New product launch construction organization market is a complex, multifaceted and sequential process. At the same time, it is necessary to find the optimal solution that meets both the requirements of the market and the capabilities of the organization.

The launch of a new product on the market allows the company to establish itself in a particular segment, maintain competitiveness, and expand sales. To reduce the risk of failure in the market when a new product is released, it is necessary to model the decision-making process that provides choice. the best option new product, strategy and tactics of its sale.

In every work, especially creative work, there is always a problem of maintaining a balance between theory and practical experience. When introducing a new product to the market, many companies try to follow advanced theoretical developments, while any entrepreneur has his own experience in the market - both successful and not very successful. To what extent, when launching a new product, should one rely on the methodology, and to what extent - on one's own experience, what tools should be used in this case?

We will try to find the answer to this question by considering several methods.

First, a little theory. In order to correctly navigate the market situation, an organization must correctly answer the following questions:

1) determine what product to produce;

2) choose a sales strategy;

3) determine the need for additional research to increase the reliability of the available information.

To address these issues, it is proposed to use the decision-making mechanism, the multi-factor system of which is shown in Fig. 2.3.

Initially, it is necessary to formulate the main goal that the company wants to achieve by releasing a new product.

Further, information is collected, on the basis of which decisions will be made. When collecting information, you need to pay attention to the following nuances: you need to consider all possible options new products, internal capabilities of the firm and market conditions.

The multi-factor system contains the following main stages of acceptance management decisions. It includes the choice of the best option for a new product (service), taking into account the potential capabilities of the company and the risk of each option, depending on market conditions, takes into account the internal environment of the company, analyzes external environment, which consists in risk assessment based on information about the commodity market conditions. The criterion for choosing the optimal option is the expected profit. First of all, the optimal marketing strategy for the new product is selected. On the basis of information about the probability of the onset of a particular market state, the possibilities of adjusting the strategy when the external environment changes are considered, the reliability of the choice of a priori probabilities of the onset of market states when launching a new product on the market is checked, and the expected utility from refining these probabilities is calculated. For this, a decision tree is built.

To launch a new product on the market, consider the organizational scheme for selecting options for a new product, taking into account the capabilities of the company. In this case, system analysis is performed in the following sequence:

Creation structural model systems;

Building a matrix of relative estimates;

calculation specific gravity each option and prioritization.

The creation of a multifactorial system involves the study of the constituent elements and their interrelations, the grouping of these elements according to the same type of properties and their distribution by levels depending on their subordination to each other. Elements of the same level act as targets for the elements of the lower level and at the same time are subordinate to the elements of the higher level. It is advisable to carry out the distribution by levels until it is convenient to compare the selected elements. On highest level a global goal is formed that they want to achieve when introducing a new product to the market (Fig. 2.4.).

At the second level, the essential factors of the external environment are listed: the position of the organization in the market; providing the company with all the necessary resources; technical capabilities of the organization, etc.

At the third level, there are more detailed factors that are the supporting elements of the factors of the second level: the possibilities of product distribution channels; Availability specific type resource; the level of automation of technological, production processes, etc. At the lower level, selectable options for new construction products are presented.

Thus, an organizational scheme for selecting product options is formed based on the potential resource capabilities of a construction organization.

The matrix of relative estimates is based on the analysis of the internal environment of the company. In it, by comparison, the relative importance of elements at the same level is established in relation to elements of a higher level.

If all values ​​of relative importance have certain properties, then by calculating the specific weights, it is possible to determine the priorities of the options. For the system shown in Fig. 2.4., we have the following sequence of actions and calculations.

Comparison of elements of the second level with respect to the main goal.

1. Comparison of elements of the third level relative to the second level.

2. Comparison of new product options relative to the third level.

3. To determine the priority of new product options, it is necessary to calculate specific gravity each option relative to the main goal.

Among all options, the one that has the maximum specific gravity is selected, that is, the maximum value of the specific gravity determines the most promising option in terms of the company's resource capabilities. Sorting the obtained values ​​of specific weights in descending order establishes the order of the remaining options for the development of new products.

Thus, an array of options priority has been formed. Consequently, the most promising version of the new product was chosen, which meets the real conditions of the organization.

In the process of introducing new products to the market, there are many unpredictable moments and factors independent of the will of the company's leaders that must be taken into account. These factors include risk, the mitigation strategies for which are being developed at the same time. The task is to choose from a variety of possible options a management decision option with minimal risk. To do this, a table of probabilities of market conditions and utility is created, in which, for each selected option, the probability and utility are indicated for a particular market condition.

Under objective market condition is understood as market conditions related to a certain point in time, a situation characterized by the ratio of supply and demand, the dynamics of prices and inventories, the presence of competitors and their position, etc.

Under usefulness it is possible to understand what result the company will have after the sale of new products, and the result must be expressed quantitatively. After choosing the optimal feasible option for bringing new products to the market, the company's management needs to make a management decision and develop sales policy, tactics of market behavior, a strategy for increasing market share and profit growth.

