7.- Managing Products, Part 2

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来自 IESE Business School 的课程

Marketing: Customer Needs and Wants

137 个评分

IESE Business School

Marketing: Customer Needs and Wants

137 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

Lets look at this product diversification strategy,

also known as the Ansoff Matrix, right?

The Matrix suggests that there are two possibilities,

to diversify in existing products or via new products or in existing markets or

in new markets and each one of these four possibilities have a different name.

If I diversify with existing products in existing markets,

we call this penetration.

If we enter a new market but with the same products, we call this market development.

Alternatively, we can introduce new products in the existing market,

it's called product development, diversification strategy.

Or if we go with new products in new markets,

we will call this diversification.

So let's look at a couple of examples of how does this

diversification strategy might work for each one of these four cases.

So for the first diversification example let's take the case of Dodot,

the leading manufacturing of diapers also known as Pampers in the rest of the world,

which is the case that we're using for Week Two of the course.

So the penetration strategy of diversification in their particular case

consists on expanding through different channels of distribution.

Whereas originally they used to sell in pharmacies and

in the traditional food shops that were close to people's homes.

When modern distribution came up, supermarkets and hypermarkets they would

extend to sell in those channels and eventually, even through the internet.

So that would be an example of how you actually achieve

a penetration strategy to achieve diversification.

Okay?

For a second case, let's take the case of Netflix.

Netflix fundamentally has the same platform, and even though the content may

vary little from here to there, fundamentally the product is the same.

Most of the library and collections is similar from country to country.

So geographical expansion entering with the same product

into new markets is a second case of diversification, okay?

For the third case, when you're actually introducing a new

product into an existing market, let's look at the case of ABInBev.

You may have heard, or may have not heard of ABInBev, but

they are the largest beer producer and marketeer in the world.

They own brands like Stella Artois, Budweiser, Corona,

Becks, Leps, and many, many other ones.

So their product or diversification strategy consists of

introducing some of these premium beers in all of the markets and

there are hundreds in which they operate.

New products in some of the existing markets to be able to conquer

market share for different tastes and for different moments of consumption.

Bars, hotels, restaurants,during the night, during lunch,

during meals etc,with a premium portfolio of beers for

all those instances of consumption and for the different tastes.

And finally if we want to think of another strategy is one of introducing

complete new products in new markets, right.

And the new markets don't necessarily need to be different countries.

Let's take the case of Nespresso.

They already had soluble coffee inside and they already produced premium

quality gourmet coffee for consumption by self-preparation at home.

But they introduced a ready to drink premium coffee experience and

market, which has completely revolutionized the coffee category

by introducing a ready to drink, as I said before, high quality coffee,

which only was served in retail stores, cafes, and shops before.

So it's absolutely a new product in a new market because it tends to fulfill

a different price point and a different experience,

practically, of consumption both in the office and at home,right?

So, which one of these diversification strategies has the highest chance

of succeeding?

And which one is more risky?

Think for a second.

You have guessed right.

Let's take the case of Dodot, simply introducing the same new product in

existing markets, proposes the less risk, and is the most likely to succeed, right?

Whereas the most risky on the other side, diagonally speaking, is that of Nespresso.

It is a new business model, a new way to sell coffee that entail partners and

a new way of distribution completely different where everything is new.

Both markets and new products, so

when things are new necessarily they entail more risk.

Right. The other two strategies lie probably

somewhere in between and their chances of succeeding and actually achieving profits.

[MUSIC]

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