Chapter 10 Flashcards

1
Q

Four Major Cycles of “Product Life Cycle”

A

Marketing Introduction
Market Growth
Market Maturity
Sales Decline

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2
Q

describes the stages a really new product idea goes through from beginning to end

A concept that provides a way to trace the stages of a product’s acceptance, from its introduction (birth) to its decline (death).

A

Product Life Cycle

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3
Q

the stage where the sales are low as a new idea is first introduced to a market

High failure rates
Little competition
Frequent product modification
Limited distribution
High marketing and production cost
Negative profits with slow sales increases
Promotion focuses on awareness and information
Communication challenge is to stimulate primary demand

A

Market introduction stage

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4
Q

the stage when industry sales grow fast-but industry profits rise and then start falling

Increasing rate of sales
Entrance of of competitors
Market consolidation
Initial healthy profits
Aggressive advertising of the differences between brands
Wider distribution
A

Market growth stage

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5
Q

the stage when industry sales level off and competition get tougher

Sales increase at a decreasing rate
Saturated markets
Annual models appear
Lengthened product lines
Service and repair assume important roles
Heavy promotions to consumers and dealers
Marginal competitors drop out
Niche marketers emerge
A

Market maturity stage

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6
Q

the stage when new products replace the old

Long-run drop in sales
Large inventories of unit items
Elimination of all nonessential marketing expenses
“Organized abandonment”

A

Sales decline stage

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7
Q

the currently accepted or popular style

A

Fashion

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8
Q

is an idea that is fashionable only to certain groups who are enthusiastic about it

A

Fad

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9
Q

something new in any way for the company concerned

A

New product

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10
Q

the federal government agency that polices antimonopoly laws. Also, a firm can call its product new for only six months.

A

Federal Trade Commission (FTC)

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11
Q

New-Product Development Process 5 steps:

A
Idea generation
Screening
Idea evaluation
Development
Commercialization
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12
Q
Ideas from:
Customers and users
Marketing research
Competitors
Other markets
Company people
etc.
A

Idea generation

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13
Q
S.W.O.T
Rough ROI (return on investment)  estimate

the first filter in the product development process, which eliminates ideas that are inconsistent with the organization’s new-product strategy or are inappropriate for some other reason.

A

Screening

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14
Q

Concept testing
Reaction from customers
Rough estimates of cost, sales, and profits

A

Idea evaluation

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15
Q
R&D
Develop model or service prototype
Test marketing mix
Revise plans as needed
ROI estimate
A

Development

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16
Q

Finalize product and marketing plan
Start product and marketing “Roll out” in select markets
Final ROI estimate

Ordering Materials
Production
Inventory Buildup
Distribution Shipments
Sales Force Training
Trade Announcements
Customer Advertising
A

Commercialization

17
Q

it set up Consumer Product Safety Commission to encourage safety in product design and better quality control

A

Consumer Product Safety Act (1972)

18
Q

the legal obligation of sellers to pay damages to individuals who are injured by defective or unsafe products

A

Product liability

19
Q

getting reactions from customers about how well a new-product idea fits their needs

a test to evaluate a new-product idea, usually before any prototype has been created. Often successful for line extensions.

A

Concept testing

20
Q

manage specific products- often taking over the jobs formerly handled by an advertising manager

A

Product managers/Brand managers

21
Q

the philosophy that everyone in the organization is concerned about quality, throughout all of the firm’s activities, to better serve customer needs

A

Total quality management (TQM)

22
Q

a commitment to constantly make things better one step at a time

A

Continuous improvement

23
Q

a graph that shows the number of times a problem cause occurs, with a problem cause ordered from moth frequent to least frequent

A

Pareto Chart

24
Q

a visual aid that helps organize cause-and-effect relationships for “things gone wrong”

A

Fishbone chart

25
Q

giving employees the authority to correct a problem without first checking with management

A

Empowerment

26
Q
Getting every aspect right
Vision of future market
Producing the best product
Listening to customers
Strong leadership
Commitment to new-product development
Project-based team approach
A

New-Product Success Factors

27
Q
No discernible benefits
Poor match between features and customer desires
Overestimation of of market size
Incorrect positioning
Price too high or too low
Inadequate distribution
Poor promotion
Inferior product
A

Why New Products Fail

28
Q

Why Some ProductsMove Fast?

A
Comparative Advantage
Easy to Use
Compatible
Easy to Communicate
Can Be Tried
29
Q

The process of getting a group to think of unlimited ways to vary a product or solve a problem.

A

Brainstorming

30
Q

The objective of focus group interviews is to stimulate insightful comments through group interaction.

A

Focus Group

31
Q

Consumer welfare

A
Immediate satisfaction 
                          High.         Low
Long run
Consumer 
Welfare

High. Desirable. Salutary

Low. Pleasing. Deficient