Marketing Research Plan in regard to Concept and Product Testing

for Nespresso Lattissima

Table of Contents
Marketing Research Plan in regard to Concept and Product Testing for Nespresso Lattissima. . .1
Table of Contents............................................................................................................................. 2
1. Introduction...................................................................................................................................
1.1. !ackground of the report.......................................................................................................
1.2. "ims....................................................................................................................................... #
2. Product Concept........................................................................................................................... #
. Concept testing............................................................................................................................ $
.1 Research %b&ecti'es............................................................................................................... (
.2 )e* information for the research plan.....................................................................................(
. Potential participants to the research...................................................................................... +
.# Market research methods to use............................................................................................. ,
.$ -ustification of proposals....................................................................................................... 1.
.( Limitations of the research.................................................................................................... 1.
#.Product Testing........................................................................................................................... 11
#.1 Research ob&ecti'es.............................................................................................................. 11
#.2 )e* information for the research plan...................................................................................11
#. Potential participants to the research....................................................................................12
#.# Market research methods to use........................................................................................... 1
#.$ -ustifications of proposal....................................................................................................... 1
#.( Limitations of the research................................................................................................... 1#
Conclusion..................................................................................................................................... 1#
References..................................................................................................................................... 1$
1. Introduction
1.1. Background of the report
Over the last decades, new product development (NPD) and innovation have become increasingly
critical for the survival and the success of many companies around the globe. In fact, current
business trends such as, global competition, rapid technological change, and little product
differentiation with traditional products have drastically shortened product life cycles. s a result,
many companies have been forced to develop new products, or modify their current ones in order
to retain their mar!et share ("epehri, #ayat $ Na%afi, &''(). )any studies on mar!eting field have
identified that well*designed mar!eting research, conducted at different stages of NPD can provide
a deep understanding of consumer needs for designing and developing new successful products
(+auser, ,ellis $ -riffin, &''(). On the other hand, poor mar!eting research and the inability to
ade.uately fulfil consumers/ needs has been identified as a !ey factor for new product failure
(Ogawa $ Piller, &''(). ,herefore, in order to increase the li!elihood of new product success and
reduce the ris! of new product failure, it is essential that companies develop a close contact with
their target mar!et throughout the entire developmental process ("epehri et al., &''(). NPD is a
dynamic process which can be conducted through different ma%or stages such as, 0idea generation,
concept testing, product testing, pre*test mar!et, test mar!et, launch, and life*cycle management1
(O2er, 3444, p.56). ccording to 7rawford and Di #enedetto (&'3'), concept testing and product
testing play a !ey role in product innovation. In fact, while concept testing identifies consumers/
need in regard to the proposed item, product testing evaluates whether or not the product developed
fulfils that need ("epehri et al., &''().
Nestle/s Nespresso is the 0mar!et leader in high .uality portioned coffee1 ()atlac!, &''4, p.&), and
an e8ample of how NPD can be critical to deliver success. ,hrough the launch of Nespresso
9attissima single serve espresso machine with new innovative one touch mil! solution (N9), the
company has established itself as a pioneer of product innovation. In fact, by adding new features to
their coffee machines Nespresso has reinvented how millions of people prepare and drin! their
coffee.
,his report will e8amine the role of mar!eting research in testing at different stages of NPD.
1.2. Aims
,he report focuses on the mar!eting research plan for concept testing and product testing prior the
launch of Nespresso 9attissima single serve espresso machine with one*touch mil! system (N9).
,he first part of the report will discuss the product concept of Nespresso 9attissima coffee machine.
,hen, for each of the two stage of NPD it will be analysed:
;esearch ob%ectives
<ey information relevant for the research plan
Potential participants to the research
"pecific mar!et research methods to use
=ustification of proposals
9imitations of the research
,he results of these research will be used to develop N9 and launch it into the mar!et.
