5.- Estimating Product Demand, Part 2

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来自 IESE Business School 的课程

Marketing: Customer Needs and Wants

144 个评分

IESE Business School

Marketing: Customer Needs and Wants

144 个评分

课程 3（共 5 门，Specialization Foundations of Management）

Understanding who your customers are and what they need and want is at the heart of successful marketing strategies. In this course you will explore how to identify and classify customers and the different methods that marketing professionals use to shed light on how they make purchase decisions. The course will cover the following: 1. Marketing Fundamentals 2. Product, Pricing and Channel Decisions 3. Building Strong Brands 4. Communication Strategy

从本节课中

Week 2: Product, Pricing & Channel Design

It’s hard to remember what the world was like before iPods, iPhones and iPads. But when Apple released the first iPod in 2001, it was not an automatic blockbuster. The product was great, but it took a lot of marketing savvy to set it on it’s successful path. All companies – whether selling electronics, gastronomic experiences, or credit cards – need to worry about making product, pricing and channel decisions. In this second session, we will explore what a product really is, how to estimate its demand and manage it. In addition, we’ll discuss the fundamentals of pricing, channel design and channel management. Objective: To gain an understanding of what a product really is, how to manage pricing and make decisions about channels.

1.- Week 2 Intro2:55

2.- Product Definition, Part 17:19

3.- Product Definition, Part 23:57

4.- Estimating Product Demand, Part 14:57

5.- Estimating Product Demand, Part 24:16

6.- Managing Products, Part 13:53

7.- Managing Products, Part 25:14

8.- Managing Products, Part 33:29

9.- Pricing Fundamentals, Part 15:28

10.- Pricing Fundamentals, Part 24:46

11.- Pricing Fundamentals, Part 33:35

12.- Pricing Fundamentals, Part 45:07

13.- Pricing Fundamentals, Part 54:18

14.- Channel Design, Part 14:20

15.- Channel Design, Part 27:32

16.- Channel Management7:58

17.- Week 2 Recap1:21

与讲师见面

Mario Capizzani
Lecturer
Marketing

[MUSIC]

So, are all the demands or the market size or any particular products as simple

to estimate, you may say, as this one even though clearly is not a simple exercise?

Well, it turns out that not necessarily.

Let's look at how would you go about estimating the amount for

highly innovative products.

Think about when Ford launched the first automobile in the North American market.

He became famous for having said,

if I had ask customers they would have requested that I build faster horses.

Right?

So it's very difficult to ask customers for

a product that they don't even remotely what is look?

What it is?

What is like?

And what it will be use for?

Right.

It's very, very hard to estimate the demand or even the willingness to pay for

such innovative product.

We have looked at things like this before in the previous week.

Do you recall the case of loom?

This mini space ship that would transport 30 to 45 kilometers above the Earth

to be able to have those beautiful views of our blue planet.

What is the demand for this product?

As you can see, is very hard to estimate.

So part of the problem with new radical innovations is that

customers cannot conceive of what the experience or

the product will look like, what will they be using for.

And hence, it's very,

very difficult to imagine what will be their willingness to pay.

But you can certainly narrow down some of the uncertainty as we

one might think about, you may have, for example try to attempt to survey

high net worth individuals and what would be their willingness to pay for

unique experiences, like such as going to see, where the Titanic for

example has sunk into the bottom of the Atlantic.

Alternatively, you could have gone around to ask some of the fancy or

the specialized distribution for some of these experiences to try.

To give you some kind of an expertise in judgement as to whether

this experience will sell.

How easy will it be to sell it.

How do you need to communicate?

And furthermore, what might be people's approximate willingness to pay for

this level of an experience.

So in addition to customers not understanding what is the product case or

what would be the willingness to pay for and new innovative radical product for

experience, Steve Jobs once told us that there is another complication and

that is their customer preferences are not stable.

Which means that if I were to ask you one day,

what do you request of a particular product such in a smartphone,

you will tell me an x amount of features and apps and so forth, but if I were to

ask you tomorrow, you might be able to tell me a different set of answers.

So, preferences are unknown for

innovative products and, in addition, typically, they are unstable.

So how will you have estimated the demand for

its next blockbuster product after the iPod?

The iPad.

So does it mean that you could not have estimated the demand for an iPad?

Well, you still would have gone through some kind of an exercise.

You would have seen the level of penetrations of PC's in the world and

to see who has adopted or who has adopted the PC, what the adoption curve for

the PC was.

And also you may have looked at the level of adoption for smart phones, right?

Which they had been already running for

a few years by the time it was been introduced.

Somewhere between that range, it will give you what's the possible potential for

this new product, what's the level of adoption, and then compare it to other

innovative new categories of products that finally found some success in the market

to try to determine how to ramp up the production of these new devices.

[MUSIC]

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