At the same time, it is important to obtain reliable information for making an objective decision. To reduce the uncertainty of the final result, one can consider and analyze the perspective of the firm's activities using the theory of Markov chains and Bayesian decision theory.

To use quantitative methods of analysis, a utility matrix should be compiled, on the basis of which the optimal marketing strategy can be selected. It lists all possible and mutually exclusive, that is, independent, market states, as well as selectable strategies and possible utilities.

First, the expected utility of all strategies is calculated, and then the maximum one is selected from them.

In connection with the constant volatility of the market, the company faces the question: how to change its strategy so as not to fall into a crisis situation? In the process of quantitative forecasting of the market position, it is advisable to use the apparatus of Markov chains. The use of this apparatus allows you to make a decision in advance when the market condition changes. The forecasting process uses a transition probability from one state to another.

Any change in some market state will almost certainly lead to a change in utility, that is, to bring additional profit or loss. These utilities are written into the following matrix, which is called the transition utility matrix.

Based on the transition probability matrix and the transition utility matrix, a decision-making matrix is ​​built when market conditions change.

Using the information of this matrix, you can find out which strategy should be applied in such and such a period and in the selected market condition.

In marketing practical activities firms often have to compare the costs of obtaining partial (incomplete) information and the costs of finding additional new information to make better management decisions.

The manager must evaluate how much the benefit from additional information covers the cost of obtaining it. In this case, Bayesian decision theory can be applied.

When new information is received, the expected utility of each strategy is calculated, and then the strategy with the maximum value of the expected utility is selected. With the help of new information, the decision maker can correct the prior probabilities , and this is very important when making decisions.

results marketing research cannot be absolutely reliable, namely, exactly coincide with the true state of needs for a given product. Therefore, the decision maker uses hypothetical different probabilities of matching the results of marketing research with the true state of market demand.

Of interest is the method of making managerial decisions on the launch of a new product (Fig. 2.5). Let us describe a model of the process of making managerial decisions to bring a new product to the market in stages.

Block 1. At this stage, the idea of ​​a new product is formalized.

A description of the product is drawn up, its distinctive features, nuances of technology are indicated, competitive advantages- everything that will allow him to find his niche in the market.

Such a description is usually does not contain precise specifications, such as weight, size, color, etc. Rather, when formalizing an idea, ranges are indicated for the specified characteristics and consumer qualities are formulated, e.g. taste, smell, usefulness, convenience, etc.

Here, as a first approximation, differences between a new product and its analogues or direct competitors.

After the product description is written, it is necessary to analyze it places in the current assortment of the company: which products the new product will replace, which ones it will complement. This analysis often leads to a timely abandonment of a new product: because, for example, it crowds out the most profitable or successful product available.

At this stage, a decision can be made to implement some idea in the form of a separate business.

It is very important to understand what place in the company's product range it will be assigned to before launching full-scale research of a product. It is at this stage that the first significant screening of ideas occurs: out of 10-20, 2-3 remain.

Formalization (description according to the scheme) - preliminary requirements (wishes) for sales, production;

Consumer properties of the product;

Planned differences from competitors, etc.;

Comparative sales modeling.

Block 2. Primary study

This block contains request for marketing research and technological development of a new product. In this case, the study can and should be small, low-budget, but providing answers to exactly questions asked: how will buyers react to a new product, how much are they willing to pay for it, what analogues do competitors offer?

At the same stage, it is necessary to determine the possible options for the technologies used, as well as to explore the limitations and possibilities of the existing production, the need to purchase new equipment, recruit new qualified personnel, etc.

The combined results of these two studies will give assessment of the prospects for working with a new product On the market. It often happens that the existing production cannot ensure the manufacture of a new product at acceptable market prices, and re-equipment is too expensive.

The analysis carried out will enable evaluate the real possibilities of the company - both internal and external - to withdraw this specific product and abandon it in a timely manner, saving a lot of money. In this case, it is better to spend tens of thousands of rubles on research than to lose millions of rubles on equipping a new production facility, relying on intuitive suggestions.

Rice. 2.5. – A model for making managerial decisions to bring a product to market

In addition, at this stage, a decision can be made to place a new product in one of the existing production facilities, to find and analyze the capabilities of a potential supplier, to conduct marketing of possible alternative channels, etc.

Used methods/tools:

Market Research Request ( technical task) - parameter, criteria, completeness and depth, resources, terms;

Marketing research - methods are selected depending on the specific request and product: open sources, selective surveys, etc.;

Diagnostics of production - modeling of opportunities.

If a decision is made to produce a product outside own production you need to get prototypes of the future product , manufactured already in accordance with the specifications, and not "model samples" of the manufacturer. At this stage appropriate send engineers or technologists to future production so that they can analyze not only the quality of the product received, but also the quality of the organization of its production.

At this stage, an analysis of the real possibilities of production takes place, the cost of a new product is modeled, and its economic feasibility for the company is determined.

Upon completion of this stage, a decision is also made on the advisability of launching a new product into mass production.

