国际项目管理
作者: Bennet P. Lientz Kathryn P. Rea
本书提供了具体的取得更大的项目成功的指导方针和指出了现代技术在项目管理面向和适应国际项目的重要性。
第13章:新产品的市场推广
前言
这里提到的新产品，还包括服务，产品差异等等。你会觉得简单的消费产品在世界各地都是一样的。毕竟，他们都用同样的方式被人类使用着，这是有道理的，但是这是概念性的错误，以洗手剂为例，这里有一些事情需要考虑：
· 容器上的标记必须敏锐符合当地文化，
· 政府规章指明确切的标记规则。
· 特定多重容器可能有特定规则。
· 该产品及其容器的颜色需要很好的适合当地规定。
· 是否有男人,女人,儿童或宠物的标签则是另一个问题。
还有一个问题是该产品的名称。 一名药品连锁店改名，新名字冒犯了超过40%的客户。在另一个案例中，一个新车型的命名可说是侮辱了生儿育女的人。任何人购买了这种车子当时被视为白痴。
这就涉及到了广告及媒体的应用。另一个因素是，是否你的公司已经有一个强大的品牌，并且在该国存在。这将让你能够交叉销售新产品与现有产品。重要的结论是，一个新产品要定制的特定市场区隔。这几乎应当被看作是部分产品的发展。很多好的产品只是在一个或两个市场很成功。但是在其他国家，它们却要退出市场，不得不重新启动该产品项目。
目标和范围
n 技术目标
技术目的是在考虑到很多因素越好的情况下推出新的产品。完整性是一个重要的技术目标。只有这样，与此相关的产品才可能会被每个国家认证。该技术目的的要求就是,这项工作应尽快开展。
n 商业目标
商业用途的业务的目的是希望新产品获得成功。但是，成功是一个相对特殊的市场而言的。因此，重要的是要对于每个国家确定具体的工作目标。你可以使用一个像下面这样的表格来进行这项工作。这里第一横排的是总体目标，第一竖排是国家的栏目，条目则是总体目标在特定的国家的应用和注释。
国家
总目标
目标的注释
n 政策目的
我们多数人考虑到了业务和技术目标，而没有考虑到政策目的。一个大局，就是要坚定地表明，它正在为更多的国际存在。另一个目的就是试图开发相关产品体系。这两方面都为投资者表明了该公司管理方面的信息。
最终产品
一些典型终端产品是：
· 为每一个国家规划完成的产品。
· 文化与政策考核和评价的规划。
· 该产品prerollout宣传和推广。
· 随着推广工作的进行，在这些国家推出这些产品。
· 总结经验教训,逐步微调营销活动。
· 利用总结的经验教训,以改进改进未来产品的规划过程。
有关问题
n 问题: 无法推出其他产品
这发生在当产品分配给负责单个产品的经理而个经理缺乏相互之间的沟通的时候。同时，该组织可能不看重文化因素，所以不强调这种产品规划。
影响
在该公司意识到了问题的严重性和影响力前，同一问题可能会发生很多遍。在产品推出后，该公司就可能只看整体销售量，而忽视行为的具体详细的市场。这也会使人们疏远该公司在该国的其他产品。这就是之所以发生上述汽车和药品连锁店的例子的原因。
预防
规划是关键。它必须纳入各个国家的分规划。以及总部的规划。应当考虑到当地市场的主要顾客群及对此的市场调查。你也不能只调查的一个国家首都的地区。 同一国家的不同地方可能有不同的语言和文化。所以，你必须注重这一点。
行动
如果一个产品开始出现问题, 眼前的问题是，是挽救，还是应当从市场上撤回。
n 问题:缺乏对文化的敏感性
美洲和欧洲的许多公司仍然受害于自我膨胀。什么走俏，在A国走俏的产品应该在B国也走俏。曾几何时，美国公司开始建立方向盘在右边的车？他们大量生产后才发现，销售量增加的国家的方向盘是在汽车的左边的。
影响
首先感受到的是产品的销售。接下来是对公司的形象一个较大的负面影响。当公司在一个市场上销售低质量某种产品后，接下来要发生的就是所有在市场上销售的其他产品都将受到影响，导致销售量下降。
预防
你必须脚踏实地的去调查了解当地特殊市场的消费者。你必须像他们一样思考。 记住，他们都少钱可花。一个良好的测试是，看看他们用同样的钱会买什么而不是你的产品，这样你可以大开眼界。
行动
让上级领导者们对一个标志问题进行随便发言。 这可以造成非常严重的损害。 如果有问题，那么它可能需要付出巨大的努力后才能弥补。为重新创造一个新的公司形象，该公司的名称和品牌都有可能会被修改。
n 问题:太多的广告是面向高档的西方观众
我们在互联网上增加了这一问题。人们往往认为广告内容具有普遍性。这是有道理的，看看CNN或BBC吧！然而，对于这一切，当地市场往往有很大的不同。下一次当你出国旅游，去查看当地语言的电视广告吧。这些广告，针对不同的事物，有许多不同于西方的广告习惯。你可以认为这个世界正变得更加均匀，但仍然不尽相同。
影响
广告往往是无效的，影响不是很明显，产品失败了。在一国不同的语言区域里使用当地语言印成的传单是一个不错的主意。因为那里的人忽略了广告，因为它不属于自己的领域。
预防
试验中的广告是必不可少的。真正的考验是对付使用当地语言的当地媒体。
行动
如果你看到的广告效果不是很好时，然后你应该想到的是想到的是增加了解该国情况.而不只是撤退。
n 问题:拓展市场在不同国家之间使用不同的手段
这反映出国家之间文化和语言的差异。但是,连贯性是另一回事，因为有足够的通讯，对因特网和其他沟通手段，你的工作必须有一致性，并且在另一种意义上说这里的错误可能会付出巨大的代价。
