PRODUCT MARKETING FACTORS

Company Products & Services

PRODUCT MARKETING FACTORS

CONTENTS

PRODUCT MARKETING FACTORS

CRITICAL FACTORS + PARAMETERS

It is important to establish the compatibility between the industry and the Product, Marketing, Supplier, Distribution/Customer Interface and Customer factors and parameters in each of the topics investigated in this report.

The Surveys of Suppliers, Distributors and End Users and various other sources have identified a number of critical or potentially critical factors and parameters for the industry. Most of these factors cannot be evaluated on a monetary scale and their measurements are not comparable, thus another mode of analysis and evaluation must be found.

In order to aggregate the separate factors into a single value or coherent series of values, which will indicate areas of concern or potential opportunity, one must convert them into a value scale. This can be done by assigning value points to each critical or potentially critical factor through a scale of judgments which are based on actual past experience of the product, the marketing and the customers concerned. The relative importance of each factor is indicated by the weights assigned. A factor's rating value is multiplied by its weight to yield its critical value.

Obviously such an analysis can assist companies in evaluating both areas which might produce problems for the marketing of the product and also areas of opportunity which may be exploited when marketing or distributing product in each of the countries concerned.

The techniques used here are very similar to those used in new product evaluation and screening, indeed subscribers to this report frequently use the weighting and conclusions found here when evaluating new products and markets. The main purpose of these analyses are of course to attempt to provide a rational and objective basis with which to compare and evaluate the factors and parameters critical to the provision of product in the countries covered.

The basis of the analysis is the use of value judgments to assign the rating value. This is done through a scale:-

(Readers wishing to apply this analysis to their own products and markets should amend both the Value scale and the Weight to suit their own product. It should be remembered that once a company has decided upon a Value scale and a Weight scale this should be retained and not changed for other products. This is because it is important to be able to relate one product or market opportunity to another and thus scales must remain constant if a valid comparison is to be made. Subscribers wishing to undertake such analyses will find in the rear of this report a blank set of analysis forms which may be photocopied and used when evaluating current or new products or markets ).

In addition to the scale of value judgments the results are applied to a standard weighting (=) for each factor and parameter. These weights are based on past experience of the product and the marketing environment in relation to the individual factors and parameters analyzed.

The Value judgments are multiplied by the Weights to give the cell value, thus:-

   Value x Weight = Cell value

For example,

   80 x 1.1 = 88

The figures given in the tables below are individual "VALUE" and "WEIGHT" figures for the cell and are not the calculated "CELL VALUES". This calculation should be done by the reader.

The evaluation of any particular critical factor or parameter of corporate activity will allow readers to gain an insight into the problems and opportunities of the industry and the market.

 

CRITICAL FACTORS + PARAMETERS

CF1 – CF1A  CRITICAL FACTORS

 

PRODUCT - CRITICAL FACTORS + PARAMETERS

CF1 – CF1P  PRODUCT - CRITICAL FACTORS+ PARAMETERS

 

PRODUCT CRITICAL FACTORS + PARAMETERS

CF2 – CFP  PRODUCT - CRITICAL FACTOR+ PARAMETERS

 

TRADE CELL - CRITICAL FACTORS + PARAMETERS

CF1 – CF1T  TRADE CELL - CRITICAL FACTOR+ PARAMETERS

 

TRADE CELL CRITICAL FACTORS + PARAMETERS

CF3 – CFT  TRADE CELL - CRITICAL FACTOR + PARAMETERS

 

OPERATIONS - CRITICAL FACTORS + PARAMETERS

CF1 – CF1O  OPERATIONS - CRITICAL FACTOR+ PARAMETERS

 

OPERATIONS CRITICAL FACTORS + PARAMETERS

CF4 – CFO  OPERATIONS - CRITICAL FACTOR+ PARAMETERS

 

COMPETITORS - CRITICAL FACTORS + PARAMETERS

CF1 – CF1C  COMPETITORS - CRITICAL FACTOR+ PARAMETERS

 

COMPETITOR CRITICAL FACTORS + PARAMETERS

CF5 - CFC  COMPETITORS - CRITICAL FACTOR+ PARAMETERS

 

MAJOR CITY - CRITICAL FACTORS + PARAMETERS

CF1 – CF1B  MAJOR CITY - CRITICAL FACTOR+ PARAMETERS

 

MAJOR CITY CRITICAL FACTORS + PARAMETERS

CFB  MAJOR CITY - CRITICAL FACTOR+ PARAMETERS

 Critical Factors Definitions

MARKET & PRODUCT SEGMENTATION

It is suggested that the reader consider the following Product and Market Segmentations for the industry products and services. These segmentations will help the companies in the marketplace to increase the attractiveness of their Company products and thereby assist market penetration.