Used methods/tools:

Terms of Reference (TS) for the product - technical and technological characteristics, requirements for raw materials, materials and equipment, restrictions, etc.;

Examination of samples - expert opinions, focus groups, quality circles, etc.;

Cost calculation - in accordance with accepted norms and accounting rules; accounting for overheads, variable costs, etc.

Additionally: test sales. Sometimes, for completely new products on the market, it makes sense to prepare and conduct so-called “trial sales”.

This method is very often used trading companies- they have such a term "take for a sample."

When organizing "trial sales" it is necessary to draw up a precise sales program: what exactly do we want to test with this promotion? In no case should you set yourself the goal of selling a trial batch of a product with a planned profit - it is much more important to check the accuracy of the choice of packaging, price, promotion methods, distribution channels.

Used methods/tools:

The program of "trial sales" - tasks, conditions, methods, terms;

Organization of "trial sales" - logistics, instructing sellers, collecting information;

Analysis of the results - it is possible to use the SWOT analysis in a reduced scope.

Block 3. Refinement studies.

The objectives of this block of work: the development of an accurate terms of reference (and specifications- TS) for the parameters and external design of the product, indicating the necessary specifications(color, size, weight, etc.), determining the most effective distribution channels and promotion methods, clarifying the price range and obtaining other information necessary to draw up a business program (business plan) for launching and promoting a new product.

At this stage, the needs and preferences of the company's customers, as well as the competitive situation in the market, are regularly monitored. In addition, the study in this block may be less expensive if the previous steps in the methodology have been worked out carefully and successfully.

At this stage, the product name, the main positioning parameters, as well as the most significant aspects of the promotion strategy are determined. At the same time, it should be taken into account that the work of this block is closely related to the next stage of bringing the product to the market.

Used methods/tools:

Request for marketing research (terms of reference) - parameters, criteria, completeness and depth, resources, terms;

Marketing research program - development, implementation:

Marketing research - methods are selected depending on the specific request and product: open sources, selective surveys, etc.;

Analysis of results.

Block 4. Trial production.

A very important stage, after which it becomes clear how much the calculations coincide with reality. In production, this stage is also known as the “prototype”.

Samples of the product are made, their comprehensive technical and technological expertise is carried out. Checking packaging options.

Here it is specified profitnost (profitability) of the future product.

Upon completion of this stage, the production technology of the product, its weak sides, possible risks.

Block 5. Product output (promotion) program.

The results of the third and fourth blocks of work (and sometimes "trial sales") provide a basis for developing a business program (business plan) for launching and promoting a new product. The detail and elaboration of this program depends on the specific situation: the product, the market segment, the degree of its saturation, etc.

For example, a program might consist of the following sections:

Description of the product (including its strengths and weaknesses);

Product positioning;

Sales markets and target audience;

Sales policy (including a description of the "ideal" buyer);

Sales channels (existing, new);

Sales promotion (tools used);

Separate special projects marketing and their implementation (special projects aimed at promoting a new product, for example, participation in an exhibition, "promotions", etc.);

Trading conditions (relationships with buyers) and pricing policy;

Marketing budget.

When developing the program, all available information from the market and production is checked once again, the calculations are refined. Ideally, the program should pass the examination.

It is quite possible that specialists will find significant flaws in it that will either force them to return to previous levels, or even abandon the release of a new product.

As an expert on this stage the most loyal customers, independent market specialists, partners, specialists and consultants in management and marketing can be involved.

Used methods/tools:

The structure of the promotion program - the required volume, the degree of detail;

Examination of the program - expert assessments, the results of "trial sales", customer surveys, etc.;

SWOT analysis - the presence and content of winning promotion strategies.

Block 6. Bringing the product to market.

Based on the program received in block 5, a detailed plan work with a new product for marketing and sales departments, as appropriate the production plan is adjusted.

According to experts, for a period of one to two years New Product must be in the area of ​​close attention of all top managers. Constant monitoring of the situation will allow timely identification and correction of errors and inaccuracies. This minimizes the risk of failure with a new product. And there will always be mistakes and blunders, since even the largest and most expensive research does not give a 100% guarantee of success.

The method is considered effective allocation of a separate "product manager", assigned to the new product. The entire “chain” should be in the zone of his attention and control - from the purchase of raw materials to final sales. The task of the “product manager” is to inform management in a timely manner of any cases, when the actual development of the situation deviates from the planned plans and indicators. It would be logical to tie his salary to the results of serial sales of this product.

Used methods/tools:

The structure of the promotion program - the required volume, the degree of detail;

The production plan is dynamic, including an adjustment mechanism;

Cost adjustment program - based on the results of actual labor costs;

Algorithm and plan for launching the product into production;

The distribution of control functions - for the period of launch and output to the "design capacity" of a new product.

Consideration of the methods allows us to break the entire project for the launch of a new product into separate stages, after each of which a decision is made to move the project forward or exit from it.

Each stage has a certain cost and a specific result. Depending on the situation in the company and on the market, one or another stage of the product can be significantly reduced or skipped altogether.

