Journal of Advertising Research. Jun71, Vol. 11 Issue 3, p3-8. 6p. 1 Black and White Photograph, 2 Charts, 4 Graphs.
NEW product development, DECISION making in marketing, INDUSTRIAL productivity, COMMERCIAL products, RAPID prototyping, PRODUCT management, INDUSTRIAL research, RESOURCE management, and BUSINESS enterprises
The article presents a discussion on the problems associated with the improvement of the productivity of new product programs. It states that for more than a decade, other problems associated with new product development have been getting the attention of most marketing and management groups. A key leverage issue in all of this is resource allocation. Companies should focus on productive projects and minimize the effort on projects, which later will be aborted. In this context, the article discusses a program to train and involve marketing people in a process for formal and systematic evaluation of new product projects. Perhaps the most significant accomplishment of the program was that marketing people did become involved and did produce apparently useful information using methods that, although related to their prior experience, were completely new to them. The article states that, at the end of this exercise, however, most of the marketers could visualize how the methods could potentially improve their new product-marketing track record by requiring more careful planning.
CONSUMER behavior, MARKETING, PRODUCT management, COMMERCIAL products, RAPID prototyping, and INDUSTRIAL research
This article discusses the persuasion in advertising. The debate between day-after recall and persuasion has many effects. This raging debate produces some real benefits in that it creates jobs, makes people feel they stand for something, provides for saliency, either individually or organizationally, while offering a forum for venting one's predilections for pontification or writing prose. However, all the debate on recall and persuasion has helped to put into perspective the reality that after-the-fact testing is not scientific, is fraught with many assumptions, and should be used conservatively. No one really believes that a product test score for a new product predicts volume. Nor can a test score for an improvement or cost reduction in a product be traced directly to volume consequences. It may be too much to expect consumers who have been exposed to brands over many years, and who have developed purchase habits, to change their overall disposition based on a single exposure or two, without unrealistically sensitizing them to the measuring technique. Rather, marketers should try to measure specific persuasions that are related to the strategic areas that researchers are trying to affect.