1. MARKET SEGMENTATION THROUGH PRICING - LOWER PRICE: In countries where there is demand for a Company product at a price lower than the average retail price it may be possible for companies to offer product End Users a lower (or discount) priced product, probably under a separate brand name, in order to cover the market sector. The attractiveness of such segmentation would obviously depend on company marginal costs in relation to the probable marginal revenue which may be generated.

2. MARKET SEGMENTATION THROUGH PRICING - HIGHER PRICE: In some countries a higher than average price may be associated with better delivery, services, et cetera, and it may be possible for companies to capitalize on this by offering product End Users higher priced products, probably under a separate brand name, in order to cover such market sectors. Obviously it is usually necessary to provide customers with some tangible benefit in return for a higher price. This benefit may be priority delivery and service, better back-up services, et cetera.

3. PRODUCT SEGMENTATION THROUGH QUALITY - HIGHER QUALITY: Product segmentation through the provision of better quality products is common in most markets. The degree of quality segmentation and its acceptance depends on individual national markets, the prevailing circumstances within that market and the general situation in regard to Company products and services.

4. PRODUCT SEGMENTATION THROUGH - LOWER QUALITY: Product segmentation through the downward variation of Company product quality is also possible. Certain markets and market sectors will be attracted to a down-market product if a reduced price is the benefit.

5. MARKET SEGMENTATION THROUGH AVAILABILITY - GREATER AVAILABILITY: Often national markets or market sectors will be willing to pay a higher product End User price for greater availability. End users in certain markets (with a limited supplier base) will inevitably have difficulty in obtaining supplies and in these markets it will be possible for companies to offer greater availability of Company products and in return charge a price premium.

6. MARKET SEGMENTATION THROUGH AVAILABILITY - REDUCED AVAILABILITY: Frequently national markets or market sectors will be attracted by discounted product End User price for reduced availability. Some buyers will be able to hold high stock and inventory levels and in these circumstances will be attracted to obtaining a price discount for reduced product availability through less frequent delivery and ordering.

7. PRODUCT SEGMENTATION THROUGH PERFORMANCE VARIANCES: Specialist market sectors and end user application sectors will often have differing needs in terms of Company product performance and it will be possible for companies to exploit this and thereby segment the market. The need for product Performance segmentation of this sort will depend on the complexity of the national market in question, the broadness of the end user sectors and the variability of the applications in which products are being used. Better product performance will command a price premium and vice versa.

8. PRODUCT SEGMENTATION THROUGH TECHNOLOGICAL + TECHNICAL FACTORS: Particular end user application sectors will have differing needs in terms of Company product technology and it will be possible for companies to exploit this and thereby segment the market. The need for product Technological and Technical segmentation of this sort will depend on the needs of the national market in question, the end user application sectors and the various national technical standards for Company products. Better product technology or technically superior products will command a price premium and vice versa.

9. PRODUCT SEGMENTATION THROUGH WARRANTY VARIANCES: Many market sectors and end user application sectors will have differing needs in terms of Company product warranty and it will be possible for companies to use this to segment the market. The need for product warranty segmentation of this sort will depend on the circumstances of the national market in question, the warranty needs and expectations of the end user sectors and the sort of applications in which Company products are being used. Better product warranty, periods of warranty or warranty terms will command a price premium and vice versa.

10. PRODUCT SEGMENTATION THROUGH SERVICE FACTOR VARIANCES: Certain market sectors and end user application sectors will have differing needs in terms of Company product services (in terms of technical, advisory, after-sales and other related services) and it will be possible for companies to thereby segment the market. Service factor segmentation of this sort will depend on the perceptions of the national market in question, the service needs and expectations of the end user sectors and the sort of applications in which Company products are being used. Better services or terms of service will command a price premium and vice versa.

11. PRODUCT SEGMENTATION THROUGH PRODUCT FRAGMENTATION: Specialist market sectors and end user application sectors will sometimes be attracted by the Fragmentation of Company products offered in terms of physical variations of the product, the provision of products which allow for the possibility of end users adding value or undertaking some of the production process and it may be possible for companies to thereby segment the market. Product Fragmentation of this sort will depend on the capabilities and capacities of the end users in question, the product needs and expectations of the end user sectors and the sort of applications in which Company products are being used.

12. MARKET SEGMENTATION THROUGH CONVENIENCE FACTORS: Certain national markets or market sectors will be willing to pay a higher product End User price for the so called 'Convenience Factors'. End users in certain markets will inevitably find difficulty and inconvenience with product suppliers and supplies and in these markets it will be possible for companies to offer better convenience in terms of ordering procedures, order processing, credit period offered, delivery services and frequency, et cetera of Company products and in return charge a price premium.