影响
如果是有不一致的讯息人们往往不相信市场，这可能会抑制销售一段时间。
预防
一个比较好主意就是发展的一系列关键产品的属性和特点。将信息作成表格，属派代表你将要投放产品的国家，表中空格代表市场的详细描述和特征。此举将改善你工作的一致性，可以用来帮助训练人员在不同国家推销产品。
行动
一旦你发现一点不一致的，你不得不假设还有其他不一致的地方。所以，在所有销售国家进行销售审查是一个很好的主意。
n 问题:不同区域市场缺乏有效的协调
不同地区市场规划可集中协调。但是，特定国家推出的特定产品在某个国家可能只剩下一个专营或当地办事处。他们可能觉得他们必须依靠自己。可能在营销活动很少接触和各办事处。
影响
冲击的教训可能因为缺乏沟通而失去。这可能意味着，同样的错误犯多次。它还意味着良好的，宝贵的经验教训受到损失。
预防
应该设立一个个国家信息共享的平台。 联网聊天室正适合这一点，推销员可以登录其关于新产品营销的负面和正面的经验。
行动
除非有一种信息共享与管理支持机制，否则不可能有什么交流。来验证这个问题，你可以访问几个国家，看看他们的经验。然后你可以推断，如果有分享，然后就能鼓励它。
n 问题是：没有足够的后续产品推出
你大概在这里想到的是后续市场的营销. 然而，什么是以后工作可以借鉴的经验教训。为了做到这一点,必须有超过管理上的支持. 必须有一个教训数据库和一种专门方法对其进行利用,更新和用它作定期沟通. 管理者必须要求这个数据库在推出任何新产品之前被应用.
影响
存在着错过的机会。一个国家经验即使在该国可能也不会被收集和使用，员工开始觉得每个营销努力是一次性交易，然后他们开始认为公司缺乏一个策略，士气开始随着销售下沉。
预防
后续的规划应当从一开始就被提上日程。你必须促销活动和新产品的推出是同时进行。管理者必须奖励收集和使用经验的行为。
行动
有没有后续行动，而你想做点事, 办法之一是做几个国家中的那些新产品是最发达和最成功的有限的数据收集工作。制定一份问题清单并分析问题。然而，这样做并不能保证成功。然后你必须把它应用到世界各国的产品行销活动中。你可以在市场板块里逐步实行。
n 领域：检讨市场调研和其他信息
讨论中没有涉及的话题是在具体的市场环境里面对国外同类的产品。在发达国家市场研究数据是非常好的，这是在世界其他地方做不到的。 在发达国家，你要想到用当地人收集信息，你也可以在线通过服务。许多资料可传闻，但它仍然是有用的。
n 领域：审查成功与失败的拳头产品的纪录
超越你自己所在的产业。看看其他国际机构以及它们是如何推出自己的产品的， 去网上查查在不同国家同一产品的情况， 建立这样搜集信息的资料库。
n 领域：为每个市场建立产品文化档案库
当然，这取决于具体产品和国家。但是，你可以开始物色某个特定的国家濒危文化和独特的特征和特点。
n 领域：准备推出新产品
这是规划方面的，在本章上述提到过。规划中，各国的情况越详细越好。
n 领域:协调产品推广和销售
协调并不限于管理。这意味着促进各办事处的信息交流和经验教训共享。
n 领域：总结经验与教训
这里的关键是要分阶段落实，按常规方法收集、整理、并利用这一信息。在任何阶段的新产品营销中应该规定的有关经验教训并加以检讨和应用。 然后，随着经验的积累，这些经验教训可以扩充。
因此，鼓励人们自愿的为经验教训档案库增加和共享工作经验。
经验教训
· 了解当地的市场和文化。这应该在新产品的推出之前很早就开始了。一个有趣的必须要做的事情是如何形容这里的本地文化。解释什么不可以做， 找出当地的文化核心和当地文化和其他类似文化有什么不同。
· 推出新产品以前要进行一套临时的阶段规划和审查。许多新产品的推出会遇到问题，这是因为各个国家存在着广泛的相互的任务依赖性。你可能迷失在细节迷宫中。例如在每个国家有多种期限等，这就是为什么你要采取关联的观念去解决问题并从站在总部，当地办事处和消费者等的角度来看待问题。
· 确保所在国的工作人员和经理们认真负责项目和一部分销售。当地许多人说他们只是在产品推出的前夕听过产品的消息，以后就不那么关心产品的任何缺陷和问题了。那就晚了。
· 在新产品推出之际找出一个能灵活处理问题和机遇的管理方式。这是很适用的，这也是这本书一个长久以来不变的主题。
· 在不同国家之间实施便利，加强教训共享和协作。你可能在不同国家的做法不同，但它也会导致同样的事情。管理应该设立奖励制度，鼓励知识的收集。
总结
现在，你可以看到，推出一个新产品是类似的许多其它本书已经提到过的情况。很多国际项目通常成功率不大，一个最普遍的原因就是国际项目被视为当地的项目来对待。
International Project Management
International Project Management
by Bennet P. Lientz and Kathryn P. Rea
This book provides specific guidelines for achieving greater project success and addresses a need for modern techniques in project management geared and suited to international projects.
