2.- Product Definition, Part 1

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Marketing: Customer Needs and Wants

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IESE Business School

Marketing: Customer Needs and Wants

167 ratings

Course 3 of 5 in the Specialization Foundations of Management

Understanding who your customers are and what they need and want is at the heart of successful marketing strategies. In this course you will explore how to identify and classify customers and the different methods that marketing professionals use to shed light on how they make purchase decisions. The course will cover the following: 1. Marketing Fundamentals 2. Product, Pricing and Channel Decisions 3. Building Strong Brands 4. Communication Strategy

From the lesson

Week 2: Product, Pricing & Channel Design

It’s hard to remember what the world was like before iPods, iPhones and iPads. But when Apple released the first iPod in 2001, it was not an automatic blockbuster. The product was great, but it took a lot of marketing savvy to set it on it’s successful path. All companies – whether selling electronics, gastronomic experiences, or credit cards – need to worry about making product, pricing and channel decisions. In this second session, we will explore what a product really is, how to estimate its demand and manage it. In addition, we’ll discuss the fundamentals of pricing, channel design and channel management. Objective: To gain an understanding of what a product really is, how to manage pricing and make decisions about channels.

1.- Week 2 Intro2:55

2.- Product Definition, Part 17:19

3.- Product Definition, Part 23:57

4.- Estimating Product Demand, Part 14:57

5.- Estimating Product Demand, Part 24:16

6.- Managing Products, Part 13:53

7.- Managing Products, Part 25:14

8.- Managing Products, Part 33:29

9.- Pricing Fundamentals, Part 15:28

10.- Pricing Fundamentals, Part 24:46

11.- Pricing Fundamentals, Part 33:35

12.- Pricing Fundamentals, Part 45:07

13.- Pricing Fundamentals, Part 54:18

14.- Channel Design, Part 14:20

15.- Channel Design, Part 27:32

16.- Channel Management7:58

17.- Week 2 Recap1:21

Meet the Instructors

Mario Capizzani
Lecturer
Marketing

[MUSIC]

So let's start by defining what actually is a product or a service.

Let's look at the definition from the American Marketing Association.

In principle it is a bundle of attributes whether those be features,

functions or benefits and uses that are capable of exchange or use.

Usually a mix of tangible and intangible forms as we have described already.

Once we describe what the value proposition consists of.

Thus a product may be an idea, a physical entity or a good or a service.

Or any combination of the three.

It really exists for the purpose of exchange and

the satisfaction of individual or organizational objectives.

Whereas this is actually the academic definition.

What I really think is going to help you more is how to think about a product.

And typically you should think about a product or a service,

thinking on multiple levels of what the products consist of.

At the very center is what fundamental need does your customer buy the products.

Meaning, what fundamental need are you covering?

So that's the main product benefits.

But in addition to that, you may need to come up with more product benefits to

actually make it viable, differentiable, or even be able to market the product,

as a lot of the product or services will not completely differentiate at the core.

In addition, because of substitutes, or compliments, or

other offerings in the market, the customer may have come

to expect certain performance, certain features,

or certain attributes which is what the product must fulfill.

Because if you don't succeed or if you don't fulfill customer expectations,

it is very unlikely that you will actually come up with a profitable business.

And finally at the higher level we can think of the augmented product,

which is additional benefits or

additional services that you have to build up onto your core product offering,

in order to truly exceed the customer expectations.

But, let's look at an example.

Let's take the case of the iPod.

The iPod was introduced when Steve Jobs came back to apple after

apple acquired his following company called Next.

It neither was the first MP3 player into the market, and at its core,

the iPod was not the one with the most memory and

worst of all, did not allow you to actually illegally download or copy music

because Apple had set up their own format for listening and distribution music.

So you might say okay, this product might have very little

chance of actually becoming a blockbuster in the market.

But how did they go about doing it because actually the iPod became the first

blockbuster product since Steve Jobs came back into the Apple Corporation.

In fact how did he go about surpassing all the other Japanese,

Sony, Panasonics, and

all the other brands of more established iPods in the market?

Well obviously in addition to its core product features or

benefits, the Apple product had its brand.

But as you can imagine, the brand of Apple before any of the success of

blockbusters that they have set up in the last decade or so,

they did not have a brand nearly as strong as it is today, all right?

So the brand is clearly very important.

Apple was still a relatively well-known and

loved amongst its core base of users, because of the Max brand.

However, not nearly as strong, and we cannot clearly say that it's because of

the brand that eventually this iPod became a blockbuster.

It had some other elements that some of the other ones didn't have.

For example, the turn wheel for searching and finding music.

Which was an important feature and it also had a large screen which makes it very

nice to be able to find and scroll through your collection of songs.

However, none of these features for

as important as they may be have really converted the Apple iPod in a blockbuster.

What other elements can you think, what is the augmented product besides

the core benefits where you are not dominant in any particular one of them?

There are many, obviously, all the way from the kind of warranties it offer,

the technical assistance, how was it delivered, the packaging,

the maintenance, and even some of the channels of distribution or

the setup and installation.

Which essentially worked as you open it, you take it outside of the box.

And it's ready to work, okay?

So let's look at it.

How do you go about augmenting the product?

Well first of all, you have to be in with the core product benefits,

which in the case of consumer electronics is the hardware and the software, right?

But we've already said before that Apple was not the best iPod

in terms of either sharing or memory capabilities.

But innovation you have design.

It's very nice to be able to personalize to your own color and size.

And in addition, they built a product portfolio so that sometimes you

can use it for running, another one for a limited collection of songs, or

to download your entire music collection into this particular product.

But we can augment the product even more.

How?

I've referred to this before.

The packaging, right.

You open the box and it's ready to work.

Beautiful, right?

Now after you put in all these elements and you've thought about all of these

additional benefits that you might be delivering to your potential customers,

do you think that the actual iPod became a blockbuster because of this?

The answer is no.

It was a successful product, but it didn't even come close to becoming a blockbuster.

Companies have to work much harder than this,

to be able to come up with blockbuster products.

In the particular case of Apple, they have to leave their particular hardware and

software technical expertise and move on to a complete channel of distribution.

The iPod did not in fact become a blockbuster until iTunes was invented

approximately three years down the road from where the iPod was first introduced.

And after the iTunes, Channel distribution is one finally,

this product became the first blockbuster in the MP3 category.

[MUSIC]

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