Chapter 17 Flashcards
(31 cards)
What are the four main steps in a launch-management system?
A: 1) Spot potential problems, 2) Select those to control, 3) Develop contingency plans, 4) Design the tracking system.
Q: Name two techniques for spotting potential problems.
A: Situation analysis; role-playing competitor moves (also: review past data; hierarchy-of-effects analysis).
Q: In Step 2, how are problems ranked for control?
A: By impact (potential damage × likelihood of occurrence) using an expected-effects matrix.
Q: What is the essence of a contingency plan?
A: A ready-to-execute remedial action if a trigger event occurs.
Q: What is an innovation dashboard (Reibstein & Shankar)?
A: A metrics panel that tracks innovation inputs, process effectiveness, and outcomes.
Q: Three essentials of a good tracking system?
A: Plan trajectory, inflow of actual data, projection of probable outcome vs. plan.
Q: Define a trigger point.
A: Pre-set metric value that activates a contingency plan.
Q: First stage of product deletion?
A: Recognition of the product to be deleted (compare performance to guideposts).
Q: Second stage of deletion?
A: Analysis & revitalization—can viability be restored?
Q: How do large vs. small firms differ in launch tracking?
A: Large = sophisticated dashboards; small = focus on a few key problems, often “eyeball control.”
Q: Third deletion stage?
A: Evaluation & decision formulation (consider overheads, full-line policy, capacity).
Q: Final deletion stage?
A: Implementation—decide to delete, milk, or sell out.
Eyeball control
Informal, hands-on market monitoring by small-firm manager.
Expected-effects matrix
Plots damage vs. likelihood to rank risks.
Spot potential problems
Identify weak spots before launch.
Hierarchy of effects
Awareness → Interest → Desire → Action chain used to spot weak steps.
Contingency planning
“If X happens, do Y.”
Tracking variable
Metric monitored to detect issues.
Planned trajectory
Expected performance path.
Innovation inputs
R&D spend, ideas in pipeline.
Process effectiveness
Cycle time, hit rate, on-time milestones.
If trial rate falls below trigger, which contingency might fire?
Increase promo budget or intro price discounts to boost trial.
Q: Competitor match-price trigger plan?
A: Launch value-added bundle or loyalty incentive.
Performance outcomes
Sales, profit, market share from innovations.