Chapter 13: Marketing of a New Product
Introduction
Under the umbrella of new product we also include services, product variations, and the like. You would think that simple consumer products are the same the world over. After all, they are used in the same way by all human beings. This makes sense, but is politically incorrect. Take something simple like hand lotion. Here are some of the things that have to be considered
· The labeling on the container must be sensitive to the culture.
· Government regulations may specify exact labeling rules.
· Cases holding multiple containers may have specific rules as well.
· The colors used on the container and for the product will probably have to be customized to the country.
· Whether to have men, women, children, or pets on the label is another issue.
There is also the issue of the name of the product. One drug store chain changed its name and the new name was offensive to over 40% of the customers. In another case, a new car model was named something that was insulting to the parenthood of a person. Anyone who purchased this model was then viewed as an idiot.
This carries over into the form of advertising and media that will be used. Another factor is whether your firm already has a strong brand name and presence in the country. This will allow you to cross-sell the new product with existing products.
The important lesson learned is that a new product has to be customized to the specific market segment. This is almost part of product development and should be treated as such. Many good products only succeed in one or two markets. In others they have to be withdrawn from the market and then relaunched later.
Purpose And Scope
Technical Purpose
The technical purpose is to launch a new product by taking into account as many factors as possible. Completeness is a key technical goal. Related to this the product may have to be certified and accepted in each country through a government agency. The technical goal is that this be done as expeditiously as possible.
Business Purpose
The business purpose is that the new product be successful. However, success is a term relative to specific markets. Therefore, it is important to identify specific business goals for each country. You can use a table like the one below. Here the rows are the general goals and the countries are the columns. The entry is the interpretation and application of the general goal to the specific country.
Countries
General business goal
Interpretation of the goal
Political Purpose
Most of us think of the business and technical goals, but there are political goals as well. One is that the firm wants to show that it is moving to more of an international presence. Another goal is that it is attempting to build families of related products. Both of these help management to show progress of the firm to investors.
End Products
Some typical end products are:
· Planning completed for the product for each country.
· Culture and political check and evaluation for the planning.
· Prerollout promotion and advertising for the product.
· Rollout of the product in the countries along with the promotion.
· Gathering of lessons learned and experience to fine tune the marketing for later campaigns.
· Use of lessons learned to improve the product planning process for the future.
Issues
Issue: There Is A Failure To Learn From Other Product Launches
This occurs when products are assigned to individual product managers and there is a lack of communications among the managers. Also, the organization may not take the cultural factors seriously and so do not emphasize this in product planning.
Impact
The same failures may recur many times before the company becomes aware of the problem and its severity and impact. After the product is launched, the firm may only look at overall sales and ignore the behavior in specific, detailed markets. This risks alienating the people in that country for other products. That is what happened with the automobile and drug store examples.
Prevention
Planning is the key. It must include in-country planning as well as headquarters planning. Focus groups and testing should be considered in specific local markets. You also cannot just test in the capital of a country. Other parts of the country may have different languages and cultures. You have to move out into the field.
Action
If a product starts to run into problems, the immediate question is whether it can be salvaged or whether it should be pulled from the market.
Issue: There Is A Lack Of Culture Sensitivity
Many American and European firms still suffer from inflated egos. What sells well in country A should go well in country B. How long was it before American firms began to build cars with the steering wheels on the right-hand side of the car? As soon as they did, sales increased in countries where driving is on the left.
Impact
The first impact is felt in product sales. Then there is sometimes a bigger, negative impact on the company’s image. This has occurred with firms who marketed lower-quality products in a market and then found out that sales of all products were affected.
Prevention
You have to get down to the consumer of the product in the specific part of the foreign nation. You have to think like they do. Remember that they have less available money for spending. One good test is to see what they could buy with the same money instead of your product. This can be a real eye opener.
Action
A sign of a problem can be casual statements made by higher-level executives. These can be very damaging. If there is a problem, then it may require a massive effort to recover. The company name and the brands may have to be changed to create new images.
Issue: Too Much Of The Advertising Is Geared To An Upscale, Western Audience
The Internet has increased this issue. People often tend to think of advertising as universal. After all, look at CNN or the BBC. However, for all of this, the local markets are often quite different. The next time you travel overseas, try to view local commercials on television in the local language. These commercials focus on different things and are carried out much differently from western commercials. You may want to think that the world is becoming more homogeneous, but it is still heterogeneous.
Impact
The advertising is often wasted. The impact is not perceptible. The product failed. One flyer that was produced for a market used a variation of the language from another part of the country. The people ignored the advertising because it was not from their area.