The concept of bringing a new product to market as outlined here requires a certain amount of ingenuity in putting it into practice and making real improvements to the company's work on new products. Answers to vital important questions“how?”, “in what way?”, “in what ways?” not easy to generalize. A launch program that is successful in one case may be unusable, and often dangerous, in another. That is why we focused on the fundamental steps - the stages of the project to bring a new product to the market. The presented scheme is a general algorithm for working on a new product. It takes into account most of the "commandments" and allows you to remember them. For complex situations (an innovative product, a saturated market, etc.), the scheme can be detailed and supplemented with other necessary blocks.

Prostova, N., Renard, A. Launching a new product to the market // Journal of company management. - 2005. - No. 10 (53).

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Elena Nasobina, project manager at Tochka, a bank for entrepreneurs

Not so long ago, we launched a product for calculating taxes for individual entrepreneurs. Some customers enthusiastically accepted new service. They understood that the probability of an error in the calculation of the "machine" is much lower. But among the customers there were also those who were wary of the new service. Some entrepreneurs are already long years they trust all calculations only to their accountants and did not want to “trust” a soulless machine. The main snag was that it was very important for them to have their own person, who can be contacted at any time.

In many cases, skepticism was overcome thanks to the fact that we sat down with clients and described in detail all the calculations. Or they calculated together according to the formula from the tax authorities why such an amount of contributions was accrued.

There are also such clients who exactly liked the service - they did not really want to go into the details of the calculations, but they warned: “If something happens, you will be responsible!”.

It is difficult to say why this particular product caused skepticism on the part of customers. It is not necessary to say that people are simply not ready for innovations, because cloud accounting has long been on everyone's lips.

2. We were not ready for high demand

Ekaterina Makarova, co-founder of car sharing BelkaCar

When BelkaBlack premium carsharing was launched, we did not expect such a boom. On the day of the announcement, the number of applications exceeded ten thousand - no one was ready for such a development of events. We sat day and night and solved the problem only a week later, when the number of verifiers doubled.

When you launch a new product on the market, you should work out as many potential situations as possible: what to do if there is an emergency, where to take people, from which departments to attract employees, which relatives to call if the team cannot cope. You must have turnkey solution for all these problems, so as not to waste time working through the situation later.

3. Clients did not understand the logic of pricing

Dmitry Zubkov, CEO at Dostavista

Our service express delivery now operates in 10 countries around the world. In 2016, we launched in India - before that there were delivery services, but our service was a new product: crowdsourcing door-to-door delivery in 60-90 minutes.

At first, there was a problem with addresses: in the cities of India, only districts and streets are indicated on the map. Buildings do not have numbers. This created difficulties for couriers and customers.

The former often could not find the right address or Google Maps We showed them the wrong point on the map and they just drove to the wrong place. And customers did not understand how the tariff is formed. The same delivery could cost differently today and tomorrow.

“Helped” again: if you change at least one letter in the description of the address, they will consider it a different point. For example, today the client could write: "Mumbai, Link Road, the house is opposite the greengrocer", and tomorrow - "Mumbai, Link Road, the house is red, there will be a greengrocery across the road." The service, at the behest of Google Maps, calculated different costs.

We solved the problem by changing the algorithm for calculating tariffs: now the cost is calculated based on the distance between specific small areas, and not points that were previously determined incorrectly. It is still not easy for couriers to find a specific home, the ability to contact the client via chat or phone helps out.

4. We wanted to receive money immediately (but it didn’t work out)

Sergey Shalaev, founder and CEO of Relap.io

In 2014, the Surfingbird team and I started working on a new (then) Relap.io project. We had internal fears - if earlier we were engaged in a b2c project, now we decided to switch to b2b, since even then we felt an increase in demand for native . But no matter how big Surfingbird was, we understood that we were about to hit the ceiling in terms of inventory growth and were afraid that by doing everything at the same time we would not succeed anywhere, but nevertheless we decided to discover new opportunities for ourselves. And, as it turned out, not in vain.

The main problem was that we wanted to get paid immediately for using recommender technology with the media. But it didn't work out that way, because it wasn't better times: media managers simply did not have extra money, and it was very difficult to convince editors and journalists that our algorithms would be able to suggest more interesting content to the reader than the editor.

As a result, we decided to provide our technology for free, which we do to this day.

And the problem with the installation of the widget and the conservatism of the market was solved by time - the journalists really saw that readers like our recommendations, they natively fit into the content of the site and do not cause rejection. Readers began to spend even more time on the site, which affected the amount of advertising inventory at the sites. Subsequently, we offered partners to mix recommendations with advertising and earn with us.

5. Launching a new product is a lottery

Yuri Galtykhin, product manager of Firm MMS JSC (PROLOGY brand)

Bringing a new product to market is always a lottery. You never know how customers will accept a new product until it's on the store shelf. But before a product is in the store, there is a long way to go - from the development of a product concept to the delivery of a finished batch. And each stage has its own challenges.

