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Exploit serviceAfter the test marke
Exploit service
After the test market was complete, there were a few challenges realized with the introduction of Sun Chips:
1. Product Cannibalism – Whenever a new product is introduced into the market, if the company provides similar products, there is always the chance of cannibalism. Most times, cannibalism is expected and accounted for. However, if it is too high, it must be accessed to determine which item will generate more revenue in the long run.
After the test market, it was found that 30% of Sun Chips’ pound volume resulted from consumers switching from Frito-Lay’s potato, tortilla, and corn snack chips and about 1/3 of this cannibalism came from Doritos. This percentage was expected and therefore normal. However, there is a gain from this cannibalism because the gross profit from Sun Chips was $1.30 per pound while the gross profit from other snack chips was $1.05 per pound (a $0.25 increase of gross profit per pound).
2. Sustainability – There was much concern with the sustainability of Sun Chips in the long run. While the test market numbers were good, management was not entirely sure that this new product would be sustainable over time.
Sustainability can be estimated via the “depth of repeat” which is the number of times a repeat purchaser buys a product after the initial repeat purchase. During the test market, this number was 2.9 (meaning that repeat purchasers of the product purchased the product an average of 2.9 times over the course of the test market). Compared to 1.9 for Frito-Lays O’Grady’s brand, these numbers looked fairly promising for sustainability.
3. Timing – The are pros and cons to either introducing a new product too early or too late If you introduce a new product too early, you may not have enough information to accurately forecast the numbers associated with introducing that new product (cannibalism, sustainability, sales, brand awareness, etc…). This can be detrimental if you are forecasting for a product to do well and then it does not.
On the other hand however, if you do not introduce your product fast enough, you may lose your competitive advantage for that market. Generally, the first to penetrate a market with a new idea becomes the leader of that market/product. If you wait too long to put your new product on the market, you risk a competitor being the first to introduce a similar item and becoming the leader. This could be detrimental to your forecasted numbers as well.
After the test market was complete, there were a few challenges realized with the introduction of Sun Chips:
1. Product Cannibalism – Whenever a new product is introduced into the market, if the company provides similar products, there is always the chance of cannibalism. Most times, cannibalism is expected and accounted for. However, if it is too high, it must be accessed to determine which item will generate more revenue in the long run.
After the test market, it was found that 30% of Sun Chips’ pound volume resulted from consumers switching from Frito-Lay’s potato, tortilla, and corn snack chips and about 1/3 of this cannibalism came from Doritos. This percentage was expected and therefore normal. However, there is a gain from this cannibalism because the gross profit from Sun Chips was $1.30 per pound while the gross profit from other snack chips was $1.05 per pound (a $0.25 increase of gross profit per pound).
2. Sustainability – There was much concern with the sustainability of Sun Chips in the long run. While the test market numbers were good, management was not entirely sure that this new product would be sustainable over time.
Sustainability can be estimated via the “depth of repeat” which is the number of times a repeat purchaser buys a product after the initial repeat purchase. During the test market, this number was 2.9 (meaning that repeat purchasers of the product purchased the product an average of 2.9 times over the course of the test market). Compared to 1.9 for Frito-Lays O’Grady’s brand, these numbers looked fairly promising for sustainability.
3. Timing – The are pros and cons to either introducing a new product too early or too late If you introduce a new product too early, you may not have enough information to accurately forecast the numbers associated with introducing that new product (cannibalism, sustainability, sales, brand awareness, etc…). This can be detrimental if you are forecasting for a product to do well and then it does not.
On the other hand however, if you do not introduce your product fast enough, you may lose your competitive advantage for that market. Generally, the first to penetrate a market with a new idea becomes the leader of that market/product. If you wait too long to put your new product on the market, you risk a competitor being the first to introduce a similar item and becoming the leader. This could be detrimental to your forecasted numbers as well.