Prevention
Testing of the advertising is essential. The true test is to target local media in the local language.
Action
If you see that the advertising is not working, then you want to increase the staff in the country to learn from the problems. Don’t just retreat.
Issue: How The Product Marketing Is Handled Is Inconsistent Between Countries
It is desirable to have product marketing different between countries. That reflects the cultural and language differences. However, consistency is another matter. You must work to have consistency since there is enough communications on the Internet and by other means that a mistake here can be costly.
Impact
People will tend not to believe the marketing if there is an inconsistent message. This can depress sales over time.
Prevention
A good idea is to develop a list of key product attributes and characteristics. Make this the rows of a table. The columns of the table are the countries in which you are going to market the product. The entries are the details of how the characteristic will be marketed. This will improve consistency and can be used to help train people to sell the product in different countries.
Action
Once you detect one inconsistency, you have to assume that there are others. Therefore, it is a good idea to conduct a review of the marketing for all of the countries.
Issue: There Is A Lack Of Coordination During The Marketing In Different Areas
Market planning may be centrally coordinated. However, the launch of the product in a specific country may be left with a franchise or local office. They may feel that they are on their own. There may be little contact between and among the various offices during the marketing campaign.
Impact
Lessons learned are lost because of the lack of communications. This may mean that the same mistakes are committed multiple times. It also means that good, valuable lessons learned are lost.
Prevention
There should a forum for sharing information among the countries. An intranet chat room fits this well. Salespeople can log their negative and positive experiences in marketing the new product.
Action
Unless there is a mechanism for sharing information along with management support, there is likely to be little sharing. To test out the situation you can visit several countries and see what their experiences are. You can then infer if there is sharing and can then encourage it.
Issue: There Is Insufficient Follow-Up After The Product Is Launched
You are probably thinking here of a follow-up marketing effort. However, what is meant here is gathering lessons learned for later work. In order to do this, there has to be more than management support. There must be a lessons learned database along with a method for using, updating, and applying it on a regular basis. Management must require that this database be employed before the launch of any new product.
Impact
There are missed opportunities. Experience in one country is not gathered and used even for that country. Employees start to feel that each marketing effort is a one-shot deal. Then they begin to think that the company lacks a strategy. Morale starts to sink along with sales.
Prevention
Follow-up should be planned from the start. You want to begin with marketing campaigns and new product launches that are going on now. Management must reward the gathering and use of the experience.
Action
Assuming that there is no follow-up and that you want to do something, one approach is to do limited data collection in several countries where the new product was most and least successful. Develop a list of questions to get started and get going. However, doing this doesn’t ensure success. You have to then apply it to the product marketing in all countries. You can al Template Areas
Area: Review Market Research And Other Information
The topic that is missed here is the experience of similar products in a specific market. Market research data is very good in developed countries. It is not as available or as high quality in the rest of the world. You have to think about using the local people to collect information that you can get on-line through a service in a developed country. Much of the information may be anecdotal, but it is still useful.
Area: Review Track Record For Successful And Failed Competitive Products
Go beyond your own industry. Look at other international firms and how they launched their products. Go to the Web and look up the same product in different countries at various Web sites. Build a reservoir of this information after you organize it.
Area: Develop Culture Profiles Of The Product For Each Market
Of course, the profile depends on the specific product and country. However, you can start by identifying cultural oddities and unique features and characteristics about a specific country.
Area: Prepare The Launch Of The New Product
This is the planning area that was mentioned earlier in this chapter. The planning should be country specific as much as possible.
Area: Coordinate Product Marketing And Sales
Coordinating does not mean just managing. It means facilitating the sharing of information and lessons learned among the various offices.
Area: Gather Experience And Lessons Learned
The key here is to implement a structured, routine approach to collect, organize, and use this information. Before any phase of the new product marketing it should be a requirement that the relevant lessons learned be reviewed and applied. Then as more experience is gained, these lessons learned can be expanded.
so encourage people to volunteer their experiences.
Lessons Learned
· Understand more about local markets and cultures. This should be started long before a new product is launched. An interesting thing to do is to describe how not to launch the product in terms of the culture. By explaining what not to do, you show people how important culture is and how different this culture is from the one that they are familiar with.
· Set interim milestones and reviews after the new product is launched. Many new product launches run into problems because of the extensive dependencies among tasks across countries. You can literally become lost in the maze of details. There are multiple deadlines in each country, etc. That is why you have to take a relational view of the tasks and look at them from the standpoint of headquarters, local offices, the consumer, etc.
· Ensure that in-country staff and managers are up on the project and part of the sales and marketing team. Many local people have said that they only hear about the product on the eve of the launch. Then any deficiencies and problems noted fall on deaf ears. It is too late.
· Set up a management approach that provides flexibility in dealing with issues and opportunities that surface during the launch of the new product. This has been a constant theme in this book and is very applicable here.
· Implement facilitation, lessons learned, and collaboration among different countries. You may have to do this differently in each country, but it will still result in the same thing. Management should set up a reward system to encourage this collection of knowledge.
Summary
By now you can see that the launch of a new product is similar to many of the other situations that have been addressed in the book so far. Note that failure occurs most often because an international project is treated as a local project.
