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Think Marketing, 2e
Chapter 9: Product Management
CHAPTER 9
PRODUCT MANAGEMENT
Learning Objectives
LO1: Explain the different organizational structures used to manage brands.
LO2: Describe the steps in the new product development process.
LO3: Discuss key decisions involved in managing current products.
LO4: Identify the stages in a product’s life cycle and discuss how a brand manager’s
decisions are influenced at each stage.
LO5: Explain how the product adoption process influences the length and shape of a
product’s life cycle.
CHAPTER HIGHLIGHTS
Product management focuses on three key areas:
• the internal organization structure for managing current products

• the allocation of resources for the development of new products
• dealing with changing market needs, especially as products progress through
their life cycles
LO1: Explain the different organizational structures used to manage brands.
A. Organizational Structures for Managing Brands
Contemporary marketing organizations employ various management structures and

systems that provide efficiency in developing and marketing brands and products. Some
of the more common management systems are as follows (see Figure 9.1 in the
textbook):
1. Brand Management
An individual is assigned complete marketing responsibility for a product or group of

products. A brand manager (product manager or category manager) is responsible for
all aspects of the marketing mix. Decisions on product, price, distribution, and marketing
Copyright © 2016 Pearson Canada Inc. 9-148

Think Marketing, 2e
communications are made in the interests of achieving the stated goals of the
organization, namely increasing sales, profit, and market share.
2. Category Management
An individual is assigned responsibility for a portfolio of brands in a category (e.g.,

products in the same market segment: household cleaning products, baking products, or
toothpaste). In this system, the category manager adopts a more generalized view of the
business than would a brand manager. Leading supermarkets and other mass
merchandisers work with their suppliers to cooperatively manage categories of products
instead of individual brands.
Supermarkets in Canada have used category management systems (space management

systems) for some time. Consequently, manufacturer's management structures have
changed to reflect market realities. The move by manufacturers toward category
management will continue. It encourages a more cooperative marketing effort (a
partnership) in the channel of distribution.
3. Target Market Management
This system recognizes that different customers have different needs that require different
strategies. A multi-divisional company (e.g., Bell Canada) with diverse customer groups
uses this type of management system.
4. Regional Management
In this system decision making is decentralized based on geography. Each region has a
staff of marketing and sales personnel who develop programs unique to the region (e.g.,
Atlantic, Quebec, Central, West).
5. Continental and Global Management
As markets become smaller and growth in domestic markets dries up, pursuing global
markets becomes a priority. In this system brands may be managed on, say, a North
American basis (continental) or on a global basis. Under such a management structure a
company hopes to implement successful ideas anywhere regardless of the original
sources. A continental structure has negatively affected the marketing operations of many
Canadian divisions of U.S.-based companies. Key brand decisions are being made in the
United States, meaning less unique marketing strategies for Canadian consumers. The
often-used phrase "Think globally and act locally" is a common salute among
multinational marketers. In terms of brand strategy it is more efficient to offer the same
brand name product in as many regional markets as possible. Airbnb, for example, makes
marketing decisions globally as the accommodations listed on its site cover 192 countries
around the world. Despite offering its website in 21 languages, the brand identity is
consistent around the world (see Figure 9.2).

Think Marketing, 2e
LO2: Describe the steps in the new product development process.
B. A Closer Look at Product Decisions
1. New Product Decisions
A new product is a product that is truly unique and that meets needs that have been
previously unsatisfied (e.g., Google Glass wearables). Advancing technology creates
these unique opportunities. Most new products fall into the line extension category (new
varieties, new flavours, and new sizes). New innovations can be protected by patent.
Some organizations ignore patent protection laws and introduce look-alike products
referred to as knock-offs.
There are seven steps in the new product development process (see Figure 9.4):
a. Idea Generation
Good ideas and concepts are selected from all available sources, both inside and
outside the organization. Smart organizations encourage their employees to generate
new product ideas.
b. Screening
Those ideas that do not offer financial promise are eliminated quickly. Senior
executives look for ideas that fit the strategic direction the company is taking.
c. Concept Development and Testing

At this stage the idea is presented in visual form to consumers to find out their
reactions to it. The company proceeds with ideas where interest is high.
d. Business Analysis
A financial review of ideas that consumers reviewed positively is undertaken.
Production and marketing costs and revenue and profit projections are analyzed. Ideas
are ranked according to financial promise. Many companies got burned when
forecasting demand for low carbohydrate products. What was supposed to be a trend
was nothing more than a one-year fad. The anticipated sales and profits did not
materialize.
e. Product Development
The idea becomes a physical product. A prototype is developed that meets the needs
of potential customers. Further consumer research is conducted and the prototype is
refined. Many key decisions are made at this stage since the company is spending
money in development. The type and quality of parts and materials, the method of
production, and the time required for start-up are all considered. Production and
marketing departments work closely together at this stage. This stage determines the
feasibility of producing goods profitably.

