• Title/Summary/Keyword: New Product Strategy

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Fuzzy and Multi Criteria Decisions for Business Management in Product Design Industries

  • Liao, Shih-Chung
    • The Journal of Industrial Distribution & Business
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    • v.5 no.3
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    • pp.5-14
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    • 2014
  • Purpose - This study illustrates research product industrial engineering, which needs to be promoted to encourage knowledge intensive businesses. Research traditions related to industrial business products and a fuzzy multi criteria decision approach in technology management for product design industries have undergone continuous changes over time. However, there is no clarity on the present situation, and there is a need to reform business enterprises. Research design, data, and methodology - Using fuzzy theory and appraising multi-goal plans, the manner of promoting the competitive advantage of industrial businesses is analyzed using a case study. In the case study, various aspects are examined, such as product design and manufacture, fuzzy set decisions with multi attribute policy making, flaws in the present system, and a review of the related literature. Results - New fuzzy and multi criteria designs can improve the existing keyboard by solving product problems, resulting in a clear and durable typeface for a creative LED keyboard. Conclusion - Using a fuzzy set with multi attribute policy-making influences the achievements appraisal system and can help achieve the anticipated strategy goal of product design.

Datawarehousing Technology as the Basis for Formulation of Database Marketing Strategy (데이터웨어하우징 기술을 이용한 DB 마케팅 전략에 관한 연구)

  • 조재희
    • The Journal of Information Technology and Database
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    • v.6 no.1
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    • pp.103-114
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    • 1999
  • Marketing decision support systems rely on an underlying enterprise information infrastructure. In traditional business situations, a limited number of product lines and markets divided into large chunks were adequately served by existing management information systems. With the advent of an increasingly segmented focus on niche markets and individual customers, the demand for market information has grown exponentially. The practical solutions offered by such data warehousing tools as OLAP and data mining directly address this need, allowing organizations to discover new niches. Marketing decision support systems built on these foundations provide organizations with new avenues for creating specifically targeted marketing strategies and promotional campaigns. The contribution of this article lies in introducing a graphical framework for data warehousing applications. Based on prior research, the framework links data warehousing and database marketing. To illustrate the effectiveness of this approach, three case examples of successful database marketing conclude the paper.

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Methodology to Estimate the Cost of Network Facilities with ABC and its Application (ABC를 활용한 통신 설비 원가 산정 방법론 및 활용 방안)

  • Yoon, Bong-Kyoo;Yang, Won-Seok
    • IE interfaces
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    • v.20 no.3
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    • pp.395-406
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    • 2007
  • In the telecommunication industry, estimation of the cost of network facilities is very important since depreciation cost of the facilities accounts for a large portion of the product cost. Moreover, cost estimation in the industry becomes more difficult because of increasing indirect cost upon digital convergence, expanding multi-purpose facilities, complexity of service product, etc. Nevertheless, not much seem to have been done in improving estimation methodology of the cost of network facilities. As a result, the quality of cost information on network facilities has deteriorated, and now even decision-makers in the industry dismiss the information. Recently, two major telecommunication companies adopted a new network cost estimation method to deal with the issue. In this paper, we study the concept of new cost estimation method and the procedure to develop and apply it. We also suggest the method to carry out the cost allocation using Matlab which is more efficient and time-saving than other commercial cost calculation packages.

Cultivation Marketing and Effect Measurement for Improving Sale and Retention of Additional Service Product of A Mobile Telephone Company (이동통신사의 부가서비스 상품 판매와 유지 증대를 위한 Cultivation 마케팅과 성과측정)

  • Chun, Heui-Ju
    • Korean Management Science Review
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    • v.26 no.3
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    • pp.11-21
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    • 2009
  • In this paper, we proposed some valuable analysis results of cultivation campaign marketing in A mobile telephone company. The cultivation campaign marketing is a new outbound TM campaign strategy composed of 4 steps for new subscribers. During the analyses, attrition rate of A mobile company, outbound TM rejection rate, contact rate/call success rate and additional service attrition rate after subscription are measured as an effect of cultivation campaign. The results showed that there were no statistical significance in improving retention rate between customers experienced 4 step cultivation campaign and control group. However, the cultivation campaign had a better effect on improving response rate and success of selling additional service product of mobile company compared to general selling campaign. This is because cultivation campaign group had been taking care of from subscription time. It is suggested that cultivation campaign had better confined customers more likely to buy additional service to outbound TM for the sake of financial efficiency.