作者: Bennet P. Lientz Kathryn P. Rea
本书提供了具体的取得更大的项目成功的指导方针和指出了现代技术在项目管理面向和适应国际项目的重要性。
第13章:新产品的市场推广
前言
这里提到的新产品，还包括服务，产品差异等等。你会觉得简单的消费产品在世界各地都是一样的。毕竟，他们都用同样的方式被人类使用着，这是有道理的，但是这是概念性的错误，以洗手剂为例，这里有一些事情需要考虑：
· 容器上的标记必须敏锐符合当地文化，
· 政府规章指明确切的标记规则。
· 特定多重容器可能有特定规则。
· 该产品及其容器的颜色需要很好的适合当地规定。
· 是否有男人,女人,儿童或宠物的标签则是另一个问题。
还有一个问题是该产品的名称。 一名药品连锁店改名，新名字冒犯了超过40%的客户。在另一个案例中，一个新车型的命名可说是侮辱了生儿育女的人。任何人购买了这种车子当时被视为白痴。
这就涉及到了广告及媒体的应用。另一个因素是，是否你的公司已经有一个强大的品牌，并且在该国存在。这将让你能够交叉销售新产品与现有产品。重要的结论是，一个新产品要定制的特定市场区隔。这几乎应当被看作是部分产品的发展。很多好的产品只是在一个或两个市场很成功。但是在其他国家，它们却要退出市场，不得不重新启动该产品项目。
目标和范围
n 技术目标
技术目的是在考虑到很多因素越好的情况下推出新的产品。完整性是一个重要的技术目标。只有这样，与此相关的产品才可能会被每个国家认证。该技术目的的要求就是,这项工作应尽快开展。
n 商业目标
商业用途的业务的目的是希望新产品获得成功。但是，成功是一个相对特殊的市场而言的。因此，重要的是要对于每个国家确定具体的工作目标。你可以使用一个像下面这样的表格来进行这项工作。这里第一横排的是总体目标，第一竖排是国家的栏目，条目则是总体目标在特定的国家的应用和注释。
国家
总目标
目标的注释
n 政策目的
我们多数人考虑到了业务和技术目标，而没有考虑到政策目的。一个大局，就是要坚定地表明，它正在为更多的国际存在。另一个目的就是试图开发相关产品体系。这两方面都为投资者表明了该公司管理方面的信息。
最终产品
一些典型终端产品是：
· 为每一个国家规划完成的产品。
· 文化与政策考核和评价的规划。
· 该产品prerollout宣传和推广。
· 随着推广工作的进行，在这些国家推出这些产品。
· 总结经验教训,逐步微调营销活动。
· 利用总结的经验教训,以改进改进未来产品的规划过程。
有关问题
n 问题: 无法推出其他产品
这发生在当产品分配给负责单个产品的经理而个经理缺乏相互之间的沟通的时候。同时，该组织可能不看重文化因素，所以不强调这种产品规划。
影响
在该公司意识到了问题的严重性和影响力前，同一问题可能会发生很多遍。在产品推出后，该公司就可能只看整体销售量，而忽视行为的具体详细的市场。这也会使人们疏远该公司在该国的其他产品。这就是之所以发生上述汽车和药品连锁店的例子的原因。
预防
规划是关键。它必须纳入各个国家的分规划。以及总部的规划。应当考虑到当地市场的主要顾客群及对此的市场调查。你也不能只调查的一个国家首都的地区。 同一国家的不同地方可能有不同的语言和文化。所以，你必须注重这一点。
行动
如果一个产品开始出现问题, 眼前的问题是，是挽救，还是应当从市场上撤回。
n 问题:缺乏对文化的敏感性
美洲和欧洲的许多公司仍然受害于自我膨胀。什么走俏，在A国走俏的产品应该在B国也走俏。曾几何时，美国公司开始建立方向盘在右边的车？他们大量生产后才发现，销售量增加的国家的方向盘是在汽车的左边的。
影响
首先感受到的是产品的销售。接下来是对公司的形象一个较大的负面影响。当公司在一个市场上销售低质量某种产品后，接下来要发生的就是所有在市场上销售的其他产品都将受到影响，导致销售量下降。
预防
你必须脚踏实地的去调查了解当地特殊市场的消费者。你必须像他们一样思考。 记住，他们都少钱可花。一个良好的测试是，看看他们用同样的钱会买什么而不是你的产品，这样你可以大开眼界。
行动
让上级领导者们对一个标志问题进行随便发言。 这可以造成非常严重的损害。 如果有问题，那么它可能需要付出巨大的努力后才能弥补。为重新创造一个新的公司形象，该公司的名称和品牌都有可能会被修改。
n 问题:太多的广告是面向高档的西方观众
我们在互联网上增加了这一问题。人们往往认为广告内容具有普遍性。这是有道理的，看看CNN或BBC吧！然而，对于这一切，当地市场往往有很大的不同。下一次当你出国旅游，去查看当地语言的电视广告吧。这些广告，针对不同的事物，有许多不同于西方的广告习惯。你可以认为这个世界正变得更加均匀，但仍然不尽相同。
影响
广告往往是无效的，影响不是很明显，产品失败了。在一国不同的语言区域里使用当地语言印成的传单是一个不错的主意。因为那里的人忽略了广告，因为它不属于自己的领域。
预防
试验中的广告是必不可少的。真正的考验是对付使用当地语言的当地媒体。
行动
如果你看到的广告效果不是很好时，然后你应该想到的是想到的是增加了解该国情况.而不只是撤退。
n 问题:拓展市场在不同国家之间使用不同的手段
这反映出国家之间文化和语言的差异。但是,连贯性是另一回事，因为有足够的通讯，对因特网和其他沟通手段，你的工作必须有一致性，并且在另一种意义上说这里的错误可能会付出巨大的代价。