2. Product Concept
new product concept is defined by 7rawford and Di #enedetto (&'33) as a statement about
estimating product characteristics that can generate potential benefits or solutions to problems
relative to other products already available. ,hese statements provide the basis for obtaining
specific consumers/ feedbac! in order to evaluate the viability, the strength and the potential sales
of a new product. ,his representation of the product constitutes also a protocol that offers to
development teams a well*defined set of e8pectations as well as a guidance for the product
formulation, the development process, and the launch strategy (9ord, &''').
ccording to 7rawford and Di #enedetto (&'3'), new products can be classified into ( categories in
terms of degree of innovation that they provide. ,hese include:
0New to the world products
New to the firm products
dditions to e8isting product lines
Improvements and revisions to e8isting products
;epositionings
7ost reductions1 (7rawford $ Di #enedetto, &'3', p. 3>)
?ach of these categories can be considered as a new product (7rawford $ Di #enedetto, &'3').
+owever, it is critical to understand the different ris!s, challenges and uncertainties which each
new products group may generate, in order to manage effectively the development process.
7onsidering that Nespresso has been developing, testing, and launching coffee machines into the
mar!et since 346( (Nestl@ Nespresso, n.d.), this new coffee machine will constitute an addition to
the e8isting product line. ,herefore, although N9 will not revolutioni2e the e8isting coffee
machines mar!et, it will provide a uni.ue and superior product with less ris!s associated to its
development.
7rawford and Di #enedetto (&'33) claim that one of the strategic elements of new product
development is the product innovation charter (PI7). ,his tool acts as a guide for managers
throughout the NPD process, and ensures that the new product team focuses and develops products
that are in line with the ob%ectives and the strategies of the company (Dic!inson $ Ailbuy, 3445).
In order to develop the new product strategy, the PI7 often utilises the corporate mission as an input
(7rawford $ Di #enedetto, &'3'). ,herefore, for creating the product concept of this new coffee
machine, it has been utilised the mission statement of De/9onghi, which will manufacture the
coffee machine.
De/9onghi/s vision is to 0be recognised as the global mar!et leader in coffee, comfort and selected
!itchen and homecare categories1 (De 9onghi, n.d.). In order to achieve this ob%ective their mission
is:
0to offer consumers innovative home appliances with a distinctive combination of style and
performance
,o ta!e an international approach to product development appealing to different cultures and
living environment1 (De/9onghi, n.d.).
,his mission will constitute the conceptual and strategic framewor! that will guide the product
concept throughout the NPD process.
,he description of N9 concept is provided in the ppendi8 of the report.
3. Concept testing
7oncept testing is a critical stage of NPD utilised to assess consumers/ reactions to a new product
concept (Aind, "tuart $ O/ 7onnor, 345B). ,his process re.uires consumers/ e8posure to a product
idea through a predetermined series of .uestions designed to evaluate their opinions and feelings
about a new product concept (9ord, &'''). ,he rationale behind concept testing is that consumers
can provide relevant information such as, customer utility, cost of a new product, and technical
feasibility about potential concepts to product designers. ,hese information allows to filter poor
concepts, assess the trial rate, and refine the initial idea (7rawford $ Di #enedetto, &''(). s a
result, managers can reinforce the final concept, determine potential mar!et si2e, and develop
mar!eting strategies without the costs involved for mar!eting and developing the actual product
(Craser, 344>).
3.1 Research b!ecti"es
In order to testing the concept, it is essential that the research focuses on the following ob%ectives:
identify whether potential buyers understand the concept
Identify the strength and the uni.ueness of the concept
Identify whether the concept can be improved
Identify barriers and benefits of the concept
Identify whether there is a need of the product and how this product could fulfill this need
Determine level of interest of potential buyers in purchasing the product
Determine positive and negative perceptions of the product functions, features and benefits
7onfirm the target mar!et
-ather target mar!et behavioural information such as fre.uency of use, purchasing reasons,
and their reaction to price (7rawford $ Di #enedetto, &'33).