In electronics manufacturing, the biggest headache is the development of the electronic part itself. Let's say we decide to release a new model based on the existing one - but we need to reduce the dimensions of the case and add several functions. For car radios, in theory, this is not very difficult: they usually have a lot of free space inside. We breed a new main board, check: the sensitivity of the radio tuner has decreased. We understand, we found a place where the microcircuit is phoning. A metal screen was added, the board was laid out a little differently. We check, the radio is now in order, but the maximum current on the USB ports is not enough to charge the phone. We figure it out, found out the reason, again we parted the fee in a new way. We check if everything is fine with the radio and USB ports, but we found a new problem. And so it can be twenty more times. And that's not counting the problems with the software, there is also a lot of interesting things.

Separately, I want to say that the creation of a new product is always a compromise. Compromise between price and feature set, but not between price and quality.

Even when planning the release of a new product, we immediately assign it a place in the product line, set maximum price and the desired set of features or properties. And then we try to make sure that the price remains within the limits, and that the quality does not suffer. For example, take the corpus. Plastic parts are molded into special molds, and each has a maximum surface angle above which it will be impossible to pull it out of the mold without damaging the part. If the design of the device involves the use of complex molds, then expensive composite molds are used: the cost of the mold itself will be higher, as well as the price of producing one part. If we are getting close to the budget limit, it will be more correct to redesign the case to use a one-piece mold.

The same goes for the choice of components. Automotive electronics are subject to the highest requirements for reliability and resistance to external influences. If a home TV does not require operation in conditions of very low temperatures or high vibrations, then for a car radio with a display, this is normal conditions work. Sitting in a car in winter at -20ºC, you will not wait half an hour until the display warms up and starts showing something? Therefore, when we choose, say, the same display, we can sacrifice resolution (put a regular display instead of a high-definition display to reduce the price), but this display will still work in +60 and -20.

In conclusion, I will say that I cannot name any one product with which there were especially many problems during its creation. There are problems with every product when it is launched to the market - it has never happened without it. But any problems can be solved. The main thing is to clearly understand what the product should be, and at all stages of development and production to control the quality and compliance with the requirements, including the budget. After all, a low-quality or too expensive product will not be sold.

6. We are faced with the fact that the product must be "flexible"

Igor Eremin, founder of the Mobile Doctor telemedicine service

When launching the MVP of our telemedicine platform, we were faced with the fact that the product must be super flexible in terms of customization, since partners in telemedicine can also Insurance companies, and banks, and cellular operators and many others. And each has its own tasks and "wishlist" in terms of functionality.

The solution was to put a lot of “custom” things into the architecture of the service that were not activated until the first partner appeared from one area or another. For example, the functionality of uploading monthly statistics on consultations, activated policies, records, automatic calculation, and so on. This made development more expensive initially, but saved a lot of time and money in the long run.

7. The main difficulty was in the business model itself

Andrey Myakin, COO and co-founder of TNOMER

The biggest difficulty in entering the market was that there were no analogues of our business model and there are no analogues yet. Let me explain what is special: the classic service retail model is geared towards offering one service as a whole, for example, only overhaul apartments. We have about 50 services that cover all repairs in the apartment, in the house and on the site. That is, we strive to accompany the client at all his life turns: after the repair of the apartment we will build a bathhouse, after the bath - a fence, a gazebo, lighting on the site. Then repairs in a new apartment and so on.

At the same time, we do not construction company, and a platform for three participants in the process: the client, the manufacturer of the materials and the team. These three lines should not intersect with each other, we are the guarantor and representative. The TV channel of the same name completes all this, which is integrated into the business model to create trust and generate customers, but must exist separately and independently in order to grow the audience, and for this to produce interesting content.

We built such a complex model in about six months, and we are still optimizing it.

Another difficulty is television filming at the facilities that we are repairing. To show viewers the repair as it is, we film the repair process, accompanying it with expert comments. And on small sites surrounded by 5 tons of various materials, shooting is quite problematic. Therefore, it was necessary to create an interaction algorithm that would allow them to be carried out in such a way that it would not affect the quality and timing of the repair itself: find out in advance about the readiness of the object, figure out where to put the cameras, how to connect the work of the film crew with the work of the construction team.

8. It was difficult to convince clinics to work with us

Ekaterina Yakubchik, DOC+ mobile clinic product manager

We have a partnership system with clinics: through the application, you can make an appointment with highly specialized specialists. There were a number of problems at launch, which will be discussed below.

Problem: finding good clinics

We care about our patients, so we carefully select doctors for the staff, train them and control the quality of each treatment. When we send clients to third-party clinics, we want to be sure that they will receive highly qualified medical care there.

Solution

We first researched the market medical services where attention was paid to business reputation clinics, looked at the reviews of clients and doctors. After that, we went to each medical institution as ordinary clients, and at meetings with the management of clinics we found out how they look for doctors and control their quality.

We checked each clinic ourselves. How ordinary clients came to an appointment and looked at how the organizations looked from the inside: is it clean, is it adequate to communicate with you at the reception, is the doctor good, does he sell unnecessary services, does he conduct a full examination, does he explain his appointments. Then the diagnoses and prescribed treatment were evaluated by our head physician.

After connecting the clinic, everything does not end there. We randomly check the quality medical care By medical records and we take feedback from each client about the quality of service.