影响
如果是有不一致的讯息人们往往不相信市场，这可能会抑制销售一段时间。
预防
一个比较好主意就是发展的一系列关键产品的属性和特点。将信息作成表格，属派代表你将要投放产品的国家，表中空格代表市场的详细描述和特征。此举将改善你工作的一致性，可以用来帮助训练人员在不同国家推销产品。
行动
一旦你发现一点不一致的，你不得不假设还有其他不一致的地方。所以，在所有销售国家进行销售审查是一个很好的主意。
n 问题:不同区域市场缺乏有效的协调
不同地区市场规划可集中协调。但是，特定国家推出的特定产品在某个国家可能只剩下一个专营或当地办事处。他们可能觉得他们必须依靠自己。可能在营销活动很少接触和各办事处。
影响
冲击的教训可能因为缺乏沟通而失去。这可能意味着，同样的错误犯多次。它还意味着良好的，宝贵的经验教训受到损失。
预防
应该设立一个个国家信息共享的平台。 联网聊天室正适合这一点，推销员可以登录其关于新产品营销的负面和正面的经验。
行动
除非有一种信息共享与管理支持机制，否则不可能有什么交流。来验证这个问题，你可以访问几个国家，看看他们的经验。然后你可以推断，如果有分享，然后就能鼓励它。
n 问题是：没有足够的后续产品推出
你大概在这里想到的是后续市场的营销. 然而，什么是以后工作可以借鉴的经验教训。为了做到这一点,必须有超过管理上的支持. 必须有一个教训数据库和一种专门方法对其进行利用,更新和用它作定期沟通. 管理者必须要求这个数据库在推出任何新产品之前被应用.
影响
存在着错过的机会。一个国家经验即使在该国可能也不会被收集和使用，员工开始觉得每个营销努力是一次性交易，然后他们开始认为公司缺乏一个策略，士气开始随着销售下沉。
预防
后续的规划应当从一开始就被提上日程。你必须促销活动和新产品的推出是同时进行。管理者必须奖励收集和使用经验的行为。
行动
有没有后续行动，而你想做点事, 办法之一是做几个国家中的那些新产品是最发达和最成功的有限的数据收集工作。制定一份问题清单并分析问题。然而，这样做并不能保证成功。然后你必须把它应用到世界各国的产品行销活动中。你可以在市场板块里逐步实行。
n 领域：检讨市场调研和其他信息
讨论中没有涉及的话题是在具体的市场环境里面对国外同类的产品。在发达国家市场研究数据是非常好的，这是在世界其他地方做不到的。 在发达国家，你要想到用当地人收集信息，你也可以在线通过服务。许多资料可传闻，但它仍然是有用的。
n 领域：审查成功与失败的拳头产品的纪录
超越你自己所在的产业。看看其他国际机构以及它们是如何推出自己的产品的， 去网上查查在不同国家同一产品的情况， 建立这样搜集信息的资料库。
n 领域：为每个市场建立产品文化档案库
当然，这取决于具体产品和国家。但是，你可以开始物色某个特定的国家濒危文化和独特的特征和特点。
n 领域：准备推出新产品
这是规划方面的，在本章上述提到过。规划中，各国的情况越详细越好。
n 领域:协调产品推广和销售
协调并不限于管理。这意味着促进各办事处的信息交流和经验教训共享。
n 领域：总结经验与教训
这里的关键是要分阶段落实，按常规方法收集、整理、并利用这一信息。在任何阶段的新产品营销中应该规定的有关经验教训并加以检讨和应用。 然后，随着经验的积累，这些经验教训可以扩充。
因此，鼓励人们自愿的为经验教训档案库增加和共享工作经验。
经验教训
· 了解当地的市场和文化。这应该在新产品的推出之前很早就开始了。一个有趣的必须要做的事情是如何形容这里的本地文化。解释什么不可以做， 找出当地的文化核心和当地文化和其他类似文化有什么不同。
· 推出新产品以前要进行一套临时的阶段规划和审查。许多新产品的推出会遇到问题，这是因为各个国家存在着广泛的相互的任务依赖性。你可能迷失在细节迷宫中。例如在每个国家有多种期限等，这就是为什么你要采取关联的观念去解决问题并从站在总部，当地办事处和消费者等的角度来看待问题。
· 确保所在国的工作人员和经理们认真负责项目和一部分销售。当地许多人说他们只是在产品推出的前夕听过产品的消息，以后就不那么关心产品的任何缺陷和问题了。那就晚了。
· 在新产品推出之际找出一个能灵活处理问题和机遇的管理方式。这是很适用的，这也是这本书一个长久以来不变的主题。
· 在不同国家之间实施便利，加强教训共享和协作。你可能在不同国家的做法不同，但它也会导致同样的事情。管理应该设立奖励制度，鼓励知识的收集。
总结
现在，你可以看到，推出一个新产品是类似的许多其它本书已经提到过的情况。很多国际项目通常成功率不大，一个最普遍的原因就是国际项目被视为当地的项目来对待。
International Project Management
International Project Management
by Bennet P. Lientz and Kathryn P. Rea
This book provides specific guidelines for achieving greater project success and addresses a need for modern techniques in project management geared and suited to international projects.