13. MARKET SEGMENTATION THROUGH DISTRIBUTION FACTORS: Sometimes geographically particular national markets or market sectors will be willing to pay a higher product End User price for better product distribution factors. End users in certain markets will inevitably have difficulty in product distribution factors and in these markets it will be possible for companies to offer better distribution (both geographic and in terms of distribution frequency, et cetera) of Company products and in return charge a price premium.

14. MARKET SEGMENTATION THROUGH CUSTOMER FACTORS: Frequently certain national markets or market sectors will be willing to pay a higher product End User price for better or improved customer factors. End users in certain markets will be willing to pay for better customer servicing through the provision of up-market or otherwise unique customer services and thus it may be possible for companies to offer these customer services and in return charge a price premium.

15. MARKET SEGMENTATION THROUGH PSYCHOGRAPHICS: Some national markets or market sectors will be effected and thereby segmented through certain Psychographic factors. End users in certain markets will have certain perceptions and attitudes unique to that market. For instance, an example of Psychographics is the phenomenon of product chauvinism whereby end users in certain national markets will usually give preference to products produced in their own country. This factor usually represents a problem, but can also be an area of potential opportunity for astute suppliers to exploit.

16. MARKET SEGMENTATION THROUGH BRANDING: National markets or market sectors can be further segmented by the introduction of Company product branding in order to achieve pricing differentials or other tactical marketing objectives. Different end users will inevitably have differing perceptions, attitudes and needs and in these circumstances it will be possible for companies to offer Company product branding and thereby ensure a more effective market and product segmentation without unduly affecting existing Company products and services.

17. MARKET SEGMENTATION THROUGH MULTI-BRANDING: Multi-branding is a vehicle whereby a supplier can introduce even more market segmentation and also increase or improve the distribution set-up through allowing the multiple branding of products. In certain markets this will be a very effective way to cater for a broad range of end users, market or application sectors.

18. MARKET SEGMENTATION THROUGH MARKET STRETCHING: Market Stretching can often extend coverage to new markets or market sectors by the introduction of Company product changes in order to achieve product variations or differentials. Different end users will inevitably have differing perceptions, attitudes and needs and in these circumstances it will be possible for companies to offer Company product variations and thereby attract purchasers from new markets. This will not unduly affecting existing Company products and services.

 

PRODUCT + MARKET SEGMENTATION

SG2 – SGP  PRODUCT + MARKET SEGMENTATION

 

TRADE CELL - PRODUCT + MARKET SEGMENTATION

SG3 – SGT  TRADE CELL - PRODUCT + MARKET SEGMENTATION 

 

OPERATIONS - PRODUCT + MARKET SEGMENTATION

SG4 – SGO  OPERATIONS - PRODUCT + MARKET SEGMENTATION

 

COMPETITOR - PRODUCT + MARKET SEGMENTATION

SG5 – SGC  COMPETITOR - PRODUCT + MARKET SEGMENTATION

 

MAJOR CITY - PRODUCT + MARKET SEGMENTATION

SGB  MAJOR CITY - PRODUCT + MARKET SEGMENTATION 

 Segmentation Definitions

PRODUCT LAUNCH FACTORS

The data given below is based on actual research into the industry launches in the countries covered. Product launches include actual new products as well as product or technology innovations and product substitutions.


ADOPTION RATES:

Product Launch Adoption Rates were identified during the Surveys of End Users in the countries covered. Adoption rate is the term used to denote the likely level of End Users adoption of new products and services of product. Thus when interviewed a percentage of End Users stated that they were "likely" or "very likely" to purchase (i.e. adopt) new product if introduced to the market. This percentage forms the Adoption Rate.


CONVERSION RATIOS:

In addition to the Adoption Rates, it is also necessary to analyze the Conversion Ratio, i.e. the ratio at which potential new product adopters are converted into buyers.

Not all End Users who stated that they were likely to adopt new products will actually do so; thus this ratio is dependent on all the marketing factors e.g. the distribution channel, numbers of Distributors, sales promotion factors, et cetera, as isolated in the following pages on product launches. These ratios are based on past experience of product launches.

In conjunction with the Product Launch Adoption Rates one can use the Conversion Ratio to determine the actual level of likely Product Launch sales.