3.2 #e$ information for the research plan
,he !ey information that will be assessed for testing N9 concept include:
7ompetitors in the mar!et of the coffee machines in order to compare the product concept to
the products already in the mar!et, and to identify the degree of differentiation from them
Previous models of Nespresso coffee machines in order to identify degree of innovation that
this concept will provide to the mar!et if the concept testing phase will be successful
7oncept li!es and disli!es
-eneral e8pectations generated by 9attissima
Nespresso/s target mar!et to better assess the perceived advantages and disadvantages of the
concept
,arget mar!et involvement
7offee machines industry to understand real mar!et opportunities and forecast potential
sales
7oncept !ey attributes as uni.ueness, overall appeal and purchase intent
7oncept fit with target and brand
ttractiveness and impact of product and brand concept
Price elasticity
,he elements of the mar!eting mi8 such as product, price, place and promotion ("epehri et. al.,
&''(D 7rawford $ Di #enedetto, &'33).
3.3 Potential participants to the research
In order to test the concept of N9, the research will be conducted with the following groups:
sample of previous and current Nespresso coffee machines owners, which can provide the
voice of the customer (EO7) as an input to ;$D department and mar!eting personnel
(7rawford $ Di #enedetto, &'33).
national sample of the target mar!et of the five leading countries that import coffee
around the globe such as, F."., Italy, =apan, -ermany, and Crance ("7, n.d.). ,his group
can provide relevant pro%ectable data which can be utilised to forecast potential sales, and
obtain demographic information for confirming the target mar!et itself
sample of "pecialist 7offee ssociation of merica ("7), the world/s largest coffee
trade association with over G''' members around the globe among producers, coffee
retailers, e8porters and importers, roasters, and manufacturers of coffee e.uipment ("7,
n.d.). ,his sample represents the lead users of the coffee industry. ,herefore, they have a
better understanding of some the coffee machines issues and they can provide vital solutions
to these issues.
sample of De/9onghi designers and manufactures, which can provide relevant
information and suggestions from a technical perspective
3.% &arket research methods to use
,he concept will be presented in a narrative format to targeted groups identified above.
,he first part of the mar!eting research will be conducted through online surveys. "ome of the
reasons for choosing this particular .uantitative mar!eting research tool include:
"peed and timeliness : ,hey can be conducted a time*efficient manner, allowing real*time
access for interactions with geographically diverse groups.
7onvenience : ;espondents can ta!e an online survey in the most convenient time for
themselves.
?asy of data entry and analysis : It is easy to complete online surveys, and to store
instantaneously all the information in a data base
Huestion diversity : It is possible to include scales, multiple*choice .uestions, dichotomous
.uestions, single and multi*response .uestions and also open*ended .uestions.
9ow administration costs : Once the surveys are developed and placed on the database, do
not re.uire interviewers or postage. ,herefore, costs are !ept down.
7ontrolled sampling : ,hey allows access of demographic data and can also be used to
enhance the relationship with current customers by showing interest to their opinions
-o to capabilities : s complicated instructions are not re.uired, they eliminate respondent
confusion. ,herefore, it can also reduce many respondents/ errors. (?vans $ )athur, &''B).
selected sample of respondents of each group identified above will receive by e*mail the survey
.uestionnaire described in ppendi8 # of the report.
,he second part of the mar!eting research will be conducted through focus groups with a small
number of representative of each group identified above. ,his .ualitative research tool can be used
to e8plore more in depth consumers opinions and attitudes about the concept. In fact, according to
<ent (344G), focus groups have the ability to generate constructive discussions about preliminary
product concepts, which can be utilised as a platform for brainstorming new concepts. ,his
mar!eting research tool will provide .ualitative data about N9 that will allow to:
Identify its strengths and wea!nesses
Develop strategies its concept improvement
Identify which particular attributes do not match with consumers needs
Identify whether the concept is relevant for the target mar!et
7hange, e8pand and refine the concept based on relevant customers/ insights
Identify mar!et potential for the concept (<ent, 344G)
,he focus group interviews will involve 3' people among consumers and product designers in a
open and in*depth discussion about N9. During these focus groups participants will be facilitated by
a moderator to free discuss about N9 attiributes, price, potential features additions and product
modifications (O2er, 3444).