Chapter 13: Marketing of a New Product
Introduction
Under the umbrella of new product we also include services, product variations, and the like. You would think that simple consumer products are the same the world over. After all, they are used in the same way by all human beings. This makes sense, but is politically incorrect. Take something simple like hand lotion. Here are some of the things that have to be considered
· The labeling on the container must be sensitive to the culture.
· Government regulations may specify exact labeling rules.
· Cases holding multiple containers may have specific rules as well.
· The colors used on the container and for the product will probably have to be customized to the country.
· Whether to have men, women, children, or pets on the label is another issue.
There is also the issue of the name of the product. One drug store chain changed its name and the new name was offensive to over 40% of the customers. In another case, a new car model was named something that was insulting to the parenthood of a person. Anyone who purchased this model was then viewed as an idiot.
This carries over into the form of advertising and media that will be used. Another factor is whether your firm already has a strong brand name and presence in the country. This will allow you to cross-sell the new product with existing products.
The important lesson learned is that a new product has to be customized to the specific market segment. This is almost part of product development and should be treated as such. Many good products only succeed in one or two markets. In others they have to be withdrawn from the market and then relaunched later.
Purpose And Scope
Technical Purpose
The technical purpose is to launch a new product by taking into account as many factors as possible. Completeness is a key technical goal. Related to this the product may have to be certified and accepted in each country through a government agency. The technical goal is that this be done as expeditiously as possible.
Business Purpose
The business purpose is that the new product be successful. However, success is a term relative to specific markets. Therefore, it is important to identify specific business goals for each country. You can use a table like the one below. Here the rows are the general goals and the countries are the columns. The entry is the interpretation and application of the general goal to the specific country.
Countries
General business goal
Interpretation of the goal
Political Purpose
Most of us think of the business and technical goals, but there are political goals as well. One is that the firm wants to show that it is moving to more of an international presence. Another goal is that it is attempting to build families of related products. Both of these help management to show progress of the firm to investors.
End Products
Some typical end products are:
· Planning completed for the product for each country.
· Culture and political check and evaluation for the planning.
· Prerollout promotion and advertising for the product.
· Rollout of the product in the countries along with the promotion.
· Gathering of lessons learned and experience to fine tune the marketing for later campaigns.
· Use of lessons learned to improve the product planning process for the future.
Issues
Issue: There Is A Failure To Learn From Other Product Launches
This occurs when products are assigned to individual product managers and there is a lack of communications among the managers. Also, the organization may not take the cultural factors seriously and so do not emphasize this in product planning.
Impact
The same failures may recur many times before the company becomes aware of the problem and its severity and impact. After the product is launched, the firm may only look at overall sales and ignore the behavior in specific, detailed markets. This risks alienating the people in that country for other products. That is what happened with the automobile and drug store examples.
Prevention
Planning is the key. It must include in-country planning as well as headquarters planning. Focus groups and testing should be considered in specific local markets. You also cannot just test in the capital of a country. Other parts of the country may have different languages and cultures. You have to move out into the field.
Action
If a product starts to run into problems, the immediate question is whether it can be salvaged or whether it should be pulled from the market.
Issue: There Is A Lack Of Culture Sensitivity
Many American and European firms still suffer from inflated egos. What sells well in country A should go well in country B. How long was it before American firms began to build cars with the steering wheels on the right-hand side of the car? As soon as they did, sales increased in countries where driving is on the left.
Impact
The first impact is felt in product sales. Then there is sometimes a bigger, negative impact on the company’s image. This has occurred with firms who marketed lower-quality products in a market and then found out that sales of all products were affected.
Prevention
You have to get down to the consumer of the product in the specific part of the foreign nation. You have to think like they do. Remember that they have less available money for spending. One good test is to see what they could buy with the same money instead of your product. This can be a real eye opener.
Action
A sign of a problem can be casual statements made by higher-level executives. These can be very damaging. If there is a problem, then it may require a massive effort to recover. The company name and the brands may have to be changed to create new images.
Issue: Too Much Of The Advertising Is Geared To An Upscale, Western Audience
The Internet has increased this issue. People often tend to think of advertising as universal. After all, look at CNN or the BBC. However, for all of this, the local markets are often quite different. The next time you travel overseas, try to view local commercials on television in the local language. These commercials focus on different things and are carried out much differently from western commercials. You may want to think that the world is becoming more homogeneous, but it is still heterogeneous.
Impact
The advertising is often wasted. The impact is not perceptible. The product failed. One flyer that was produced for a market used a variation of the language from another part of the country. The people ignored the advertising because it was not from their area.