Think Marketing, 2e
f. Test Marketing and Marketing Planning

An introductory marketing plan is developed for a test market situation. Consumer
reaction to the product and the marketing strategy is assessed at this stage. Several test
markets may be conducted to formulate more conclusive evidence that the product
will succeed.
g. Commercialization
Full-scale production and marketing occurs. The product is introduced regionally or
nationally according to the needs and expectations of consumers.
LO3: Discuss key decisions involved in managing current products.
2. Product Modification Decisions
This includes changes in style (automobiles), colour (washing machines), function (golf
equipment), and quality (improve or cost reduce to save money). Electronic devices
constantly innovate to add features, and some companies modify products and packaging
to appeal to consumers’ interest in environmentalism.
3. Product Mix Expansion Decisions
Product mix decisions concern the width and depth of a product line. The addition of new
products and the extension of existing products, often referred to as product stretching,
are the lifeblood of growth-oriented companies.
4. Packaging and Brand Design Decisions
The decision to change the design of a package is made possibly to change or improve
the image of the product; for example, newly designed beer cans that keep beer colder for
longer periods offer an advantage for early adopters of the technology. Reducing the
amount of packaging to meet environmental objectives is another management
consideration. Changing logos and other elements of corporate identity can also aid in
repositioning the company in the mind of consumers.
5. Product Maintenance or Withdrawal Decisions
This is the decision to keep a product on the market or pull it from the market. Such a
decision is usually based on the profitability of the product and the direction a company
wants to pursue. If products or entire divisions of a company no longer fit they are sold
off. For example, Chrysler eliminated its Cruiser line in 2010.
Many companies use planned obsolescence, where products are deliberately outdated
before the end of their useful life, by stopping the supply or introducing a newer version
(e.g., computer hardware and software).

Think Marketing, 2e
LO4: Identify the stages in a product’s life cycle and discuss how a brand manager’s decisions are
influenced at each stage.
C. The Product Life Cycle
Products go through a series of phases known as the product life cycle. The variables of
time, revenue, and profit determine the stage of the cycle a product is in. See Figure 9.9
for an illustration of these variables and their effect on each stage.
1. Introduction Stage
The introduction stage is characterized by a period of slow sales growth since the product
is new and not widely known. Losses are frequent because of the high marketing
expenditures to generate demand and awareness for the product. Trial incentives and
widespread use of media advertising are common at introduction. High prices also prevail
since it is easier to lower prices at a later stage than raise them. Achieving desired
distribution is difficult since the product is not well known or in demand. Establishing a
web presence is now very important for new products (e.g., it’s a good way to provide
information well in advance of an introduction).
2. Growth Stage
This stage is a period of rapid consumer acceptance where sales rise rapidly, as do
profits. The presence of competitive brands at this stage generally means that aggressive
marketing activity for the original product remains high. The goal is to protect and build
market share as the market is expanding. The emphasis of activity shifts from merely
generating awareness to include creating a preference.
Depending on the degree of competition, the organization maintains or perhaps increases

its marketing investment at this point. Advertising messages stress product differentiation
(unique selling points) and more targeted media are employed since more is known about
the consumer who buys the product. A greater variety of promotional incentives are used
to achieve trial and repeat purchase objectives. Price strategies remain flexible and are
often determined by competitive prices. Distribution is easier to achieve since the product
is in demand.
3. Mature Stage
At this stage the product has been widely accepted by consumers. Sales growth is
marginal or marginal declines in volume occur. Encouraging repeat purchase by loyal
consumers is the key to maintaining a long-lasting and strong position in this stage (e.g.,
Molson and Labatt or Coke and Pepsi battling for loyalty). Fringe brands often drop out
at this stage, leaving the market to a core group of competitors. Marketing budgets are
usually cut back and there is an emphasis on cost control.