A Study on Characteristics of New Product Preannouncing Strategy (신제품 프리어나운싱의 전략적 특성에 관한 연구)

  • 정헌수
    • Asia Marketing Journal
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    • v.2 no.4
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    • pp.1-12
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    • 2000
  • 대부분의 서구 하이테크 기업들이 "신제품 프리어나운싱 (new product preannouncing)"을 공식적인 신제품 개발, 출시 전략의 일부분으로 채택, 활용하고 있다. 최근 미국 학계에서도 이 분야에 대한 연구관심이 급속히 증가하고 있지만, 한국에서는 신제품 프리어나운싱이라는 개념조차 제대로 알려져 있지 않은 상황이다. 따라서 본 연구는 신제품 프리어나운싱에 대한 개념적 고찰 및 미국에서의 기존 연구 성과를 요약, 제시한다. 이를 통해 한국 하이테크 기업들이 프리어나운싱 전략을 활용, 신제품의 성공가능성을 높이는데 도움을 주고자 하며, 아울러 이 분야에 대한 한국에서의 향후 연구에 실마리를 제공하고자 한다. 본 연구는 먼저 신제품 프리어나운싱의 개념적 특성, 사례 및 신제품 프리어나운싱에 수반되는 혜택 및 위험을 구체적으로 기술한다. 그리고 신제품 프리어나운싱 의사결정과 관련된 개념적 모형도를 개발, 제시하며, 관련된 기존 연구 및 향후 이 분야에서 요구되는 연구내용 들을 요약, 제시한다.

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Perceptional Change of a New Product, DMB Phone

