全球產品和品牌.pptVIP

印度的Suzlon Energy Suzlon Energy的成功闡明一個重點：產品──與其相關企業及品牌──可說是公司行銷方案最關鍵的要素，且是公司價值不可或缺的要素 Suzlon Energy的課題 一具由Suzlon製造、John Deere Wind Energy公司投資的渦輪片破裂，並毀損一座高塔，引起大眾對其產品品質的注意 Suzlon宣布強化或更換1,251座渦輪片，而這幾乎是該公司在美國銷售數量的全部 當Suzlon為產品的可靠度與耐久度問題忙得焦頭爛額之際，又爆發其他的產品研發問題 Suzlon Energy的課題 Suzlon內部研究與技術更新並未跟上客戶需求 一個曾經以快速創新與設計改變為豪的公司能否一直領先其他競爭者？或是這家公司會因不受歡迎的公眾形象而遭受損失？ * The starting point for an effective worldwide new-product program is an information system that seeks new-product ideas from all potentially useful sources and channels these ideas to relevant screening and decision centers within the organization. Ideas can come from many sources, including customers, suppliers, competitors, company salespeople, distributors and agents, subsidiary executives, headquarters executives, documentary sources (e.g., information service reports and publications), and, finally, actual firsthand observation of the market environment. The diagram on this slide illustrates the continuum that new products will fall into and the amount of learning that consumers will have to go through in order to use the product. Continuous innovations = “new and improved;” less RD needed; a faster computer Dynamically continuous innovations = require less learning and is less disruptive; Gillette Sensor, Sensor Excel, and MACH3 brings news technology for an unchanged category, wet shaving Discontinuous innovations = represent a break with the past; VCRs * A high volume of information flow is required to scan adequately for new-product opportunities, and considerable effort is subsequently required to screen these opportunities to identify candidates for product development. The best organizational design for addressing these requirements is a new product department. Managers in such a department engage in several activities. First, they ensure that all relevant information sources are continuously tapped for new-product ideas. Second, they screen these ideas to identify candidates for investigation. Third, they i