Thus the following calculation will provide the likely level of sales at Product Launch:-

where,

PLS	=	Product Launch Sales
U	=	Total Universe
AR	=	Adoption Rate
CR	=	Conversion Ratio

THE RATIOS GIVEN ARE 1:X

SALES GROWTH:

It is possible to isolate likely sales growth data for products. The percentages given below are the likely average annual sales growth for products product launches in the countries concerned. The data is based on current and forecasted economic conditions.

PRODUCT LAUNCH DATA:

In addition to the normal or usual industry costs, during the launch of a product greater costs are experienced. These costs are shown separately in the following tables.

It is possible to isolate these costs based on past experience of product launches.

 

PRODUCT LAUNCH FACTORS - PRODUCTS

PL2 – PLP  PRODUCT LAUNCH

 

PRODUCT LAUNCH FACTORS - TRADE CELL

PL3 – PLT  PRODUCT LAUNCH FACTORS - TRADE CELL

 

PRODUCT LAUNCH FACTORS - OPERATIONS

PL4 – PLO  PRODUCT LAUNCH FACTORS - OPERATIONS

 

PRODUCT LAUNCH FACTORS - COMPETITOR

PL5 - PLC  PRODUCT LAUNCH FACTORS - COMPETITOR

 

PRODUCT LAUNCH FACTORS

PLA  PRODUCT LAUNCH FACTORS

 

PRODUCT LAUNCH FACTORS - MAJOR CITY

PLB  PRODUCT LAUNCH FACTORS - MAJOR CITY

 Product Launch Definitions

MARKETING COSTS

This section covers product industry costs under the following component headings:-


1. SALES & SELLING COSTS
The table below gives the average sales and selling costs ( as a % of Turnover OR MSP) for products. These costs include sales personnel.


2. DISTRIBUTION COSTS
The table below gives the average distribution costs ( as a % of Turnover or MSP ) for products. Distribution Costs also include PHYSICAL Handling, Processing and other related costs, but exclude order administration or accounts processing or handling costs.

3. ADVERTISING COSTS
The following table provides average ADVERTISING costs ( as a % of Turnover or MSP ) for products. Advertising Costs include all promotional expenditure, but excludes cost of sales personnel (i.e. retail, missionary or other sales personnel).


4. AFTER-SALES COSTS
The following table provides average AFTER-SALES costs ( as a % of Turnover or MSP ) for products. After-Sales Costs include all costs incurred after the point of sale (excluding credit and collection costs) which are not chargeable to, or recoupable from, the customer. These costs also include goodwill items such as after-sales visits to distributors or customers.


AFTER-SALES COSTS & WARRANTY COSTS
The table covering average AFTER-SALES costs ( as a % of Turnover or MSP ) for products also covers WARRANTY COSTS. These costs include all costs incurred after the point of sale (excluding credit and collection costs) which are not chargeable to, or recoupable from, the customer. These costs also include goodwill items such as after-sales visits to distributors or customers.

Warranty Costs are composed:-

1.	The ITEM COST, i.e. the actual costs of replacing the faulty or reject product
2.	The COST FACTOR, i.e. the administrative, handling, marketing and other costs involved in handling returns, rejects and warranties.
3.	The WARRANTY COST, i.e. the total cost of warranties. This is the figure given below.
4.	TOTAL AFTER-SALES COSTS

The following table provides average marketing costs ( as a % of MSP ) for products.

NOTES: The costs isolated below represent the industry average and cover the costs of companies in the industry, as well as subsidiaries and other marketing companies or organizations in each of the countries concerned.

The figures given indicate an annual average by year on market and should not be confused with the product launch figures given. The definitions for these sets of figures are not directly comparable.

MSP: Denotes the Suppliers, Manufacturers or Producers Selling Price or, in the case of non-manufacturing sales and services, the overall turnover.

 

PRODUCT MARKETING FINANCIAL DATA

F_H - FIN_MKTG.HTM  HISTORIC MARKETING DATA 

FPL - FINAMKTG.HTM  PRODUCT LAUNCH MARKETING DATA 

IPL FINBMKTG.HTM  PRODUCT LAUNCH MARKETING RATIOS  

FIN_DEFI.HTM FINANCIAL DEFINITIONS

HISTORIC FINANCIAL DATA
THE INDUSTRY

F_H - FIN_HIST.HTM   HISTORIC FINANCIAL DATA

 Financial Definitions

PRODUCT MARKETING FINANCIAL SCENARIOS
THE INDUSTRY
FINANCIAL DATA FORECAST

PRODUCT MARKETING FINANCIAL BALANCE SHEET FORECASTS

The PRODUCT MARKETING FINANCIAL SCENARIOS BALANCE SHEET FORECASTS section gives a series of Balance Sheet Forecasts for the industry using a number of assumptions relating to the marketing decisions available to the management of the industry.