0/5000
Exploit serviceAfter the test market was complete, there were a few challenges realized with the introduction of Sun Chips:1. Product Cannibalism – Whenever a new product is introduced into the market, if the company provides similar products, there is always the chance of cannibalism. Most times, cannibalism is expected and accounted for. However, if it is too high, it must be accessed to determine which item will generate more revenue in the long run. After the test market, it was found that 30% of Sun Chips’ pound volume resulted from consumers switching from Frito-Lay’s potato, tortilla, and corn snack chips and about 1/3 of this cannibalism came from Doritos. This percentage was expected and therefore normal. However, there is a gain from this cannibalism because the gross profit from Sun Chips was $1.30 per pound while the gross profit from other snack chips was $1.05 per pound (a $0.25 increase of gross profit per pound).2. Sustainability – There was much concern with the sustainability of Sun Chips in the long run. While the test market numbers were good, management was not entirely sure that this new product would be sustainable over time. Sustainability can be estimated via the “depth of repeat” which is the number of times a repeat purchaser buys a product after the initial repeat purchase. During the test market, this number was 2.9 (meaning that repeat purchasers of the product purchased the product an average of 2.9 times over the course of the test market). Compared to 1.9 for Frito-Lays O’Grady’s brand, these numbers looked fairly promising for sustainability. 3. Timing – The are pros and cons to either introducing a new product too early or too late If you introduce a new product too early, you may not have enough information to accurately forecast the numbers associated with introducing that new product (cannibalism, sustainability, sales, brand awareness, etc…). This can be detrimental if you are forecasting for a product to do well and then it does not.On the other hand however, if you do not introduce your product fast enough, you may lose your competitive advantage for that market. Generally, the first to penetrate a market with a new idea becomes the leader of that market/product. If you wait too long to put your new product on the market, you risk a competitor being the first to introduce a similar item and becoming the leader. This could be detrimental to your forecasted numbers as well.
การแปล กรุณารอสักครู่..
Exploit service
After the test market was complete, there were a few challenges realized with the introduction of Sun Chips:
1. Product Cannibalism – Whenever a new product is introduced into the market, if the company provides similar products, there is always the chance of cannibalism. Most times, cannibalism is expected and accounted for. However, if it is too high, it must be accessed to determine which item will generate more revenue in the long run.
After the test market, it was found that 30% of Sun Chips’ pound volume resulted from consumers switching from Frito-Lay’s potato, tortilla, and corn snack chips and about 1/3 of this cannibalism came from Doritos. This percentage was expected and therefore normal. However, there is a gain from this cannibalism because the gross profit from Sun Chips was $1.30 per pound while the gross profit from other snack chips was $1.05 per pound (a $0.25 increase of gross profit per pound).
2. Sustainability – There was much concern with the sustainability of Sun Chips in the long run. While the test market numbers were good, management was not entirely sure that this new product would be sustainable over time.
Sustainability can be estimated via the “depth of repeat” which is the number of times a repeat purchaser buys a product after the initial repeat purchase. During the test market, this number was 2.9 (meaning that repeat purchasers of the product purchased the product an average of 2.9 times over the course of the test market). Compared to 1.9 for Frito-Lays O’Grady’s brand, these numbers looked fairly promising for sustainability.
3. Timing – The are pros and cons to either introducing a new product too early or too late If you introduce a new product too early, you may not have enough information to accurately forecast the numbers associated with introducing that new product (cannibalism, sustainability, sales, brand awareness, etc…). This can be detrimental if you are forecasting for a product to do well and then it does not.
On the other hand however, if you do not introduce your product fast enough, you may lose your competitive advantage for that market. Generally, the first to penetrate a market with a new idea becomes the leader of that market/product. If you wait too long to put your new product on the market, you risk a competitor being the first to introduce a similar item and becoming the leader. This could be detrimental to your forecasted numbers as well.
After the test market was complete, there were a few challenges realized with the introduction of Sun Chips:
1. Product Cannibalism – Whenever a new product is introduced into the market, if the company provides similar products, there is always the chance of cannibalism. Most times, cannibalism is expected and accounted for. However, if it is too high, it must be accessed to determine which item will generate more revenue in the long run.
After the test market, it was found that 30% of Sun Chips’ pound volume resulted from consumers switching from Frito-Lay’s potato, tortilla, and corn snack chips and about 1/3 of this cannibalism came from Doritos. This percentage was expected and therefore normal. However, there is a gain from this cannibalism because the gross profit from Sun Chips was $1.30 per pound while the gross profit from other snack chips was $1.05 per pound (a $0.25 increase of gross profit per pound).
2. Sustainability – There was much concern with the sustainability of Sun Chips in the long run. While the test market numbers were good, management was not entirely sure that this new product would be sustainable over time.
Sustainability can be estimated via the “depth of repeat” which is the number of times a repeat purchaser buys a product after the initial repeat purchase. During the test market, this number was 2.9 (meaning that repeat purchasers of the product purchased the product an average of 2.9 times over the course of the test market). Compared to 1.9 for Frito-Lays O’Grady’s brand, these numbers looked fairly promising for sustainability.
