Unsuccessful Product Launches
Unsuccessful product launches:
Product and brand failures occur on an ongoing basis to varying degrees within most product-based organizations. This is the negative aspect of the development and marketing process. In most cases, this “failure rate” syndrome ends up being a numbers game. There must be some ratio of successful products to each one that ends up being a failure. When this does not happen, the organization is likely to fail, or at least experience financial difficulties that prohibit it from meeting profitability objectives. The primary goal is to learn from product and brand failures so that future product development, design, strategy and implementation will be more successful.
Failures are not necessarily the result of substandard engineering, design or marketing. Based on critic’s definitions, there are hundreds of “bad” movies that have reached “cult status” and financial success while many “good” movies have been box office bombs.
In addition to a faulty concept or product design, some of the most common reasons for product failures typically fall into one or more of these categories:
Tych przykładów chyba nie będziemy wszystkich czytać, bo one będą na slajdach, więc tylko kilka wymienić * High level executive push of an idea that does not fit the targeted market. * Overestimated market size. * Incorrectly positioned product. * Ineffective promotion, including packaging message, which may have used misleading or confusing marketing message about the product, its features, or its use. * Not understanding the target market segment and the branding process that would provide the most value for that segment. * Incorrectly priced—too high and too low. * Excessive research and/or product development costs. * Underestimating or not correctly understanding competitive activity or retaliatory response. * Poor timing of distribution. * Misleading market research that did not accurately reflect the actual
Product and brand failures occur on an ongoing basis to varying degrees within most product-based organizations. This is the negative aspect of the development and marketing process. In most cases, this “failure rate” syndrome ends up being a numbers game. There must be some ratio of successful products to each one that ends up being a failure. When this does not happen, the organization is likely to fail, or at least experience financial difficulties that prohibit it from meeting profitability objectives. The primary goal is to learn from product and brand failures so that future product development, design, strategy and implementation will be more successful.
Failures are not necessarily the result of substandard engineering, design or marketing. Based on critic’s definitions, there are hundreds of “bad” movies that have reached “cult status” and financial success while many “good” movies have been box office bombs.
In addition to a faulty concept or product design, some of the most common reasons for product failures typically fall into one or more of these categories:
Tych przykładów chyba nie będziemy wszystkich czytać, bo one będą na slajdach, więc tylko kilka wymienić * High level executive push of an idea that does not fit the targeted market. * Overestimated market size. * Incorrectly positioned product. * Ineffective promotion, including packaging message, which may have used misleading or confusing marketing message about the product, its features, or its use. * Not understanding the target market segment and the branding process that would provide the most value for that segment. * Incorrectly priced—too high and too low. * Excessive research and/or product development costs. * Underestimating or not correctly understanding competitive activity or retaliatory response. * Poor timing of distribution. * Misleading market research that did not accurately reflect the actual