seminario internacional - inovação e marketing - prof. gilles roehrich (upmf) / sustentare
TRANSCRIPT
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MARKETING AND INNOVATION – A CLASSICAL VIEW
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THE MARKETING CONCEPT
Marketing is a set of exchange processes developed to reach the objectives of the organization by the satisfaction of the needs of the other part of the exchange
The Marketing Concept is the basic philosophy which underlies theses processes and insure their coherence
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MARKETING AS EXCHANGE
Customer Supplier
Exchange context
Objects of the exchange
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MARKETING MANAGEMENT
Marketing Management refers to the first and still dominant conceptualization of Marketing
It emerged in American universities in the 50-60’s,popularized by authors like Mac Carthy, Drucker or Kotler
Subsequent research demonstrated that it was mainly influenced by B2C situations
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MARKETING MANAGEMENT PATH
1. Discover the need2. Conceive a product to fulfill the need3. Test this product and improve it4. Sell the product
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MARKETING MANAGEMENT PARADIGM
Segmentation – Targeting – Positioning Marketing Mix – Four P’s Planning process
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LIMITS OF THE PARADIGM
Mainly dependant on products Mainly concerned with standard products Mainly related to consumer markets
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B2B MARKETING
Inter-organizational exchange Two implementation
Marketing Management approach Specific marketing due to a special relation with the
customer Long term relationship Co-conception, cost sharing, etc. Network, ie the customer can be supplier
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SERVICE MARKETING
A service is intangible, non storable, non standardized
Customer takes part in the service production process
Centrality of notions like « service quality », « trust » toward the provider or « loyalty »
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FROM TRANSACTION TO RELATION
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Marketing Management
Transaction focused
Importance of the relation
B2BMarketing
ServiceMarketing
RelationshipMarketing
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MARKETING EVOLUTION
Before Marketing Consumer Marketing Service and B2B Marketing High Technology Marketing
Sell the product
Match the need
Create a relation
Create new needs
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CONCLUSION
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WHAT MARKETING IS SUPPOSED TO DO …
“ … create value for customers and prospects; for companies, channels and distributors; for shareholders; and for economies, societies and, yes, even governments and trading partners … “
“If we start to think about marketing as value creation, it promotes a different mindset among those who practice it, manage it, approve it as an organizational activity and enjoy the benefits.”
Source: Don E. Shultz, Marketing News (October 22, 2001), p. 8.
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WHAT IS THE ROLE OF MARKETING IN AN ORGANIZATION?
Total Organization(Culture)
Operational(Tactical)
Division (SBU)(Strategy)
To shape and maintain organization’s cultural beliefs and values about the necessity and importance of providing customers with satisfaction over the long-term
Defining the organization’s strategy for competing within a given market
Managing the daily specifics of the marketing mix and customer-reseller relationships
Each level must provide continuity and be consistent with the others.
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INTEGRATED MARKETING SYSTEM
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BASIC MARKETING QUESTIONS
Are customer-oriented strategies adapted to changes in markets and buying behavior?
Are customers involved earlier in the marketing process, leading to a better understanding of customers?
What are your value-added marketing strategies: quality, service, and value?
How effective are your internal marketing programs for employees?
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-1-INNOVATION
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KEY CONCEPTS
InventionIt is the birth of new ideas; it is an object,
process, or technique which displays an element of novelty (Schumpeter, 1960) ; it is related to science and discovery
InnovationIt is the transformation and bundling of those
ideas into marketable products and services; it is both a process and a result
New product / serviceIt is just the result of the innovation process
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WHAT IS AN INNOVATION ?
An innovation is something new
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CLASSIFICATION OF INNOVATIONS
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HENDERSON & CLARK, 1990
Components conception
Improved Modified
Impact on the links between components (architecture)
Unchanged
Incrémental innovation
ModularInnovation
ModifiedArchitectura
lInnovation
Radical Innovation
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CHANDY ET TELLIS (2000)
Market
Existing New
Product
ExistingIncrémentalinnovation
Market breakthrough
NewTechnologybreakthroug
h
Radical innovation
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ROBERTSON (1967)
Continuous Innovation : no impact (change) on consumer behavior
Coca Cola Zero Semi continuous Innovation : a significant impact on
consumer behaviorelectric car, mobile phone
Discontinuous Innovation : a radical modification on consumer behavior
Internet, JAT
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CONCLUSION
Two dimensions used : Technology Market
3 types of classifications : Only technology Only market Both
All try to explain degrees of newness
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WHAT IS NEWNESS ?