The Balance sheet forecast given shows the effects of marketing changes or improvements which management is likely to recommend:

PRODUCT MARKETING FINANCIAL SCENARIOS

- Base Forecast : Median Market Scenario

- Marketing Expenditure
- New Product Development
- Market Segmentation
- Distribution Channel Improvement
- Price Cutting Effect
- Price Increase Effect
- Quality Improvement
- Target Markets Development
- Product Branding + Multi-branding Investment
- New Product & New Technology Cost Scenarios
- Product Quality Improvement
- Customer Handling Improvements

Managers in the industry will, in both the short-term and the long-term, have vital decisions to make regarding the marketing improvements, margins and profitability and these decisions will need to be evaluated in light of the customers, markets, competitors, products, industry and internal factors. The scenarios given isolate a number of the most important factors and provide balance sheet forecasts for each of the scenarios.

The data provides a short and medium term forecast covering the next 6 years for each of the Forecast Financial and Operational items. The Financial and Operational Data sections show each of the items listed below in terms of forecast data and covers a period of the next 6 years.

Base Forecast : Median Market Scenario

F0M|     MEDIAN  FORECAST : Financials

G0M|     MEDIAN  FORECAST : Margins & Ratios

Marketing Expenditure

F01|     MARKETING EXPENDITURE : Financials

G01|     MARKETING EXPENDITURE : Margins & Ratios

New Product Development

F02|     NEW PRODUCT DEVELOPMENT : Financials

G02|     NEW PRODUCT DEVELOPMENT : Margins & Ratios

Market Segmentation

F03|     MARKET SEGMENTATION : Financials

G03|     MARKET SEGMENTATION : Margins & Ratios

Distribution Channel Improvement

F06|     DISTRIBUTION CHANNEL IMPROVEMENT : Financials

G06|     DISTRIBUTION CHANNEL IMPROVEMENT : Margins & Ratios

Price Cutting Effect

F08|     SHORT-TERM PRICE CUTTING EFFECT : Financials

G08|     SHORT-TERM PRICE CUTTING EFFECT : Margins & Ratios

Price Increase Effect

F09|     SHORT-TERM PRICE INCREASE EFFECT : Financials

G09|     SHORT-TERM PRICE INCREASE EFFECT : Margins & Ratios

Quality Improvement

F10|     QUALITY IMPROVEMENT : Financials

G10|     QUALITY IMPROVEMENT : Margins & Ratios

Target Markets Development

F41|     TARGET MARKETS DEVELOPMENT : Financials

G41|     TARGET MARKETS DEVELOPMENT : Margins & Ratios

Product Branding + Multi-branding Investment

F44|     PRODUCT BRANDING + MULTI-BRANDING INVESTMENT : Financials

G44|     PRODUCT BRANDING + MULTI-BRANDING INVESTMENT : Margins & Ratios

New Product & New Technology Cost Scenarios

F55|     NEW PRODUCT & NEW TECHNOLOGY COST SCENARIOS : Financials

G55|     NEW PRODUCT & NEW TECHNOLOGY COST SCENARIOS : Margins & Ratios

Product Quality Improvement

F71|     PRODUCT QUALITY IMPROVEMENT : Financials

G71|     PRODUCT QUALITY IMPROVEMENT : Margins & Ratios

Customer Handling Improvements

F72|     CUSTOMER HANDLING IMPROVEMENTS : Financials

G72|     CUSTOMER HANDLING IMPROVEMENTS : Margins & Ratios

FIN_DEFI.HTM Financial Definitions

INDEX

ACQUISITION COSTS - PURCHASE PRICE - PRODUCT COSTS, 6, 9, 12, 15
ADOPTION RATES, 22
ADOPTION RATES : NEW PRODUCTS, 23, 26, 29, 32
ADOPTION RATES : PRODUCT REVISIONS, 23, 26, 29, 32
ADVERTISING COSTS, 36
ADVERTISING COSTS FORECAST, 38
ADVERTISING POSTURE & ADVERTISING COSTS, 4, 7, 10, 13
AFTER-SALES COSTS, 36
AFTER-SALES COSTS FORECAST, 38
AFTER-SALES SERVICING / REQUIREMENTS / COSTS, 4, 7, 10, 13
ALTERNATIVE SUPPLIERS / PRODUCER BASE, 5, 8, 11, 14
AREA/S SERVICED AND GEOGRAPHIC COVERAGE, 5, 8, 11, 14