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In this stage advertising tends to give way to various forms of promotion and price
discounting. The objective is to conserve money, not spend it. The goal is to generate
profits that can be reinvested in the development of new products. See Figure 9.12 for an
illustration of this impact.
Generally most products remain in the mature stage for a long period, so product
managers are accustomed to implementing strategies for mature brands. A manager has
the option of adopting a defensive strategy to try and maintain market share or an
offensive strategy to try and rejuvenate the brand.
Defensive strategies protect market share (preserving loyalty is a priority). Promotions

that encourage loyalty include cash refunds, contests, and giveaways. Such offers
encourage repeat purchase and multiple purchases. To protect market share prices are
often dropped. Distribution will remain stable if reasonable discounts and allowances are
still offered to distributors. For insight into investing in maintaining market share in the
mature stage, see the Think Marketing box For Coke, the Challenge Is Staying
Relevant.
In the mature stage attempts are made to rejuvenate a brand. Strategic plans are devised
to extend the product life cycle. See the following section for more details.
4. Extending the Product Life Cycle (See Figure 9.13)
The most commonly used strategies for extending the life cycle of a product (playing
offence when the product is in the mature stage) are the following:
a. Attract New Markets

This strategy involves geographic expansion or going after new demographic target
markets. An example of geographic expansion is the successful brand East Coast
Lifestyle adapting for the west coast.
b. Alter the Product

This strategy changes the characteristics of a product to attract new users, such as
improvements in quality, features, and style. For example, Frito-Lay reformulated its
products by using cottonseed oil with new frying techniques to achieve a better
tasting, lighter, and crunchier chip. Danone introduced dinosaur-shaped bottles of
drinkable yogurt for children.
Companies may also include bonus packs, which give customers more weight or
volume for the same price as the original size.
c. Add New Products

New products can be added to an existing product line, termed a line extension, via
different scents, product formats (liquid form in addition to solid form), and flavours
(e.g., light versions of existing products and exotic flavour combinations in juice
drinks, canned fruits, and ice cream). For example, chewing gum makers have entered

Think Marketing, 2e
into the nutraceutical market by offering enhanced gums. It is predicted that the
extremely popular Greek yogurt products will see line extensions in everything from
vitamins to skin care.
d. Changing Other Marketing Mix Elements

Altering other elements of the marketing mix (price, marketing communications, and
distribution).
5. Decline Stage
Sales drop rapidly and profits erode during this stage. Products become obsolete as many
consumers shift to innovative products entering the market. Price cuts are common as a
means of protecting market share. Objectives centre on planning and implementing the
withdrawal of the product from the market. Marketing budgets are cut to minimize
potential losses. See a summary of key marketing influences on the product life cycle in
Figure 9.16.
D. The Length of the Product Life Cycle
The length and shape of a product life cycle have many variations; see Figure 9.17. The
common variations include the following:
a. Instant Bust
A product with great potential that flops almost immediately upon introduction (e.g.,
Pepsi A.M., a breakfast cola, or Crystal Pepsi, a clear Pepsi).
b. Fad
A product that enjoys a short but successful selling season—usually one season (e.g.,
Beyblades and mood rings).
c. Fashion
A product that enjoys recurring success (in and out of fashion over the long term). The
alligator-emblazoned polo shirt (a shirt for preppies in the 1980s) recently made a
comeback. Very recent trends away from casual business wear back to business suits
sees companies such as Indochino and its custom-made suits in fashion again (see
Figure 9.18).
LO5: Explain how the product adoption process influences the length and shape of a product’s life cycle.
E. Product Adoption Process
The degree to which consumers accept or reject a product is the measure of its success or
failure. Product adoption is concerned with two areas: adoption, or individual
acceptance, and diffusion, or market acceptance.

Think Marketing, 2e
Adoption is a series of stages a consumer passes through on the way to purchasing a

product on a regular basis (see Figure 9.19).
• Awareness: The consumer learns about a product's existence.
• Interest: The consumer seeks and accepts messages that provide information.
• Evaluation: The consumer evaluates the benefits offered against the need to be
satisfied.
• Trial: The consumer responds to an incentive to make an initial (trial) purchase.
• Adoption: The consumer uses and purchases the product regularly.
Diffusion of innovation is the manner in which different market segments accept and
purchase a product. Consumers are classified on the basis of how quickly or how slowly
they adopt a product (see Figure 9.20). There are five categories of adopters:
• Innovators: The first group of consumers (risk takers) to accept a product (a

very small percentage of the population).
• Early Adopters: A larger group of opinion leaders who try new products when
they are new. They are influenced by status and prestige.
• Early Majority: The initial phase of acceptance by the mass market.
• Late Majority: The remainder of the mass market acceptance group. This group
is usually lower in social and economic status.
• Laggards: The last people to purchase a product. Typically, this group does not
like change.
Innovators and early adopters have moved on to other new products by the time the mass
market starts buying a product. In technology markets, trends suggest that there are many
more early adopters adopting new products earlier than before.
ADDITIONAL ILLUSTRATIONS OF KEY CONCEPTS
1. Innovators Continue to Add Line Extensions to Products
Just in time for Christmas, Bluetooth manufacturer Jawbone is extending its product line
with new wearables at both ends of the price spectrum. Its lower end “pod” titled Up
Move tracks user basics such as steps, calories burned, and sleep and can be attached to a
wristband or clipped to clothing. It retails for about $50. The product is designed to entice
“newbies” to the area of self-monitoring and is a mass-market device not designed for
early adopters.