,he third part of the mar!eting research will test the concept through con%oint analysis. In fact,
according to 7rawford and Di #enedetto (&'33, p. 35>), con%oint analysis provide results that are
0a valid early indicator of ultimate product success for product line e8tension1. ,his mar!eting tool
allows to statistically .uantify and predict which combination of products attributes consumer
prefer. During this analysis respondents are re.uired to provide %udgments about their preferences
for combinations of products attributes ()ohr, "engupta, $ "later, &'3'). ,he goal is to identify the
trade*off that consumers ma!e for each attribute of the concept, in order to assess the relevance that
they place on each of these attributes. ccording to +auser and ;ao (&''&) this analysis provides a
better understanding of consumers preferences compared to surveys and focused groups, because
allows respondents to answer to the survey as they were located in real mar!et scenario.
,he con%oint analysis of N9 will be based on the following attributes:
#rewing time
Potential price
One*touch mil! frother
uto*rinsing function
;emovable mil! container
7apsule coffee e8traction
Design
?nergy consumption
Dimension
7olour
Aarranty length
#rand name
,he results of this research will be used to assess the importance of each attribute. s a result, these
information will be used to develop and design a product in order to meet target mar!et needs.
3.' (ustification of proposals
,hrough the analysis of the coffee machines mar!et, and some of the ma%or global trends, many
factors suggest that N9 represents a new successful product concept.
7onsidering the some of the favourable mar!et trends, which are described in ppendi8 7 of the
report, and the potential benefits identified through the mar!et research, the need of the product, and
the strength of the concept have been confirmed. ,he analysis of the coffee machines industry has
identified an increasing numbers of competitors entering in the mar!et with innovative products.
+owever, none of the coffee machines currently available in the mar!et includes !ey features such
as, the one*touch mil! frother, and the automatic self*rinsing function. ,hese attributes provide
many benefits to coffee machines/ users, by reducing the time of preparing their lattes and
cappuccinos, and eliminating the cleaning procedure after each use. ,herefore, Nespresso and
De/9onghi have the identified an innovative product concept that can solve many current problems
of coffee machines users. s a result, moving to the ne8t stage of NPD it is necessary to guarantee
Nespresso/s growth and survival in the mar!etplace.
3.) *imitations of the research
s many variables are involved in concept testing, the results identified present some important
limitations that need to be ta!en into account. ,hese include:
;espondents may find practical difficulties in conceptuali2ing and assess the attributes of a
product or a new technology, based on its concept statement (7rawford $ Di #enedetto,
&'3').
;espondents may li!e various aspects of the product concept and rate it highly. +owever,
heIher could be uninvolved for the basic idea of the concept (Iuso, 345B).
,here is a time lag between the mar!et research is underta!en and the results are analysed in
which concept can change (Panda, &''6).
"ome changes in the mar!et place may occur
7oncept test cannot assess consumers/ satisfaction with the actual product. s a result, trial
rates cannot be translated into adoption rates (,auber, 345&).
;espondents may encourage the product development by overstating their interest
;espondents can ran! only the product attributes mentioned on the survey
In order to face the rapid technological change and the increasing competitiveness of the mar!et,
Nespresso should focus on only the critical steps of NPD in order to shorten the time to mar!et
(7rawford $ Di #enedetto, &'3').
%.Product Testing
Once the product concept has passed successfully the concept testing, the following step is to
develop its prototype and test it (Panda, &''6). t this stage, the physical product is e8posed under
controlled conditions to a representative sample of target consumers in order to be evaluated (<ent,
344G). ,his process allows companies to determine:
0Ahether the product matches the promises of the concept
Ahether consumers preferences change after use
+ow the product performs compared to others already available in the mar!et
+ow the product can be improved1 (O2er, 3444, p.6().
,hrough the creation of product prototypes, managers can conduct user evaluations of the product
as well as comprehend user preference trends at an early stage of NPD (7hristie, =ensen, #uc!ley,
)enefee, Jiegler, Aood, $ 7rawford, &'3&). s a result companies have the ability to identify and
correct potential issues and minimise ris!s and costs before continuing in the NPD.
%.1 Research ob!ecti"es
In order to testing the prototype of N9, it is essential that the research focuses on the following
ob%ectives:
7onfirm that N9 prototype matches with its concept
?nsure that N9 meet users needs
?nsure that N9 performs as e8pected
-ather consumer feedbac!s in regard to N9
,esting feasibility of N9 (O2er, 3444D Panda, &''6).