Balance Sheet Base Forecast : Median Market Scenario, 48
Balance Sheet Customer Handling Improvements, 96
Balance Sheet Distribution Channel Improvement, 64
Balance Sheet Historic, 42
Balance Sheet Market Segmentation, 60
Balance Sheet Marketing Expenditure, 52
Balance Sheet New Product Development, 56
Balance Sheet New Product & New Technology Cost, 88
Balance Sheet Price Cutting Effect, 68
Balance Sheet Price Increase Effect, 72
Balance Sheet Product Branding + Multi-branding, 84
Balance Sheet Product Quality Improvement, 92
Balance Sheet Quality Improvement, 76
Balance Sheet Target Markets Development, 80
BRANDING, 18, 19, 20, 21

CAPITAL REQUIREMENT OF DISTRIBUTION CHANNEL, 5, 8, 11, 14
CAPTIVE CUSTOMER BASE / CUSTOMERS HANDLED, 5, 8, 11, 14
CASH-FLOW REQUIREMENT OF DISTRIBUTION CHANNEL, 5, 8, 11, 14
COMMITMENT TO OTHER PRODUCERS & SUPPLIERS, 5, 8, 11, 14
COMMITMENT/CAPACITY OF OTHER SUPPLIERS, 5, 8, 11, 14
COMPETITION / COMPETITOR AGGRESSIVENESS & POSTURE, 4, 7, 10, 13
CONDITIONS OF SALE / TERMS OF TRADING, 5, 8, 11, 14
CONVENIENCE FACTORS, 18, 19, 20, 21
CONVERSION RATIOS, 22
CONVERSION RATIOS : NEW PRODUCTS, 24, 27, 30, 33
CONVERSION RATIOS : PRODUCT REVISIONS, 24, 27, 30, 33
Costs & Margins Historic, 43
CRITICAL FACTORS + PARAMETERS, 1, 3
CUSTOMER AWARENESS, 6, 9, 12, 15
CUSTOMER FACTORS, 18, 19, 20, 21

DEPENDENCE ON SUB-CONTRACTORS / INPUT MATERIALS, 5, 8, 11, 14
DISTRIBUTION FACILITIES & MANPOWER AVAILABILITY, 5, 8, 11, 14
DISTRIBUTION FACTORS, 18, 19, 20, 21
DISTRIBUTION + HANDLING COSTS, 36
DISTRIBUTION + HANDLING COSTS FORECAST, 38

ECONOMIES OF SCALE / OWN BUYING INFLUENCE, 5, 8, 11, 14

Financial data definitions, 101
Financial forecast notes, 40, 46
Financial Ratios Base Forecast : Median Market, 50
Financial Ratios Customer Handling Improvements, 98
Financial Ratios Distribution Channel Improvement, 66
Financial Ratios Market Segmentation, 62
Financial Ratios Marketing Expenditure, 54
Financial Ratios New Product Development, 58
Financial Ratios New Product & New Technology Cost, 90
Financial Ratios Price Cutting Effect, 70
Financial Ratios Price Increase Effect, 74
Financial Ratios Product Branding + Multi-branding, 86
Financial Ratios Product Quality Improvement, 94
Financial Ratios Quality Improvement, 78
Financial Ratios Target Markets Development, 82
Financial Ratios & Margins Historic, 44

GREATER AVAILABILITY, 18, 19, 20, 21

HIGHER QUALITY, 18, 19, 20, 21
HISTORIC FINANCIAL DATA, 41
HISTORIC MARKETING COST RATIOS & MARGINS, 37
HISTORIC MARKETING COSTS & MARGINS, 36

LONGEVITY / PRODUCT LIFE, 4, 7, 10, 13
LOWER QUALITY, 18, 19, 20, 21

MARGINS / ADDED VALUE, 5, 8, 11, 14
MARKET SHARE / RELATIVE MARKET SHARES, 4, 7, 10, 13
MARKET STRETCHING, 18, 19, 20, 21
MARKET & PRODUCT SEGMENTATION, 16
MARKETING COSTS, 35, 37
MARKETING COSTS FORECAST, 38
MARKETING FACTORS FORECAST, 39
MARKETING MARGINS + RATIOS FORECAST, 39
MARKETING OPERATIONAL RATIOS, 37
MARKETING OPERATIONAL RATIOS FORECAST, 39
MARKETING RATIO, 37
MARKETING RATIOS FORECAST, 39
MULTI-BRANDING, 18, 19, 20, 21

