市场营销外文翻译Word格式文档下载.docx
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市场营销外文翻译Word格式文档下载.docx
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newproductprograms:
thatis,howcompaniesdirectlyorindirectlychoosenewmarketsandareasoftechnology,andorganizeandfocustheirR&
Deffortsindifferentways.Althoughtherearemanystrategydevelopmentmodelsinusetoday,mostdealwithresourceallocationandstrategydevelopmentforthefirm'
sexistingbusinessunitsandexistingproductlines.Forexample,variousportfoliomodelshavebeendeveloped,essentiallyvariationsoftheBostonConsultingGroupmodel—cashcows,stars,dogs,andwildcats.Whiletheseportfolioorresourceallocationmodelsmaysuggestnewareasforproductdevelopment,thesemodelsweredevelopedprincipallytodealwithproductsorbusinessesthatthecompanyalreadypossesses.Similarly,thePIMSmodel,anotherpopularstrategydevelopmentaid,looksatalternatestrategiesandtheirimpactonprofitability,butagainlargelyforexistingbusinessesinthecompany.Inshort,thesestrategymodelsdealwithwhatisratherthanwithwhatmightbe.Whatislackingintheseapproachesisasystematicprocedureforgeneratingandchoosingnewstrategicoptions,includingnewproductsandnewbusinesses.THEPRODUCTINNOVATIONCHARTERInabusinesscontext,strategyhasbeendefinedas"
theschemeswherebyafirm'
sresourcesandadvantagesaremanaged(deployed)inordertosurpriseandsurpasscompetitorsortoexploitopportunities"
.Morespecifically,strategicchangeisdefinedasarealignmentofthefirm'
sproduct/marketenvironnent"
.Strategyiscloselytiedtoproduct
andmarketspecification.Coreyidentifiesmarketselectionandproductdelineationasthetwokeydimensionsofcorporatestrategy.Productinnovationstrategy,whilecloselyrelatedtocorporatestrategy,tendstobemorespecific.Inrecentyears,theterm"
productinnovationcharter"
—orPICforshort—hasbeenused.ThePICchartstheentirestrategyforafirm'
snewproductprogram.Itistheessentiallinkbetweentheproductdevelopmentprogramandthefirm'
scorporatestrategy.ThePIChastwokeyelements:
ThePICspecifiestheobjectivesofthegame,therolethatproductinnovationwillplayinhelpingthefirmachieveitscorporateobjectives.Itanswersthequestion:
wheredonewproductsandproductinnovationfitinthecompany'
soverallplan?
Thisrolethenistranslatedintospecificobjectivesforthenewproductprogram.Statementssuchas"
By1990,30percentofourcorporatesaleswillcomefromnewproducts—productsthatwewilldevelopandlaunchinthenextfiveyears"
aretypicalobjectivesfoundinthePIC.ThePICspecifiesthearenasinwhichthegamewillbeplayed.Thatis,itdefinesthetypesofmarkets,marketapplications,technologies,andproductsthatthenewproductprogramwillfocuson.Thesearenasprovideafocustothefirm'
sproductdevelopmentprogram.WHYHAVEAPRODUCTINNOVATIONCHARTERATALL?
DevelopingaPICishardwork.Itinvolvesmanypeople,especiallytopmanagement.Why,then,gotoalltheeffort?
Mostofuscanprobablynamecountlessfirmsthatdonotappeartohaveamasterplanfortheirnewproductprogram.Howdidtheygetby?
DoingBusinesswithoutaninnovationCharterRunninganinnovationprogramwithoutaPIClikerunningawarwithoutamastermilitarystrategy.There'
snorudder,there'
snodirection,andoften,wedon'
tendupwherewe'
dliketobe.AnewproductprogramwithoutaPICwillinevitablyleadtoanumberofadhocdecisionsmadeindependentlyofeachother.NewproductandR&
Dprojectsareinitiatedsolelyontheirownmerits,withlittleregardtotheirfitintothegranderscheme.Theresultisthatthefirmfindsitselfinunrelatedorunwantedmarkets,products,andtechnologies.Objectives:
TheLinktoCorporateStrategy
WhattypesofdirectiondoesaPICgiveafirm'
snewproductprogram?
First,theobjectivesofaPICtietheproductdevelopmentefforttightlytothefirm'
scorporatestrategy.Newproductdevelopment,sooftentakenforgranted,becomesacentralpartofthecorporatestrategy,akeyplankinthecompany'
soverallstrategicplatform.Thequestionofspendingcommitmentisdealtwithbydefiningtheroleandobjectivesofthenewproductprogram.Toooften,theR&
Dornewproductbudgetiseasypreyinhardeconomictimes.Insomefirms,R&
Disviewedassoftmoney—aluxury.Butwithproductinnovationasacentralfacetofthefirm'
scorporatestrategy,withtheroleandobjectivesofproductinnovationfirmlyestablished,cuttingthisbudgetbecomeslessarbitrary.Thereiscontinuitytotheresourcecommitmenttonewproducts.TheArenas:
GuidingtheGamePlanThesecondfacetofthePIC,thedefinitionofarenas,iscriticaltoguidingandfocusingthenewproductefforts(seeFig.1).Thefirststepinthenewproductprocessisideageneration.Butwheredoesonesearchfornewproductideas?
Unlessthearenasaredefined,theresultisascattergunsearcheffort,undirected,unfocused,andineffective!
Asecondkeystepinthenewproductprocessisideascreening.ThefirstcriterionforthisearlyGO/KILLdecisionis:
"
Doestheproposedproductfallwithinthecompany'
smandateforitsnewproductprogram?
"
Thisusuallytranslatesinto:
isthisthekindofmarket,product,andtechnologythatweasacompanyhavedecidedisfairgameforus?
Withoutadefinitionoffairgame—arenas—goodluckintryingtomakeaneffectivescreeningdecision!
Thedefinitionofarenasalsoguidesresourceandmanpowerplanning.Ifcertainmarketsaredesignatedtoppriorityarenas,thenthefirmcanacquireresources,skills,andknowledgetobebetterabletoattackthosemarkets.Similarly,ifcertaintechnologiesaresingledoutasarenas,thefirmcanhireandacquireresourcestobolsteritsabilitiesinthosefields.Resourcebuildingdoesn'
thappenovernight.Onecan'
tbuyasalesforceonamoment'
snotice;
andonecan'
tacquireacriticalmassofkeyresearchersorengineersinacertaintechnologyatthelocalsupermarket.Puttingtherightpeople,resources,andskillsinplacetakesbothleadtimeandadirection,hencetheneedforthedefinitionofarenas.Where'
stheEvidence?
TheargumentforaPIC,althoughlogical,appearssomewhatacademic.Onecan'
thelpbutthinkaboutallthosecompaniesthathavesucceededwithoutagrandstrategyforproductinnovation.Thenwhere'
stheevidenceinsupportofaPIC?
Thereisn'
tmuch,
unfortunately.Onereasonisthatnottoomanystudieshaveinvestigatedtheroleandimpactofaninnovationstrategy.Mostofthebusinessresearchintoproductinnovationhasfocusedontheindividualproductprojectastheunitofanalysis—forex
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