  • Kim, Ju-Young;Ko, Deok-Im
    • Journal of Global Scholars of Marketing Science
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    • v.18 no.3
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    • pp.59-88
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    • 2008
  • Digital Convergence means integration between industry, technology, and contents, and in marketing, it usually comes with creation of new types of product and service under the base of digital technology as digitalization progress in electro-communication industries including telecommunication, home appliance, and computer industries. One can see digital convergence not only in instruments such as PC, AV appliances, cellular phone, but also in contents, network, service that are required in production, modification, distribution, re-production of information. Convergence in contents started around 1990. Convergence in network and service begins as broadcasting and telecommunication integrates and DMB(digital multimedia broadcasting), born in May, 2005 is the symbolic icon in this trend. There are some positive and negative expectations about DMB. The reason why two opposite expectations exist is that DMB does not come out from customer's need but from technology development. Therefore, customers might have hard time to interpret the real meaning of DMB. Time is quite critical to a high tech product, like DMB because another product with same function from different technology can replace the existing product within short period of time. If DMB does not positioning well to customer's mind quickly, another products like Wibro, IPTV, or HSPDA could replace it before it even spreads out. Therefore, positioning strategy is critical for success of DMB product. To make correct positioning strategy, one needs to understand how consumer interprets DMB and how consumer's interpretation can be changed via communication strategy. In this study, we try to investigate how consumer perceives a new product, like DMB and how AD strategy change consumer's perception. More specifically, the paper segment consumers into sub-groups based on their DMB perceptions and compare their characteristics in order to understand how they perceive DMB. And, expose them different printed ADs that have messages guiding consumer think DMB in specific ways, either cellular phone or personal TV. Research Question 1: Segment consumers according to perceptions about DMB and compare characteristics of segmentations. Research Question 2: Compare perceptions about DMB after AD that induces categorization of DMB in direction for each segment. If one understand and predict a direction in which consumer perceive a new product, firm can select target customers easily. We segment consumers according to their perception and analyze characteristics in order to find some variables that can influence perceptions, like prior experience, usage, or habit. And then, marketing people can use this variables to identify target customers and predict their perceptions. If one knows how customer's perception is changed via AD message, communication strategy could be constructed properly. Specially, information from segmented customers helps to develop efficient AD strategy for segment who has prior perception. Research framework consists of two measurements and one treatment, O1 X O2. First observation is for collecting information about consumer's perception and their characteristics. Based on first observation, the paper segment consumers into two groups, one group perceives DMB similar to Cellular phone and the other group perceives DMB similar to TV. And compare characteristics of two segments in order to find reason why they perceive DMB differently. Next, we expose two kinds of AD to subjects. One AD describes DMB as Cellular phone and the other Ad describes DMB as personal TV. When two ADs are exposed to subjects, consumers don't know their prior perception of DMB, in other words, which subject belongs 'similar-to-Cellular phone' segment or 'similar-to-TV' segment? However, we analyze the AD's effect differently for each segment. In research design, final observation is for investigating AD effect. Perception before AD is compared with perception after AD. Comparisons are made for each segment and for each AD. For the segment who perceives DMB similar to TV, AD that describes DMB as cellular phone could change the prior perception. And AD that describes DMB as personal TV, could enforce the prior perception. For data collection, subjects are selected from undergraduate students because they have basic knowledge about most digital equipments and have open attitude about a new product and media. Total number of subjects is 240. In order to measure perception about DMB, we use indirect measurement, comparison with other similar digital products. To select similar digital products, we pre-survey students and then finally select PDA, Car-TV, Cellular Phone, MP3 player, TV, and PSP. Quasi experiment is done at several classes under instructor's allowance. After brief introduction, prior knowledge, awareness, and usage about DMB as well as other digital instruments is asked and their similarities and perceived characteristics are measured. And then, two kinds of manipulated color-printed AD are distributed and similarities and perceived characteristics for DMB are re-measured. Finally purchase intension, AD attitude, manipulation check, and demographic variables are asked. Subjects are given small gift for participation. Stimuli are color-printed advertising. Their actual size is A4 and made after several pre-test from AD professionals and students. As results, consumers are segmented into two subgroups based on their perceptions of DMB. Similarity measure between DMB and cellular phone and similarity measure between DMB and TV are used to classify consumers. If subject whose first measure is less than the second measure, she is classified into segment A and segment A is characterized as they perceive DMB like TV. Otherwise, they are classified as segment B, who perceives DMB like cellular phone. Discriminant analysis on these groups with their characteristics of usage and attitude shows that Segment A knows much about DMB and uses a lot of digital instrument. Segment B, who thinks DMB as cellular phone doesn't know well about DMB and not familiar with other digital instruments. So, consumers with higher knowledge perceive DMB similar to TV because launching DMB advertising lead consumer think DMB as TV. Consumers with less interest on digital products don't know well about DMB AD and then think DMB as cellular phone. In order to investigate perceptions of DMB as well as other digital instruments, we apply Proxscal analysis, Multidimensional Scaling technique at SPSS statistical package. At first step, subjects are presented 21 pairs of 7 digital instruments and evaluate similarity judgments on 7 point scale. And for each segment, their similarity judgments are averaged and similarity matrix is made. Secondly, Proxscal analysis of segment A and B are done. At third stage, get similarity judgment between DMB and other digital instruments after AD exposure. Lastly, similarity judgments of group A-1, A-2, B-1, and B-2 are named as 'after DMB' and put them into matrix made at the first stage. Then apply Proxscal analysis on these matrixes and check the positional difference of DMB and after DMB. The results show that map of segment A, who perceives DMB similar as TV, shows that DMB position closer to TV than to Cellular phone as expected. Map of segment B, who perceive DMB similar as cellular phone shows that DMB position closer to Cellular phone than to TV as expected. Stress value and R-square is acceptable. And, change results after stimuli, manipulated Advertising show that AD makes DMB perception bent toward Cellular phone when Cellular phone-like AD is exposed, and that DMB positioning move towards Car-TV which is more personalized one when TV-like AD is exposed. It is true for both segment, A and B, consistently. Furthermore, the paper apply correspondence analysis to the same data and find almost the same results. The paper answers two main research questions. The first one is that perception about a new product is made mainly from prior experience. And the second one is that AD is effective in changing and enforcing perception. In addition to above, we extend perception change to purchase intention. Purchase intention is high when AD enforces original perception. AD that shows DMB like TV makes worst intention. This paper has limitations and issues to be pursed in near future. Methodologically, current methodology can't provide statistical test on the perceptual change, since classical MDS models, like Proxscal and correspondence analysis are not probability models. So, a new probability MDS model for testing hypothesis about configuration needs to be developed. Next, advertising message needs to be developed more rigorously from theoretical and managerial perspective. Also experimental procedure could be improved for more realistic data collection. For example, web-based experiment and real product stimuli and multimedia presentation could be employed. Or, one can display products together in simulated shop. In addition, demand and social desirability threats of internal validity could influence on the results. In order to handle the threats, results of the model-intended advertising and other "pseudo" advertising could be compared. Furthermore, one can try various level of innovativeness in order to check whether it make any different results (cf. Moon 2006). In addition, if one can create hypothetical product that is really innovative and new for research, it helps to make a vacant impression status and then to study how to form impression in more rigorous way.