%.2 #e$ information for the research plan
,he !ey information that will be assessed for testing N9 prototype include:
Fsers perceptions, e8periences and feedbac!s about N9 prototype
Identification of product acceptance
?valuation of the prototype compared to other brands or previous products. ,his includes
the analysis of whether users perceive N9 as the coffee machines they currently use, or they
have previously used
ssessment of N9 prototype performance compared to the e8pectations generated by the
concept
nalysis of the functional wea!nesses and the potential improvements in terms of usability,
design, efficiency, reliability, simplicity to use, ergonomics, safety, simplicity of use and
safety
?valuation of users propensity of purchasing the product
ssessment of prototype performance in both laboratory and real user circumstances
Identification of problems related to technology uncertainty
Identification of consumers perceived benefits
?valuation of any user change in terms of preferences after the prototype use (#as!oro,
&''(D 7rawford $ Di #enedetto, &'33D lliance ;esearch, n.d.).
%.3 Potential participants to the research
In order to test the prototype of N9, the research will be conducted with the following groups:
small sample of current Nespresso coffee machines owners : 7onsidering that N9 will be a
line e8tension, this group can identify whether or not the prototype performs better or as
well as the e8isting products (lliance ;esearch, n.d.).
small sample of other coffee machines owners : this group will provide the EO7 from the
point of view of potential users. ,his will allow the company to evaluate whether or not this
group can be persuaded to switch to other brands (<ent, 344G).
small sample of the target mar!et identified during the concept testing phase.
small sample of "7 : s identified during the concept testing phase, this sample
represents the e8perts of the coffee industry.
small sample of De/9onghi designers and manufactures : this group can provide relevant
suggestions from a technical perspective.
small sample of employees.
%.% &arket research methods to use
N9 prototype will be tested through the use of internal alpha test, with a small sample of employees
as well as a small sample of De/9onghi designers. ,hese short*term tests allow to assess the
prototype under laboratory circumstances within a company, in order to evaluate whether or not it
delivers the intended performance (O2er, 3444). In fact, they are developed to inform
manufacturers whether or not the product is free of bugs ( 7rawford $ Di #enedetto, &'33).
,he alpha test will be conducted through focus groups and in*depth interviews. ,hese .ualitative
mar!et research techni.ues will provide detailed information about the product from the employees
point of view as well as the designers/ one. Curther, the product will be evaluated in a paired
comparison test, in which N9 prototype will be compared to other coffee machines such as "enseo
New -eneration coffee machine. ,his approach will allow to have a more complete perspective of
N9 attributes and potentialities.
"imultaneously some prototypes will be delivered to a small sample of potential costumers among
the groups identified above for beta testing. ,his test allows users to utilise the prototype for a
specified time period within their own environment, and provides to the company feedbac!s about
the product (O2er, 3444). ,hese feedbac!s can be utilised by producers as input for product
improvement before its commercial release ()ohr et al., &'3'). ,he prototype will be evaluated in
monadic test, in which respondent will test the single prototype attributes for a time of two wee!s
(7rawford $ Di #enedetto, &'33). 7onsidering that in normal conditions consumers use only one
product version, this test will generate results which will be more close to the reality compared to
tests utilised in alpha test. Curther, in order to identify users opinions about N9, a selected sample
of respondents will receive a N9 prototype, and a survey .uestionnaire similar to the one described
in ppendi8 D of the report.
%.' (ustifications of proposal
In both stages of NPD, N9 attributes has been tested and modified in order to match the needs of
the mar!et. ,he PI7 has ensured a strategic direction in line with the mission and the main
ob%ectives of the company throughout the entire NPD process. ,he mar!et research during concept
testing has allowed to focus on particular attributes of N9, that have been considered more relevant
for the target mar!et. ,herefore, De/9onghi and Nespresso have developed a prototype of N9
based on its concept, and the main information identified during the mar!et research. ,his prototype
has been then tested through alpha and beta tests in order to identify bugs, obtain users feedbac!,
and improve the product before its commercial release. ,hrough the implementation of the *,**
; )odel, it has been also forecasted early profits and sales of N9, which has confirmed its potential
success. In fact, in order to transform individuals into regular purchasers 0there must be awareness
of the product, they must try the product, they must find it available, and they must want to repeat
and buy again1 (7rawford $ Di #enedetto, &'33, p. &''). t this point of the NPD process, the
company can create their mar!eting plan and N9 is ready for the launch phase.
