Sales promotions and personal selling grow more important during a products maturity stage. Personal selling shtup strengthen customers comprehension of your products advantages and their creed that the offering is worthwhile.Product Development and Life-Cycle StrategiesIn the face of changing customer needs, technologies and competition, product innovation or the development of cutting products has become vital to a companys survival. Introducing new products, however, is not sufficient. The firm must as well know how to manage the new product as it goes by its life cycle that is, from its birth, by development and maturity, to eventual demise as newer products come along that better serve consumer needs.This product life cycle presents two principal challenges. First, because all products eventually decline, the firm must find new products to replace senescence ones (the problem of new-product development). Second, the firm must understand how its products age and adapt its marketing strategies as products pass through life-cycle stages (the problem of product life-cycle, strategies). We therefore purport initially at the problem of finding and developing new products, and then at the challenge of managing them successfully over their life cycles. intro and New-Product DevelopmentGiven the speedy changes in taste, technology and competition, a com pany cannot rely solely on its existing products to sustain return or to maintainprofitability. The firm can hope to maintain market and profit performance but by continuous product innovation. Product innovation encompasses a variety of product development activities product improvement, development of entirely new ones, and extensions that increase the range or number of lines of product the firm can offer. Product innovations are not to be confused with inventions. The latter are a new technology or product which whitethorn or may not deliver benefits to customers. An innovation is defined as an idea, product or piece of technology that has been developed and marketed to customers who perceive it as novel or new.We may call it a process of identifying, creating and delivering new-product values or benefits that were not offered before in the marketplace. In this chapter we look specifically at new products as opposed to value creation through marketing actions (such as product /brand repositioning, segmentation of current markets). We also need to distinguish between obtaining new products through acquisition by buying a whole company, a patent or a indorse to produce someone elses product and through new-product development in the companys own research and development department.As the prices of developing and introducing major new products have climbed, many large companies have decided to bring out existing brands rather than to create new ones. Other firms have saved money by copy competitors brands or by reviving old brands. These routes can contribute to a firms growth and have two advantages and limitations. In this chapter, we are mainly concerned with how businesses create and market new products. By new products we rigorous original products, product improvements, pnxhict modifications and new brands that the firm develops through its own research and development efforts.Risks and Returns Jri InnovationInnovation can be very risky for a n umber of reasons1. New-product development is an expensive affair it cost Tate Lyle around 150 million to develop a new sugar substitute pharmaceutical firms make it an average of .100-50 million to develop a new drug while developing a super-jumbo parturiency could cost billions.2. New-product development takes time. Although companies can dramatically shorten their development time, in many industries, such asPharmaceuticals, biotechnology, aerospace and food, new-product development cycles can be as long as 10-15 years. The uncertainty and unpredictability of market environments advertize raise the risks of commercialization. Roots had to withdraw Manoplex, a heart drug, less than a year after its establish in the United Kingdom, after a trial on 3,000 patients in the United States and Scandinavia suggested an adverse subject on patient survival. The pharmaeeudeals division lost about 200 million on the drug, which cost roughly 100 million to develop over a period of 12 y ears, and about S20 million was worn out(p) on promoting and marketing it.3. Unexpected delays in development are also a problem. History is cluttered with grand pioneering engineering projects which have failed to satisfy the original expectations of bankers, investors and politicians. The Seikan rail tunnel, connecting the island of Hokkaido to mainland Japan, was completed 14 years new-fashioned and billions of pounds over budget the S10 billion cost of the Channel tunnel, which opened on 6 May 994, a year later than originally planned, is more than double the 4,8 billion forecast in 1987.4. The new-product success interpret is not encouraging either. New products continue to fail at a disturbing rate. One novel study estimated that new consumer packaged goods (consisting mostly of line extensions) fail at a rate of 80 per cent. The same high failure rate appears to afflict new financial products and services, such as opinion cards, insurance plans and brokerage services. A nother study found that about 33 per cent of new industrial products fail at launch.Despite the risks, firms that learn to innovate well become less vulnerable to attacks by new entrants which discover new ways of delivering added values, benefits and solutions to customers problems.