Think Marketing, 2e
For more sophisticated users, Jawbone has introduced its higher-priced model called
UP3, retailing for $180. This new device is much like the earlier introduced Jawbone
Up24 band, but it adds data around resting heart rate. Both devices sync with Jawbone’s
free app.
Smartwatches, activity trackers, and other wearables are seeing an explosion in new
product innovation as companies compete to outdo one another in feature offerings and
consumer relevance.
Adapted from Lauren Goode, “Jawbone Joins Pre-Holiday Wearable Race,” November 4, 2014,
http://recode.net/2014/11/04/jawbone-joins-pre-holiday-wearable-race-with-50-up-move-and-a-new-up3-
wristband/.
2. New Marketing Management Structure at GM
Effective June 1, 2008, GM moved away from a regional general manager system to a
brand management system managed from Detroit headquarters.
In the new system there are four key high-ranking brand executives with the brands being
divided as follows: Buick-Pontiac-GMC; Cadillac-Hummer-Saab; Chevrolet; and Saturn.
Each manager will run his or her channel as separate businesses. All managers report to
the vice-president of vehicle sales, service, and marketing.
Adapted from Jean Halliday, “New GM Brand Czars Will Influence Product,” Advertising Age, April 28,
2008, pp. 3, 143.
3. Canada Dry: New Tea Product Enters Soft Drink Market
Seizing a real opportunity in two growth segments of the beverage market (tea and
sparkling beverages), Canada Dry launched Sparkling Green Tea Ginger Ale. The
marriage of these two categories is a compelling way to meet consumer demand, said
Andy Bayfield, vice-president and general manager of Canada Dry Mott’s Inc.
To entice consumers the brand promises “real green tea and the refreshing taste of
Canada Dry Ginger Ale—together in perfect harmony. Feel good about what you drink.”
Adapted from Kristin Laird, “Canada Dry Is Bubbling Over Green Tea,” Marketing Daily, May 9, 2008,
www.marketingmag.ca/daily.
4. Product Life Cycle: What Goes Around Comes Around
Go back to 2008, and one of the hottest sellers in the lawn care market is the manual lawn
mower. Sales of manual lawnmowers with the cart-wheeling blades are on the rise.
Officials attribute the surge to increased environmental concerns, the faltering economy,
and higher gasoline prices.

Think Marketing, 2e
American Lawn Mower Company reports a sales increase of +70% versus a year ago
(June 2008 versus June 2007). Will the trend continue?
American Lawn Mower also reports that manual mower sales average 300,000 units a
year, about the same as an electric mower. By comparison roughly 6 million gas-powered
mowers are sold each year. Entry-level push mowers ($150–$250) are cheaper than gas
mowers ($150–$400).
Adapted from “It’s Clean, and It Saves Some Green,” Globe and Mail, June 21, 2008, p. B10.
5. Labatt Breweries Introduces New Line Extensions
Labatt Breweries of Canada will celebrate its signature Blue brand's 60th anniversary by
introducing three new line extensions: Blue Lime, Blue Dry, and Blue 55. These new
beers are the first additions to the Blue line in English Canada since Blue Light.
Blue Lime will compete in the growing lime beer category, while Blue Dry is a 6.1%
alcohol version of Blue with a crisper, drier finish. Labatt Blue 55 is the extra light
alternative at only 55 calories. Labatt will also showcase its new packaging for the Labatt
Blue brand.
Beer drinkers are brand loyal but have different needs depending on the occasion, season,
and so on. The three variants will provide Blue drinkers with alternatives while staying
within the Blue brand.
Adapted from Chris Powell, “Labatt Adds to Blue Product Line,” Marketing Magazine, July 15, 2011,
www.marketingmag.ca.
6. New Products and New Packaging Keeps Leaders Ahead
Whether it’s new packaging, new products, or new pricing policies, P&G is constantly
finding ways to keep the competition playing catch-up. It singlehandedly changed the
rules of the laundry category overnight by moving to concentrated formulas in both
powder and liquid, thereby forcing other competitors to spend huge dollars adjusting,
often with adverse consequences.
Industry leaders protect their future by changing the rules. Here are a few proven
strategies:
• Introduce a new product that shakes up the category (e.g., skin care products for
men—all big brands now have competing lines)
• Develop a new technology that makes everything else look like yesterday's news
(e.g., RIM’s BlackBerry and Apple’s iPhone)
• Brand something that was never branded (e.g., Intel)