Challenge: Integration of online schedule and medical data

We wanted to make the product as convenient as possible for the user: you enter the application, choose the specialty of the doctor, a convenient time and place, make an appointment, and after the appointment you receive all the data in the application. No calls to the clinic, no paperwork - everything through the application. This simplification of the patient's life "complicates" our life: we need to integrate with the clinic's medical information system in order to have access to their online schedule and receive the results of a patient's appointment. Our IT resources allow us to do this quickly, but on the part of MISs (medical information systems) is much more difficult.

MISs are of two types: large players who supply their systems to other clinics, and small clinics with self-written MISs. For large MISs, we are a third-party company that is not even their client, which means that by default we are at the very bottom of the priority list. In the case of self-made MISs, clinics are not IT companies, for them this is a completely non-core story, and resources for any improvements are very limited. Both the first and the second can be understood, but integration has become a very serious obstacle for us.

Solution

As a result, the only strategy that worked was to be patient and constantly get in touch until we achieve a result. For example, to convince one of major players on the market, it took us about a year, but in the end we got access to a large number of partners. So just patience and no magic.

Stages of bringing a new product to market

The process of introducing a new product to the market requires a significant amount of preliminary action. Preparation for launching a product on the market can be divided into five stages:

Stage 1. Development marketing strategy

The purpose of this stage is to identify the most promising market segments or select the target audience by analyzing the market situation.

To achieve the company's goal, it is necessary to conduct various studies of consumers, their behavior and attitudes towards the product; as well as the methods of sale and promotion used in the target market. Possession of such information will allow the company to identify the most promising market segments in terms of the promoted product. As a result of analyzing this information, the company develops one or more suitable marketing strategies.

Stage 2. Definition of the concept

At this stage of developing a new product, the company's work with potential consumers is especially important. It is their opinion that should be decisive in the process of developing the concept of a new product. Market research tools such as expert brainstorming, creative group discussions, and in-depth interviews are used to generate conceptual ideas.

Remark 1

The analysis of the developed concept is carried out according to the SWOT scheme - strengths and weaknesses of the product, market opportunities and market threats are identified.

Stage 3. Create a product formula

This stage consists in testing various characteristics of the product: from its taste, color, planned and possible functionality, etc., to consumer attitudes towards the product. Testing is conducted among consumers using focus groups and quantitative research and helps determine the optimal formula for a new product.

Remark 2

With the help of focus groups, hypotheses are put forward that require testing by quantitative research methods.

Stage 4. Reinforcements finished product

Reinforcement of the finished product is carried out with the help of the brand, packaging and other elements of the marketing mix. This phase of entering the market involves testing the name trademark, packaging and other elements of the company's communication policy, as well as determining the sensitivity of buyers to price.

Stage 5. Comprehensive brand testing

Before the product is launched directly on the market, final testing is carried out, which gives the company the opportunity to make a final decision on the withdrawal of the product or refusal to withdraw.

Possible reasons for failure

• "Inadequate idea" of management - sometimes the head of the organization overestimates his knowledge of the market, and employees do not draw his attention to negative factors and possible problems;
• The product does not meet the needs of consumers - a typical situation for technically complex products: technical specialists direct all efforts to improve the product using new technologies, without taking into account the needs of the target audience;
• Lack of preliminary research – entering the market without marketing research or its low quality leads to the company receiving irrelevant information and, accordingly, erroneous management decisions;
• Lack of control or its insufficiency;
• Expecting an immediate effect from the launch of a new product on the market;
• Wrong choice or implementation of elements of the marketing mix;
• Time to market entry

Features of bringing the product to the market in Russia

The process of bringing a new product to the market in Russia is specific, which is expressed in the following:

• Short deadlines - due to the instability of the economy and the market, as well as the low level strategic planning. Getting a product to market quickly allows you to get ahead of the competition, but increases the risk of failure.
• Voluntarism - the creation of a new product is initiated by management, and not by market necessity;
• Priority of the product over the consumer - when developing the product, insufficient attention is paid to the potential consumer;
• Orientation to Western designs - when developing new products, the experience of Western companies, foreign technologies, imported raw materials, etc. are used.
• "Pseudon" products - under a well-known brand, products are sold from other, cheaper analogue ingredients or components, which reduces the cost of production.

Understand the requirements existing market easily. You are considered to have reached it if your product has better characteristics than those that already exist. Better performance means that your product or service works faster, does something better, or significantly improves on an identical product or service already being sold by others. The good news is that consumers and the market are clear. Bad: You have competitors. In reality, competitors define the market. The essence of competition is the characteristics of the product.

You can enter an existing market with a cheaper or niche product, but this is what we call a resegmented market entry.

New product in a new market

Another option is to introduce a new product to a new market. A new market arises when a company succeeds in creating a large customer base who, with the help of a new product, can do what they couldn't do before. This happens when you manage to launch an innovative product that creates a new brand; a product that costs so much less than before that it attracts new class consumers; or when a new product is so affordable, convenient, easy to use, like no other before it. For example, Compaq created new market- portable computer market. Another example is the Quicken Intuit program. Designed for home financial accounting personal computers: can automatically create payment documents, schedule payments, and calculate the monthly balance - things that many people hate and that very few people can do well. By offering users similar features, the program has created a market for home accounting. (By “created a market” in this case, I don’t mean that the company “brought a new product to a new market,” but that its market conquests of product share and ubiquity are analogous to creating its own market.)