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The aims of innovation and innovation strategy as the determinants of firm performance in the service sector (혁신목적과 혁신전략이 서비스 기업의 성과에 미치는 영향에 관한 연구)

  • Park, Da-Hyoun;Park, Sang-Wook
    • Journal of Korean Society for Quality Management
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    • v.38 no.3
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    • pp.363-377
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    • 2010
  • Although the importance of the service sector has been highlighted recently, service innovation remain under-researched by scholars. Innovation research based on manufacturing sector suggests that innovation strategy varies according to the objectives of innovation and has a positive influence on firm performance. To investigate the path that links the objectives of innovation, innovation strategy used and firm performance, this study develops a conceptual model of service innovation from the literature and tests the Structural Equation Model(SEM) using STEPI (Korea's Science and Technology Policy Institute) data. We could identify the causal relationships both between the objectives of innovation and innovation strategy and between innovation strategy and firm performance in service as in manufacturing, but we also found that the results of the empirical study for the service industry, in particular, the empirical results on the relationship between the aims of innovation and innovation strategy used, are quite different from those for manufacturing.

Successful Positioning Strategy of KIA K5 - by understanding market needs - (기아자동차 K5의 포지셔닝 성공사례 - 변화하는 시장을 이해하고 주도하다 -)

  • Seo, Jiyoung;Lee, Doo-Hee;Lee, Jong-Ho;Jeon, Ki Heung
    • Asia Marketing Journal
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    • v.13 no.3
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    • pp.265-274
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    • 2011
  • The objective of this case study is to analyze how effectively KIA K5, which is a leading mid-size car brand, has positioned itself into the mid-size car market. Before KIA launched the K5, Sonata and SM5 were the leading brands in the mid-size car market. They had loyal customers who like their similar images. As many competitors keep launching new brands or new designs into the car industry, Sonata and SM5 were pressured to introduce new versions. But, the YF Sonata and the New SM5 failed to catch up with the new trends in the market. Whilst YF Sonata was perceived as too innovative, the New SM5 was treated as an old car by the target customers of the mid-size car. While the two leading brands struggled to attract customers, KIA K5 found a new market space by identifying and focusing on the lucrative replace and up-grade demand segment and filling the gap between the current product category values and the emerging mid-size car category values. The K5 found the right values that customers need and successfully articulated the values to the customers. This case study illustrates that a successful positioning strategy can be effectively employed to attract customers in the saturated car manufacturing industry. This case can be summarized as the successful positioning strategy of KIA K5 is comprised of four primary pillars: design innovation, market analysis, STP (segmentation, targeting, and positioning), and launch strategy. The KIA K5 case study provides valuable insights and implications for many other companies that are planning to find a proper positioning strategy for their own business.

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Marketing Strategy of New Product for Market Leader: Binggrae Yoplait Case (빙그레 요플레의 시장 선도적 신제품 마케팅전략)

  • Kim, So Young;Jung, Heonsoo;Kim, Youngchan
    • Asia Marketing Journal
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    • v.8 no.3
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    • pp.161-186
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    • 2006
  • Since launching a spoonful yogurt 'Yoplait' for the first time in the nation, Binggrae Co. has established the reputation of the Yoplait brand, and secured its leading position in the yogurt market. This study examined how Binggrae as a market pioneer (in the spoonful yogurt market) or a market follower(in the drinking yogurt market) has developed and responded to the yogurt market in which competition between companies are becoming fierce. Instead of being bound by conventional competition rules, Binggrae was found to have implemented distinctive marketing strategies for new products. That is, providing new values, the company led the market to change the paradigm of competition in the yogurt market. Together with long-term strategic marketing plans to manage the assets of the Yoplait brand, Binggrae Yoplait is required to put continuous efforts into marketing to lead the market.

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A Study on Improvement of a company's R&D Strategy (기업의 기술개발(R&D)중시 전략에 관한 연구)

  • 구현서
    • Journal of the Korea Society of Computer and Information
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    • v.4 no.2
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    • pp.147-154
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    • 1999
  • Research and Development (R&D) departments concentrate their efforts on one of two key types of research: fundamental research to discover new technology, and product development research to determine ways to use new technology or to improve upon already existing technology. Of these two types of research, the first, fundamental research, does not guarantee that successful products will develop. This type of research generally requires the investment of large sums of money without the surety of financial gain. It can, however, greatly enhance a company's image and profit potential if it can then develop a successful product from the fundamental research their scientists and engineers have done. Also, through this type of research, companies can register patents which can result in income from the sale or license of the patented technology or process to other companies. Companies place themselves at financial risk when they delve into fundamental research. For that reason, most companies concentrate their research funds and efforts on the second type of research, product development. For a product to be considered successful the company must realize some sort of benefit such as profit, increased marketshare, market recognition, or any other company-defined benefits. Both types of research require a company's consistent financial investment and planning. As the world market becomes more competitive, only those companies that can produce a product with good quality, competitive pricing, and in a timely manner will thrive. This thesis focuses on issues for developing a successful product through examining a product life cycle, a product portfolio matrix, and reactive and proactive marketing strategies.

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