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NEWNESS
Newness is a collative property What makes us perceive something to be
new ? The heart of newness
Change : as compared with what is known Surprise : disconfirmation of a normal expectation Incongruence : surprise + inconsistency
Feelings related to newness Uncertainty : what does it mean ? Conflict : with stired knowledges Complexity : hard to understand
(Berlyne 1960)
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IMPACT OF NEWNESS
Exploration
Motivation
Affect
Arousal(OSL)
Analogy learning
Progressive process
Curiosity
Catégorization
Affective facetCognitive facet
Something new
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NEWNESS AND CATÉGORIZATION
Catégorization
Assimilation AccomodationRe-
CatégorizationStep by step
process
Expectations
Difference between
target and new object
If impossibl
e
Ifimpossibl
e
If impossibl
e
Extreme
moderate
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IMPACT OF NEWNESS ON AFFECT
Fear
Hedonistic value
Stimulus intensity
OSL
Diversiveexploratio
n
Avoidance
Specificexploratio
n
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NEWNESS AND ATTRACTIVENESS
Degree of newnessIncremental Radical
Try
pro
babi
lity
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INNOVATION - DEFINITION
Characteristics Recency Change (difference, surprise, uncongruence)
Operational definition : Any recent idea service or object that imply a
change in representation, thinking, judgment and/or behavior and which evaluation is
uncertain (risky) As a consequence, incremental innovation is
an oxymoron
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INNOVATION DIFFUSION
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PURCHASE OF AN INNOVATION
Innovation
Individual
Persuasion
Knowledge DecisionImple
mentationConfirmation
Social context
Social context
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INNOVATION PERCEPTION
Relative advantage Compatibility Complexity Visibility Triability Perceived risk
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INNOVATOR (B2C)
Interested into product category Highly innovative, i.e. attracted by newness Tend to be opinion leader Younger, higher revenues, urban Tend to consume a lot in the product
category
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« LEAD USER » (VON HIPPEL)
A user « ahead », High level of expertise Indentifies the lacks of existing solutions Able to adapt (tinker) existing products to his
own needs Very useful to imagine new product ideas Among first buyers
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CATEGORIES OF ADOPTERS
Innovators
Technology Enthusiasts
Early Adopters
Visionaries
Late Majority
Conservatives
Early Majority
Pragmatists
Laggards
Skeptics
{ { { { {
TheChasm
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CONCLUSION
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MAIN WORDS FOR INNOVATION
Change Risk Uncertainty New behaviors …
Exactly what a company hates
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-2-Marketing New Product Development Process
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STAGE-GATE MODEL (COOPER, 2001)
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NEW PRODUCT DEVELOPMENT PROCESS (URBAN AND HAUSER, 1998)
42New product launching
Opportunity seekingMarket evaluation - Ideas generation
Idea screening
Idea validation Concept generation and testing
Marketing MixProduct testing - Name, price,
advertising, etc. testing -Test market
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IDEA GENERATION
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Strategies for obtaining new-product ideas: Acquisition of companies, patents, licenses New product development, product improvements
and modifications
IDEA GENERATION
Internal sources:• Company employees at all levels (Teian method)• Research and Development
External sources:• Clients/Users (Lead-Users, In-depth interviews,
Ethnographic search)• Competitors (Reverse engineering)• Distributors• Suppliers• Outsourcing• Patents and inventions - www.inpi.fr
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IDEA SCREENING
Process used to spot good ideas and drop poor ones. Executives provide a
description of the product along with estimates of market size, product price, development time and costs, manufacturing costs, and rate of return.
Evaluated against a set of company criteria for new products.
• Expected cash flows over time• Potential profitability• Returns on: Investment Equity Assets Sales Cost of capital Present value• Opportunity cost
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CONCEPT DEVELOPMENT AND TESTING
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PURPOSE
Profile the intented market Current buying patterns Existing segments Customers view of available products
Assess purchase intention and product positioning Trial and repeat purchase Brand loyalty
Refine and improve the concept Overall Specific features and attributes
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MAIN OBJECTIVES
Purchase intentions How to improve/enhance the basic concept Characteristics of potential buyers First elements of launching strategy
Target Competitve positionning
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May be qualitative or quantitative
Qualitative techniques include:• In-depth interviews of individuals• Focus groups• Projective methods
Quantitative techniques include:• Surveys using structured questionnaires• Personally administered• Administered by mail, phone or Internet questioning • May focus on a single concept (monadic) or• Invite comparisons between two or more concepts.
Research methods used
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METHOD FOR CONCEPT TESTING
Qualitative methods In depth interviews Focus groups Projective methods
Quantitative methods Surveys Face to face questionnaires Small samples
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Source : Mohr, Sengupta, Slater, 2005
MARKETING STRATEGY AND BUSINESS ANALYSIS
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MARKETING STRATEGY DEVELOPMENT
Part One:Describes the target market, planned
product positions, sales, market share, and profit goals.
Part Two:Outlines the product’s planned price,
distribution, and marketing budget. Part Three:
Describes the long-run sales and profit goals, marketing mix strategy.
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BUSINESS ANALYSIS
Involves a review of the sales, costs, and profit projections to assess fit with company objectives.
If results are positive, project moves to the product development phase.
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Source : Mohr, Sengupta, Slater, 2005
PRODUCT DEVELOPMENT
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PRODUCT DEVELOPMENT
Develop concept into physical product. Calls for large jump in investment. Prototypes are made. Prototype must have correct physical
features and convey psychological characteristics.
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Source : Mohr, Sengupta, Slater, 2005
TEST MARKETING AND COMMERCIALISATION
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TEST MARKETING
Product and program introduced in more realistic market setting.
Not needed for all products. Can be expensive and time consuming, but
better than making major marketing mistake.
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COMMERCIALIZATION
Must decide on timing (i.e., when to introduce the product).
Must decide on where to introduce the product (e.g., single location, state, region, nationally, internationally).
Must develop a market rollout plan.
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Source : Mohr, Sengupta, Slater, 2005
CONCLUSION
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NEW-PRODUCT FAILURES
Only 10% of new consumer products are still on the market and profitable after 3 years.
Industrial products failure rate as high as 30%.
Why do products fail?Overestimation of market sizeDesign problems Incorrectly positioned, priced, or advertisedPushed despite poor marketing research
findingsDevelopment costsCompetition
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WHAT ABOUT THIS PROCESS
A response to needs process Mainly transactional Mainly relates on customers evaluation of the
innovation