%.) *imitations of the research
Product testing presents some critical limitations that need to be ta!en into account. ,hese include:
It cannot forecast mar!et si2e, brand share, sales volume and repeat buying
It cannot assess correct pricing
,esting occurs too late in the NPD, generating delays before the production
Fsers often do not have enough time to assess whether the product meets their needs
It cannot ensure free bugs products (Panda, &''6D 7rawford $ Di #enedetto, &'33)
lthough many of these limitations cannot be overcome through the use of test previously
analysed, many companies often utilise a further test, named gamma test, to ensure that users have
enough time to assess that the product meets their needs. In fact, this form of prototype testing
allows users to use the product indefinitely until the issues targeted during the development are
solved and the customers satisfied.
Conclusion
,his report has e8amined the role of mar!eting research during concept and product testing prior
the launch of N9. ,he first part of the report has discussed the product concept of Nespresso
9attissima coffee machine. In this part it has been evaluated some of the critical factors that need to
be ta!en into account when developing new products such as the strategic role of the PI7. In the
second part of the report it has been analysed in depth the concept testing phase of N9, and the !ey
role played by different mar!et research techni.ues such as, online surveys, focus groups and
con%oint analysis. ,his stage has allowed managers to evaluate some of the strengths and the
wea!nesses of the concept, identify need of the product, and assess which attributes of the concept
have been perceived as relevant for the target mar!et. ,he information identified through this
process has allowed to develop and test a prototype of the product. ,his stage has helped managers
to evaluate the prototype through different tests such as, alpha, and gamma testing, in order to
identify bugs, obtain users feedbac! and improve the product. s a result, managers have obtained
enough information to improve the product before its commercial release. ,herefore, it is essential
to have a focus on each of these stages of NPD, in order to understand mar!et needs, minimi2e
failure ris!s, and launch new successful products into the mar!et, which is vital for the survival of
companies.
References
lliance ;esearch (n.d.). Product ,esting Overview. ;etrieved from:
http:IIwww.allianceresearch.com.auIuserfilesIfileIProductK,estingKOverview.pdf.
#as!oro, -. (&''(). ,he design of an accelerated test method to identify reliability problems during
early phases of product development (,hesis, ?indhoven Fniversity of ,echnology). ;etrieved
from: http:IIale8andria.tue.nlIe8tra&I&''(3'3>G.pdf.
#io Intelligence "ervice (&'33). Non*,ertiary 7offee )achines: ?conomic and mar!et analysis.
;etrieved from:
http:IIwww.eceee.orgI?coKdesignIproductsI9ot&BKnonKtertiaryKcoffeeKmachinesIfinalKreportKtas!
3
7hristie, ?. =., =ensen, D. D. =., #uc!ley, ;. ,., Jiegler, <. <., Aood, <. 9., 7rawford, ;. +.
(&'3&). Prototyping "trategies: 9iterature ;eview and Identification of 7ritical Eariables. ;etrieved
from: http:IIwww.sutd.edu.sgIcmsresourceIidcIpapersI&'3&*KPrototypingK"trategies*
K9iteratureK;eviewKandKIdentificationKofK7riticalKEariables.pdf.
7onsumer ;eports (&''5). #uyer/s -uide: ?spresso )a!ers. ;etrieved from:
http:IIwww.consumerreports.orgIcroIappliancesI!itchen*appliancesIespresso*ma!ersIbuyers*guide*
espresso*ma!ers*G*'5IoverviewI'5'GKespresso*ma!ers.htm.
7rawford,7. )., $ Di #enedetto, . (&''(). New Products )anagement. (6th ed.). New Lor!:
)c-raw +ill.
De/9onghi (n.d.). De/9onghi Eision and )ission. ;etrieved from:
http:IIwww.delonghi.comIcorporateKenIpageIidentitaI.