3. Timing – The are pros and cons to either introducing a new product too early or too late If you introduce a new product too early, you may not have enough information to accurately forecast the numbers associated with introducing that new product (cannibalism, sustainability, sales, brand awareness, etc…). This can be detrimental if you are forecasting for a product to do well and then it does not.
On the other hand however, if you do not introduce your product fast enough, you may lose your competitive advantage for that market. Generally, the first to penetrate a market with a new idea becomes the leader of that market/product. If you wait too long to put your new product on the market, you risk a competitor being the first to introduce a similar item and becoming the leader. This could be detrimental to your forecasted numbers as well.
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ใช้ประโยชน์จากบริการ
หลังจากตลาดการทดสอบเสร็จสมบูรณ์ มีบางความท้าทายตระหนักกับบทนำของซัน ชิป :
1 ข่าวผลิตภัณฑ์ใหม่และผลิตภัณฑ์ที่เป็นที่รู้จักในตลาด หาก บริษัท มีผลิตภัณฑ์ที่คล้ายกัน มีเสมอโอกาสของมนุษย์กินคน ส่วนใหญ่เวลา การสมสู่คาดว่าและคิด แต่ถ้ามันสูงเกินไป it must be accessed to determine which item will generate more revenue in the long run.
After the test market, it was found that 30% of Sun Chips’ pound volume resulted from consumers switching from Frito-Lay’s potato, tortilla, and corn snack chips and about 1/3 of this cannibalism came from Doritos. This percentage was expected and therefore normal. However, there is a gain from this cannibalism because the gross profit from Sun Chips was $1.30 per pound while the gross profit from other snack chips was $1.05 per pound (a $0.25 increase of gross profit per pound).
2. Sustainability – There was much concern with the sustainability of Sun Chips in the long run. While the test market numbers were good,การจัดการที่ไม่มั่นใจว่าผลิตภัณฑ์ใหม่นี้จะยั่งยืนกว่าเวลา
ความยั่งยืน สามารถประเมินผ่าน " ความลึกของการทำซ้ำ " ซึ่งเป็นจำนวนครั้งที่ทำซ้ำผู้ซื้อซื้อสินค้าหลังจากที่เริ่มต้นอีกครั้งซื้อ ในระหว่างการทดสอบตลาด ตัวเลขนี้คือ 2.9 ( หมายความว่าซ้ำผู้ซื้อของผลิตภัณฑ์ที่ซื้อสินค้าเฉลี่ย 2ครั้งที่ 9 ผ่านหลักสูตรของการทดสอบตลาด ) เมื่อเทียบกับ 1.9 สำหรับฟรีโทเลย์ ผู้ผลิตแบรนด์ , ตัวเลขเหล่านี้ดูเป็นธรรมสัญญาเพื่อความยั่งยืน
3 - เวลามีข้อดีและข้อเสียที่จะแนะนำผลิตภัณฑ์ใหม่เร็วเกินไปหรือช้าเกินไป ถ้าคุณแนะนำผลิตภัณฑ์ใหม่เร็วเกินไป you may not have enough information to accurately forecast the numbers associated with introducing that new product (cannibalism, sustainability, sales, brand awareness, etc…). This can be detrimental if you are forecasting for a product to do well and then it does not.
On the other hand however, if you do not introduce your product fast enough, you may lose your competitive advantage for that market. Generally, the first to penetrate a market with a new idea becomes the leader of that market/product. If you wait too long to put your new product on the market, you risk a competitor being the first to introduce a similar item and becoming the leader. This could be detrimental to your forecasted numbers as well.
หลังจากตลาดการทดสอบเสร็จสมบูรณ์ มีบางความท้าทายตระหนักกับบทนำของซัน ชิป :
1 ข่าวผลิตภัณฑ์ใหม่และผลิตภัณฑ์ที่เป็นที่รู้จักในตลาด หาก บริษัท มีผลิตภัณฑ์ที่คล้ายกัน มีเสมอโอกาสของมนุษย์กินคน ส่วนใหญ่เวลา การสมสู่คาดว่าและคิด แต่ถ้ามันสูงเกินไป it must be accessed to determine which item will generate more revenue in the long run.
After the test market, it was found that 30% of Sun Chips’ pound volume resulted from consumers switching from Frito-Lay’s potato, tortilla, and corn snack chips and about 1/3 of this cannibalism came from Doritos. This percentage was expected and therefore normal. However, there is a gain from this cannibalism because the gross profit from Sun Chips was $1.30 per pound while the gross profit from other snack chips was $1.05 per pound (a $0.25 increase of gross profit per pound).