What's great about a new market is that your product is unique, its performance is unmatched, and you have no competition (other than—what a shame—other startups). The bad news is that the consumers and the market are not defined and known. When you create a new market, the problem is not how to outperform your competitors in terms of product features, but how to convince consumers that your vision is not a hallucination at all. Creating a new market requires you to understand whether there is a sufficiently large contingent of consumers who could not do something that you offer them now. Is it possible to convince consumers that they need your product and want to buy it. And will consumer perception of the new product fit within life cycle your company. In the case of the formation of a new market, it is very difficult to plan finances: how do you manage money during the stage of acquaintance of consumers with the product, how to find very patient investors with very tight wallets.

To implement a special project, you need to determine the usefulness of the product for customers, since the existence of the highest demand is possible only with its functionality. However, many do not attach importance to the withdrawal process itself. newest product To the market.

This article will present an algorithm of actions for bringing a new product to the market, the nuances and features of this topic, possible problems and errors, as well as ways to solve them and useful tips.

To bring new products to the market, you need to spend a lot of time, effort, and invest some money. This leads to the fact that most entrepreneurs decide not to take risks once again, but to act according to proven schemes. Most often this is inherent in beginners.

It is necessary to develop the right marketing strategy to achieve success for shortest time, this process is quite feasible and not as complicated as it seems. It is important to remember that initially it will not work for some time to receive income from this type of product, this is absolutely normal.

Competent strategy

Current practice shows that the process of introducing a new product to the market is always accompanied by significant risk. This leads to the fact that the implementation of the idea is not always successful.

Answers to the 4 main questions necessary to promote a product / service can be viewed in this video:

It is very important to apply the right marketing and use necessary techniques, which will help promote a new little-known product. This will help increase its sales in the initial stages and make it more widespread.

To achieve results, you need to make the choice of the right marketing tools.

It is also very important to consider the implementation environment and the cost that is satisfactory for buyers. Since there are many ways to effectively bring new products to the market, you need to analyze and study all of them, and gradually put them into practice.

Of course, most of the tried and tested methods and strategies for promoting goods and services are subject to correction by each businessman, taking into account the existing conditions and various features.

The classical technique will show itself most effectively if it is adapted to a specific occupation and specialization. The passage of the main stages is obligatory element all new products before they are introduced to the market.

First of all, you need to think through the concepts, take the time to commercialize, etc. You can follow several strategies at once, but one of them should prevail to some extent.

Search for ideas

The beginning of the creation of all popular projects are spontaneous or intentionally generated ideas. They are based on surrounding organizations, scientists, customers, competitors, dealers, senior management, etc.

Initially, it is very important to determine the needs and desires of people, then think about ways to meet them. It is the buyers who are inherent in the feature of an objective analysis of any product, comments on its advantages and disadvantages, as well as thoughts on improvement.

The organization of surveys is considered in the best possible way determining the dominant needs and needs of people. You can also use projective tests, group discussions, consideration of complaints and suggestions from the consumer.

The company needs to pay attention to initiative employees who are trying to put forward some new ideas, it is necessary to encourage this process in every possible way and contribute to its development. This method is actively used in many large organizations.

Another effective way can be to study products. competitive companies. This can be done through dealers, sales representatives manufacturing firms. Due attention should also be given to inventors, commercial and university laboratories, trade publications, and the like.

Idea selection

Absolutely all companies should analyze all the collected material, highlighting best deals. The idea manager needs to work on dividing all ideas into several groups:

• Promising.
• Doubtful.
• Unpromising.

The first category includes projects that have greatest chance be crowned with success, which is why their large-scale verification is carried out further. This process must be done very carefully, as making mistakes can be very costly.

Scheme for creating a product formula.

It must be remembered that companies have a quality that makes them immediately reject good idea and give preference instead to unpromising projects. Installment trading is the clearest example of this phenomenon.

Making decisions regarding the release of goods

After completing the process of classifying all existing projects of the organization, you need to pay attention to:

1. Expected profit from the moment of realization;
2. The ability of the company to take the idea into production;
3. Probability of investing in a new project;
4. An approximate estimate of the volume of consumer demand;
5. Formation of the average cost;
6. Sales channels;
7. Probabilities in the patent;
8. Assess required level resources and financial investments for the purchase of equipment.

Conceptual component

The next step will be to draw up a product concept, it must be thought out to the smallest detail in order to successfully pass all future quality checks. The form of a well-developed version of a promising project is considered a concept, it should mean a lot to buyers.

To consider this important stage, it is necessary to analyze the example of an organization whose specialization is the food industry.

It must be assumed that the leaders decide to launch the production of an admixture that can be added to milk, increasing its palatability and nutritional values. At this stage, this can only be considered an idea of ​​a possible product.