Dic!inson, =. ;., $ Ailby, 7. P. (3445). 7oncept ,esting with and without Product ,rial. Journal
of Product Innovation Management, 3>, 335*3&B.
?vans, =. ;., $ )athur, . (&''B). ,he Ealue of Online "urveys. Internet Research, 3B (&), 34B*
&34.
Cocus -roup ,ips (n.d.). Product )ar!eting ;esearch M ,al! to Product Fsers. ;etrieved from:
http:IIwww.focusgrouptips.comIproduct*mar!eting*research.html.
Craser, ". . (344>). 7oncept ,esting: <ey to "uccessful Product Development. ;etrieved from:
http:IIresearcharchive.lincoln.ac.n2IdspaceIbitstreamI3'36&I3'G6IGIcdKdpK3.pdf.
+auser, =. ,,ellis, -. =., $ -riffin, (&''(). ;esearch on Innovation: review and genda for
)ar!eting "cience. Marketing Science, &B, (6(*535.
Iuso, #. (345B). 7oncept ,esting: n ppropriate pproach. Journal of Marketing research, 3&,
&&6*&G3.
<ent, ;. . (344G). )ar!eting ;esearch in ction. (3
st
ed.). 9ondon: ;outledge.
9ord, =.#. (&'''). Product 7oncepts and 7oncept ,esting. In . 9. #rody $ =. #. 9ord (?ds.), New
Products for a changing )ar!et*place. Pennsylvania: ,echnomic Publishing 7ompany.
)atlac!, 7. (&''4). Nespresso Pitches lu8ury coffee for lean times. ;etrieved from:
http:IIwww.businesswee!.comIstoriesI&''4*'G*&>Inespresso*pitches*lu8ury*coffee*for*lean*
timesbusinesswee!*business*news*stoc!*mar!et*and*financial*advice.
)ohr, =., "engupta, ".,$ "later, ". (&'3'). )ar!eting of +igh*,echnology Products and
Innovations (G
rd
ed.). New =ersey: Pearson education.
)oore, A. 9. (346&). 7oncept testing. Journal of Business Research, 3', &54*&4>.
Nestl@ Nespresso (n.d.). Our +istory. ;etrieved from: http:IIwww.nestle*nespresso.comIabout*
usIour*historyNPhaseKPhaseO&'>.
Ogawa, "., $ Piller, C. ,. (&''(). ;educing the ris!s of new product development. Sloan
Management Review, >5, (B*5&.
O2er, ). , 3444 survey of new product evaluation )odels. =ournal of new product innovation
management, 3(, 55*4>.
Panda, ,. <. (&''6). )ar!eting )anagement M ,e8t and 7ases. (&
nd
ed.) New Delhi: ?8cel #oo!s.
Patric!, =. (3445). +ow to Develop New "uccessful Products. (3
st
ed.). 9incolnwood: N,7 #usiness
#oo!s.
"7 (n.d.). Cacts and Cigures * dditional "tatistics for the Aorld and F.". )ar!et. ;etrieved
from: http:IIwww.scaa.orgIPDCIresourcesIfacts*and*figures.pdf.
"7 (n.d.). Our +istory. ;etrieved from: http:IIwww.scaa.orgIPpageQhistory.
"epehri, <., #ayat, +. J., $ Na%afi, E. (&''(). ,he Fse of )ar!eting ;esearch During NPD
Process ()aster ,hesis, 9ulea Fniversity of ,echnology). ;etrieved from: http:IIepubl.ltu.seI3(BG*
'365I&''(I'4I9,F*P#*?R*'('4*"?.pdf.
,auber, ?. ). (345&). Ahat is measured by concept testingP Journal of Advertising research, 3&,
GB*G5.
,homas, =. A. (&'3'). 7oncept ,esting and the 0Fni.ueness1 Parado8. ;etrieved from:
http:IIwww.decisionanalyst.comIDownloadsI7oncept,esting.pdf.
Aind, L., "tuart, =., $ O/7onnor, . (345(). 7oncept testing on Input to "trategic )ar!et
"timulation. Journal of Marketing research, 3B, 3&'*3G>.