Prevention
Testing of the advertising is essential. The true test is to target local media in the local language.
Action
If you see that the advertising is not working, then you want to increase the staff in the country to learn from the problems. Don’t just retreat.
Issue: How The Product Marketing Is Handled Is Inconsistent Between Countries
It is desirable to have product marketing different between countries. That reflects the cultural and language differences. However, consistency is another matter. You must work to have consistency since there is enough communications on the Internet and by other means that a mistake here can be costly.
Impact
People will tend not to believe the marketing if there is an inconsistent message. This can depress sales over time.
Prevention
A good idea is to develop a list of key product attributes and characteristics. Make this the rows of a table. The columns of the table are the countries in which you are going to market the product. The entries are the details of how the characteristic will be marketed. This will improve consistency and can be used to help train people to sell the product in different countries.
Action
Once you detect one inconsistency, you have to assume that there are others. Therefore, it is a good idea to conduct a review of the marketing for all of the countries.
Issue: There Is A Lack Of Coordination During The Marketing In Different Areas
Market planning may be centrally coordinated. However, the launch of the product in a specific country may be left with a franchise or local office. They may feel that they are on their own. There may be little contact between and among the various offices during the marketing campaign.
Impact
Lessons learned are lost because of the lack of communications. This may mean that the same mistakes are committed multiple times. It also means that good, valuable lessons learned are lost.
Prevention
There should a forum for sharing information among the countries. An intranet chat room fits this well. Salespeople can log their negative and positive experiences in marketing the new product.
Action
Unless there is a mechanism for sharing information along with management support, there is likely to be little sharing. To test out the situation you can visit several countries and see what their experiences are. You can then infer if there is sharing and can then encourage it.
Issue: There Is Insufficient Follow-Up After The Product Is Launched
You are probably thinking here of a follow-up marketing effort. However, what is meant here is gathering lessons learned for later work. In order to do this, there has to be more than management support. There must be a lessons learned database along with a method for using, updating, and applying it on a regular basis. Management must require that this database be employed before the launch of any new product.
Impact
There are missed opportunities. Experience in one country is not gathered and used even for that country. Employees start to feel that each marketing effort is a one-shot deal. Then they begin to think that the company lacks a strategy. Morale starts to sink along with sales.
Prevention
Follow-up should be planned from the start. You want to begin with marketing campaigns and new product launches that are going on now. Management must reward the gathering and use of the experience.
Action
Assuming that there is no follow-up and that you want to do something, one approach is to do limited data collection in several countries where the new product was most and least successful. Develop a list of questions to get started and get going. However, doing this doesn’t ensure success. You have to then apply it to the product marketing in all countries. You can al Template Areas
Area: Review Market Research And Other Information
The topic that is missed here is the experience of similar products in a specific market. Market research data is very good in developed countries. It is not as available or as high quality in the rest of the world. You have to think about using the local people to collect information that you can get on-line through a service in a developed country. Much of the information may be anecdotal, but it is still useful.
Area: Review Track Record For Successful And Failed Competitive Products
Go beyond your own industry. Look at other international firms and how they launched their products. Go to the Web and look up the same product in different countries at various Web sites. Build a reservoir of this information after you organize it.
Area: Develop Culture Profiles Of The Product For Each Market
Of course, the profile depends on the specific product and country. However, you can start by identifying cultural oddities and unique features and characteristics about a specific country.
Area: Prepare The Launch Of The New Product
This is the planning area that was mentioned earlier in this chapter. The planning should be country specific as much as possible.
Area: Coordinate Product Marketing And Sales
Coordinating does not mean just managing. It means facilitating the sharing of information and lessons learned among the various offices.
Area: Gather Experience And Lessons Learned
The key here is to implement a structured, routine approach to collect, organize, and use this information. Before any phase of the new product marketing it should be a requirement that the relevant lessons learned be reviewed and applied. Then as more experience is gained, these lessons learned can be expanded.
so encourage people to volunteer their experiences.
Lessons Learned
· Understand more about local markets and cultures. This should be started long before a new product is launched. An interesting thing to do is to describe how not to launch the product in terms of the culture. By explaining what not to do, you show people how important culture is and how different this culture is from the one that they are familiar with.
· Set interim milestones and reviews after the new product is launched. Many new product launches run into problems because of the extensive dependencies among tasks across countries. You can literally become lost in the maze of details. There are multiple deadlines in each country, etc. That is why you have to take a relational view of the tasks and look at them from the standpoint of headquarters, local offices, the consumer, etc.
· Ensure that in-country staff and managers are up on the project and part of the sales and marketing team. Many local people have said that they only hear about the product on the eve of the launch. Then any deficiencies and problems noted fall on deaf ears. It is too late.
· Set up a management approach that provides flexibility in dealing with issues and opportunities that surface during the launch of the new product. This has been a constant theme in this book and is very applicable here.
· Implement facilitation, lessons learned, and collaboration among different countries. You may have to do this differently in each country, but it will still result in the same thing. Management should set up a reward system to encourage this collection of knowledge.
Summary
By now you can see that the launch of a new product is similar to many of the other situations that have been addressed in the book so far. Note that failure occurs most often because an international project is treated as a local project.
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