OPERATING CRITERIA / PRODUCT OPERATION OR USAGE, 4, 7, 10, 13
Operational Costs Base Forecast : Median Market, 49
Operational Costs Customer Handling Improvements, 97
Operational Costs Distribution Channel Improvement, 65
Operational Costs Market Segmentation, 61
Operational Costs Marketing Expenditure, 53
Operational Costs New Product Development, 57
Operational Costs New Product & New Technology Cost, 89
Operational Costs Price Cutting Effect, 69
Operational Costs Price Increase Effect, 73
Operational Costs Product Branding + Multi-branding, 85
Operational Costs Product Quality Improvement, 93
Operational Costs Quality Improvement, 77
Operational Costs Target Markets Development, 81
Operational Margins Base Forecast : Median Market, 51
Operational Margins Customer Handling Improvements, 99
Operational Margins Distribution Channel Improvements, 67
Operational Margins Market Segmentation, 63
Operational Margins Marketing Expenditure, 55
Operational Margins New Product Development, 59
Operational Margins New Product & New Technology Costs, 91
Operational Margins Price Cutting Effect, 71
Operational Margins Price Increase Effect, 75
Operational Margins Product Branding + Multi-branding, 87
Operational Margins Product Quality Improvement, 95
Operational Margins Quality Improvement, 79
Operational Margins Target Markets Development, 83
Operational Ratios & Margins Historic, 45
OTHER PROCESS / PRODUCTION CAPACITY, 5, 8, 11, 14

PERFORMANCE VARIANCES, 18, 19, 20, 21
PERFORMANCE / PRODUCT EFFICIENCY + INTEGRITY, 4, 7, 10, 13
POTENTIAL FIRST YEAR GROWTH : NEW PRODUCTS, 25, 28, 31, 34
POTENTIAL FIRST YEAR GROWTH : PRODUCT REVISIONS, 25, 28, 31, 34
PRICE & PRICING ADVANTAGES AMONGST SUPPLIERS, 5, 8, 11, 14
PRICES AT END USER / RETAIL SALE PRICE, 4, 7, 10, 13
PRICES AT PRODUCERS SALE PRICE, 4, 7, 10, 13
PRICING - HIGHER PRICE, 18, 19, 20, 21
PRICING - LOWER PRICE, 18, 19, 20, 21
PROCESS / PRODUCTION FACILITIES & CAPACITY, 5, 8, 11, 14
PRODUCT CRITERIA / PRODUCT PARAMETERS, 4, 7, 10, 13
PRODUCT DESIGN / DESIGNER FACTORS / PRODUCT SPECIFICATIONS, 4, 7, 10, 13
PRODUCT FRAGMENTATION, 18, 19, 20, 21
PRODUCT LAUNCH DATA, 22
PRODUCT LAUNCH FACTORS, 22
PRODUCT LAUNCH FACTORS - COMPETITOR, 32, 33, 34
PRODUCT LAUNCH FACTORS - OPERATIONS, 29, 30, 31
PRODUCT LAUNCH FACTORS - PRODUCTS, 23, 24, 25
PRODUCT LAUNCH FACTORS - TRADE CELL, 26, 27, 28
PRODUCT LIFE CYCLE / PRODUCT OBSOLESCENCE, 4, 7, 10, 13
PRODUCT MARKETING FACTORS, 1
PRODUCT MARKETING FINANCIAL SCENARIOS FORECASTS, 47
PRODUCT PURCHASE BACKGROUND / PAST PURCHASES, 6, 9, 12, 15
PRODUCT QUALITY / QUALITY APPROVALS, 4, 7, 10, 13
PRODUCTION CAPACITY / FLEXIBILITY OF PLANT, 5, 8, 11, 14
PROFIT RATIOS, 37
PROFIT RATIOS FORECAST, 39
PROPENSITY TO CONSUME / DEMAND FACTORS, 6, 9, 12, 15
PSYCHOGRAPHICS, 18, 19, 20, 21
PURCHASING CRITERIA - ECONOMICAL FACTORS, 6, 9, 12, 15
PURCHASING CRITERIA - MOTIVATIONAL FACTORS, 6, 9, 12, 15

R & D COSTS / DEVELOPMENT COSTS / CUSTOMIZATION, 4, 7, 10, 13
REDUCED AVAILABILITY, 18, 19, 20, 21
RELIABILITY / PRODUCT FAILURE / PRODUCT DEFECTS, 4, 7, 10, 13

SALES COSTS, 36
SALES COSTS FORECAST, 38
SALES GROWTH, 22
SALES PROMOTION & SALES COSTS, 4, 7, 10, 13
SALES PROMOTION / ADVERTISING / SALESFORCE, 5, 8, 11, 14
SALES VOLUMES / TURNOVER REQUIRED, 5, 8, 11, 14
SEASONALITY / CYCLICAL DEMAND / DEMAND FLUCTUATION, 4, 7, 10, 13
SENSITIVITY TO ECONOMIC CONDITIONS & RECESSIONS, 4, 7, 10, 13
SERVICE FACTORS VARIANCES, 18, 19, 20, 21
STOCK AVAILABILITY / LEAD-TIMES / DELIVERY, 4, 7, 10, 13
SYNERGY WITH EXISTING PRODUCTS & CUSTOMER BASE, 5, 8, 11, 14