2. Sustainability – There was much concern with the sustainability of Sun Chips in the long run. While the test market numbers were good,การจัดการที่ไม่มั่นใจว่าผลิตภัณฑ์ใหม่นี้จะยั่งยืนกว่าเวลา
ความยั่งยืน สามารถประเมินผ่าน " ความลึกของการทำซ้ำ " ซึ่งเป็นจำนวนครั้งที่ทำซ้ำผู้ซื้อซื้อสินค้าหลังจากที่เริ่มต้นอีกครั้งซื้อ ในระหว่างการทดสอบตลาด ตัวเลขนี้คือ 2.9 ( หมายความว่าซ้ำผู้ซื้อของผลิตภัณฑ์ที่ซื้อสินค้าเฉลี่ย 2ครั้งที่ 9 ผ่านหลักสูตรของการทดสอบตลาด ) เมื่อเทียบกับ 1.9 สำหรับฟรีโทเลย์ ผู้ผลิตแบรนด์ , ตัวเลขเหล่านี้ดูเป็นธรรมสัญญาเพื่อความยั่งยืน
3 - เวลามีข้อดีและข้อเสียที่จะแนะนำผลิตภัณฑ์ใหม่เร็วเกินไปหรือช้าเกินไป ถ้าคุณแนะนำผลิตภัณฑ์ใหม่เร็วเกินไป you may not have enough information to accurately forecast the numbers associated with introducing that new product (cannibalism, sustainability, sales, brand awareness, etc…). This can be detrimental if you are forecasting for a product to do well and then it does not.
On the other hand however, if you do not introduce your product fast enough, you may lose your competitive advantage for that market. Generally, the first to penetrate a market with a new idea becomes the leader of that market/product. If you wait too long to put your new product on the market, you risk a competitor being the first to introduce a similar item and becoming the leader. This could be detrimental to your forecasted numbers as well.
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การสนับสนุนเครื่องมือแปลภาษา: กรีก, กันนาดา, กาลิเชียน, คลิงออน, คอร์สิกา, คาซัค, คาตาลัน, คินยารวันดา, คีร์กิซ, คุชราต, จอร์เจีย, จีน, จีนดั้งเดิม, ชวา, ชิเชวา, ซามัว, ซีบัวโน, ซุนดา, ซูลู, ญี่ปุ่น, ดัตช์, ตรวจหาภาษา, ตุรกี, ทมิฬ, ทาจิก, ทาทาร์, นอร์เวย์, บอสเนีย, บัลแกเรีย, บาสก์, ปัญจาป, ฝรั่งเศส, พาชตู, ฟริเชียน, ฟินแลนด์, ฟิลิปปินส์, ภาษาอินโดนีเซี, มองโกเลีย, มัลทีส, มาซีโดเนีย, มาราฐี, มาลากาซี, มาลายาลัม, มาเลย์, ม้ง, ยิดดิช, ยูเครน, รัสเซีย, ละติน, ลักเซมเบิร์ก, ลัตเวีย, ลาว, ลิทัวเนีย, สวาฮิลี, สวีเดน, สิงหล, สินธี, สเปน, สโลวัก, สโลวีเนีย, อังกฤษ, อัมฮาริก, อาร์เซอร์ไบจัน, อาร์เมเนีย, อาหรับ, อิกโบ, อิตาลี, อุยกูร์, อุสเบกิสถาน, อูรดู, ฮังการี, ฮัวซา, ฮาวาย, ฮินดี, ฮีบรู, เกลิกสกอต, เกาหลี, เขมร, เคิร์ด, เช็ก, เซอร์เบียน, เซโซโท, เดนมาร์ก, เตลูกู, เติร์กเมน, เนปาล, เบงกอล, เบลารุส, เปอร์เซีย, เมารี, เมียนมา (พม่า), เยอรมัน, เวลส์, เวียดนาม, เอสเปอแรนโต, เอสโทเนีย, เฮติครีโอล, แอฟริกา, แอลเบเนีย, โคซา, โครเอเชีย, โชนา, โซมาลี, โปรตุเกส, โปแลนด์, โยรูบา, โรมาเนีย, โอเดีย (โอริยา), ไทย, ไอซ์แลนด์, ไอร์แลนด์, การแปลภาษา.
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