After that, you can start developing one, but preferably several concepts. To do this, do the following:

1. Determine the portrait of the consumer of this product. IN given example should include infants, children, adolescents and adults.
2. Determine what benefits the product has. The idea in question boasts a refreshing effect, nutritional value, pleasant taste and energy boost.
3. Set the time of day when the product will be consumed by consumers. Can it replace breakfast, lunch, lunch, dinner or a late night snack?

Only by solving all the tasks set, you can start the creation of the product concept.

The concept of the example under consideration will include the following elements of the goals achieved:

• Since the quality of solubility is inherent in the product, it is ideal for adults and children.
• The use of the product is possible for breakfast, snack or lunch, as it is very nutritious and healthy.
• Since the product is aimed at strengthening health, it can also be safely consumed by older people in the evening.

Thinking through distinctive qualities

Further, the drink must be endowed with distinctive properties, characteristic features so that it does not look like most of the existing products on the market. You need to set its average calorie content and price.

Verification stage

At the next stage of the marketing strategy, you need to test the selected concept. This can be done by giving the opportunity to evaluate the product. Their reaction will be a key indicator and will show what points need to be improved.

Drawing up a certain conceptual form of the product is one of the elements of the plan for bringing new products to the market. It is divided into symbolic and material.

Employees of the company must draw up a graphic or verbal description product, all its characteristics.

You need to design a project using computer skills, make a plastic model of each option. Ultimately, several toys or small-sized toys can be created. household appliances. Such layouts will help customers in drawing up ideas about the external qualities of new products.

Market analysis and verification.

Virtual reality is another element that deserves attention, as it allows you to complement all previous processes. It allows you to simulate objects of the surrounding world using a computer, you just need to connect touch devices, namely, use glasses or gloves.

Such a program is often used for informational purposes, establishing the relationship of the client to the planned project, for example, this is very important in drawing up interior design before carrying out construction works and the purchase of furniture and decor items.

Marketing strategy and its creation

This structure can be modified in the future, it all depends on possible situations, very often developers have to make adjustments.

Strategy development should include three parts.

• Part No. 1. Providing information about the structural and volume components of the target market, characteristics of all buyers. You also need to think about product descriptions, possible sales volumes, planned income. This should be calculated over the next four years.
• Part No. 2. Entering data on preformed product prices into the generated one, you also need to take into account information on costs and sales in the first year from the start of the sale.
• Part 3. Here you need to deal with indicators for the implementation of product development and focus on increasing future income.

Production and sales

This stage involves consideration of the business attractiveness of proposals. It is necessary to analyze the calculation of the received data on costs, income and sales.

It is necessary to achieve full alignment with the goals of the organization. When a positive effect is achieved after such checks, it is necessary to start developing a specific product.

Product creation

The initial stages include the preparation of production moments for the successful release of the planned product. It is necessary to carry out the development of technology, to manufacture the required equipment, to purchase additional tools and materials.

After that, you need to start manufacturing a prototype, with its complete perfection, for several batches. These moments are final.

Next, you need to do the preparation and implementation of trial sales. This is the implementation of a small part of the experimental products. Such a step will help in conducting an additional test of the market, clarifying the needs of people in the developed products.

From the very beginning, there is no need to place high hopes on achieving the planned income indicators. This is just a way to check the attitude of customers towards products in order to correct its shortcomings and promote it.

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Market entry stage

This moment of introducing the newest product to the market involves the participation of all departments and affects each of the functions of the organization. This includes manufacturing process, sales, procurement and solution financial matters, distribution of work among staff, etc.

Usually this stage is considered the most unprofitable, the organization manages to receive only a small share of the expected income. Most Money you will also have to spend on promoting the product and improving it if necessary.

In addition to all of the above, you need to properly analyze the target audience, draw up its characteristics, you can even classify buyers into separate subgroups.

The implementation system is determined by the features and distinctive properties of the product, the image of the company, its reputation and place among competitors.

When developing sales strategies, you need to pay attention to:

• Direct distribution. This option involves the direct delivery of the product to consumers from manufacturers. It is most suitable for companies specializing in high-tech goods and those who seek to make expensive and large transactions.
• Distribution with the participation of an intermediary company. Very often, a trading organization boasts of the resources that can bring the product to end users. In addition, they are able to provide customers with a wide range of products of different brands, which is very popular with many customers due to the possibility of saving time.

Less large organizations characterized by the lack of funds in the first couples. Therefore, they often use word of mouth, contextual advertising, social networks and so on.

What determines the success of bringing a product to the market - see the details here:

This stage also needs to determine the cost of a marketing campaign, draw up promotion programs, and find ways to interact to carry out such work.

From the very beginning, the right solution will be the method of selling products using an online store or your own website. You can also use social networks.

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Conclusion

Many businessmen aspire to create a new unique product. They are inspired by the fact that competitors cannot compete with them in this case due to the lack of a similar product.

The successful entry of new products to the market is determined by many important points. Each stage of the development process of all elements of the product must be carried out through an integrated approach.

This will enable the new product to become popular among customers and will bring the company a stable income.