TECHNICAL ASPECTS / TECHNICAL DEVELOPMENT/SUCCESS, 4, 7, 10, 13
TECHNICAL CAPABILITIES / NEW PRODUCT DEVELOPMENTS, 5, 8, 11, 14
TECHNICAL/MARKETING CAPABILITIES & CAPACITY, 5, 8, 11, 14
TECHNOLOGICAL APTITUDE / TECHNOLOGICAL INNOVATIONS, 5, 8, 11, 14
TECHNOLOGICAL & TECHNICAL FACTORS, 18, 19, 20, 21
TECHNOLOGY / TECHNOLOGY FACTORS & DEVELOPMENT, 4, 7, 10, 13
TOTAL MARKETING COSTS, 36
TOTAL MARKETING COSTS FORECAST, 38

WAREHOUSING / HANDLING / DISTRIBUTION COSTS, 4, 7, 10, 13
WARRANTY VARIANCES, 18, 19, 20, 21

CONTENTS

ADOPTION RATES
Base Forecast : Median Market Scenario
COMPETITOR - PRODUCT + MARKET SEGMENTATION
COMPETITOR CRITICAL FACTORS + PARAMETERS
CONVERSION RATIOS
CRITICAL FACTORS + PARAMETERS
CRITICAL FACTORS + PARAMETERS
Customer Handling Improvements
Distribution Channel Improvement
HISTORIC FINANCIAL DATA
MARKET & PRODUCT SEGMENTATION
Market Segmentation
Marketing Costs during Product Launch
MARKETING COSTS
Marketing Expenditure
New Product & New Technology Cost Scenarios
New Product Development
OPERATIONS - PRODUCT + MARKET SEGMENTATION
OPERATIONS CRITICAL FACTORS + PARAMETERS
Price Cutting Effect
Price Increase Effect
PRODUCT + MARKET SEGMENTATION
Product Branding + Multi-branding Investment
PRODUCT CRITICAL FACTORS + PARAMETERS
PRODUCT LAUNCH DATA
PRODUCT LAUNCH FACTORS - COMPETITOR
PRODUCT LAUNCH FACTORS - OPERATIONS
PRODUCT LAUNCH FACTORS - PRODUCTS
PRODUCT LAUNCH FACTORS - TRADE CELL
PRODUCT LAUNCH FACTORS
PRODUCT MARKETING FACTORS
PRODUCT MARKETING FINANCIAL SCENARIOS FORECASTS
Product Quality Improvement
Quality Improvement
SALES GROWTH
Target Markets Development
TRADE CELL - PRODUCT + MARKET SEGMENTATION

PRODUCT MARKETING FACTORS
CRITICAL FACTORS + PARAMETERS
MARKET & PRODUCT SEGMENTATION
PRODUCT LAUNCH FACTORS
ADOPTION RATES
CONVERSION RATIOS
SALES GROWTH
PRODUCT LAUNCH DATA
MARKETING COSTS
HISTORIC FINANCIAL DATA
PRODUCT MARKETING FINANCIAL SCENARIOS FORECASTS
CRITICAL FACTORS + PARAMETERS
PRODUCT CRITICAL FACTORS + PARAMETERS
TRADE CELL CRITICAL FACTORS + PARAMETERS
OPERATIONS CRITICAL FACTORS + PARAMETERS
COMPETITOR CRITICAL FACTORS + PARAMETERS
PRODUCT + MARKET SEGMENTATION
TRADE CELL - PRODUCT + MARKET SEGMENTATION
OPERATIONS - PRODUCT + MARKET SEGMENTATION
COMPETITOR - PRODUCT + MARKET SEGMENTATION
PRODUCT LAUNCH FACTORS - PRODUCTS
PRODUCT LAUNCH FACTORS - TRADE CELL
PRODUCT LAUNCH FACTORS - OPERATIONS
PRODUCT LAUNCH FACTORS - COMPETITOR
Marketing Costs during Product Launch
Base Forecast : Median Market Scenario
Marketing Expenditure
New Product Development
Market Segmentation
Distribution Channel Improvement
Price Cutting Effect
Price Increase Effect
Quality Improvement
Target Markets Development
Product Branding + Multi-branding Investment
New Product & New Technology Cost Scenarios
Product Quality Improvement
Customer Handling Improvements