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CLASSROOM MANAGEMENT STRATEGIES
Here are some ideas for generating class discussion and participation:
1. Clearly distinguish the various product management systems and ask for student input
on why there is so much variation. As discussion unfolds try to make them understand
that the best system is the one that serves the customers the best. It is also important to
show how Canadian management decisions are influenced by decisions in other
countries. Ask students if it is possible to implement a truly global strategy. This will get
them thinking about the external environment and the influence of culture and language.
2. Getting students to understand the product life cycle and the corresponding
implications for marketing can be introduced by saying “the lines tell the story.” Have the
students examine the sales and profit lines (curves) for each stage in the product life
cycle. Once they know what is happening to sales and profit, ask them why this is so?
Factor in the threat of competition in the early growth stage. They will start to establish
various objectives and identify the activities that will achieve them.
3. Select and project several products and have students brainstorm in groups where the
product sits on the life cycle. Have students also identify marketing strategies used with
each product and whether these correspond with the marketing influences mentioned in
the text.
4. Managing a product in the mature stage is difficult. Most products are mature, so how
much do you invest in marketing and what activities do you undertake? The simplest way
to generate discussion is to identify some mature companies that are in some trouble.
Some good examples might be General Motors or Ford, McDonald’s, Coca-Cola, and
Levi-Strauss & Company (Levi’s jeans). These are successful companies that are
floundering. Can the students identify the external trends that are affecting their
businesses? What would the students recommend to turn things around?
5. Extending a brand name by adding line extensions or giving a new product an existing
brand name is often a safe strategy to follow. Ask the students for some examples of
brand names that have been extended into other product categories. Does it always make
sense? For example, Dove is a popular soap brand, but Unilever has extended the name
into other personal care categories. How far can a brand name be extended?
6. Pick a popular product (e.g., Oreo cookies or Cheerios) and have students compete to
see which team can come up with the greatest number of line extensions—the more
creative the better! Ideation sessions sometimes see the best ideas being shaped from the
strangest places!
7. Have students do some online research to track down information about a major
product relaunch (not a typical strategy for a mature product). It may not be the norm, but
periodically a company will try and reinvent the wheel by placing a lot of marketing
support behind a “new look.” What did they do? What were the results? Was it a

Think Marketing, 2e
worthwhile venture? This assignment should be planned in advance so the students are
ready to discuss in class. It is a good example when discussing the product life cycle or
the new product development process.
ANSWERS TO EXPERIENCE MARKETING
Situation 1
Students must proceed through the stages in the marketing planning process. As part of
the brand analysis, students should recognize that the product being introduced into the
United States is in its introduction stage. When a marketing mix strategy is developed,
students should consider strategies to maximize initial reach and then extend the product
life cycle.
ANSWERS TO END-OF-CHAPTER QUESTIONS
Review Questions
1. What are the four different organizational structures or systems used to manage
brands? (LO1)
The four different organizational structures/systems used to manage brands include the
following:
a) Brand Management: The brand manager is assigned responsibility for designing
and implementing marketing programs for a specific product(s).
b) Category Management: A category manager is responsible for a group of products
(a category such as laundry detergents at P&G). The manager is responsible for
plotting the strategy for all products to maximize sales and market share.
c) Regional Management: Marketing strategies are developed to meet the unique
needs of a geographic area (e.g., Atlantic Canada). Marketing and sales personnel
are located in that region.
d) Target Market Management: Marketing strategies are devised based on the nature
of an industry or a group of customers in an industry (e.g., marketing to the
electronics industry differently than the chemical industry).
2. Which management system or structure is the business-to-business market moving

toward? (LO1)
The business-to-business market is moving toward target market management systems.
3. List the steps in the new product development process. What are some ways companies
generate ideas for new products? (LO2)
The seven steps in the new product development process are idea generation, screening,
concept development and testing, business analysis, product development, test marketing
and marketing planning, and commercialization. Ideas for new products may come from

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staff, suppliers, customers, research, or the competition. Some companies employ a

dedicated research and development division for this purpose.
4. Which step in the new product development process involves assessing market demand
for a product, calculating the costs of producing and marketing the product, and
predicting sales revenue and profit? (LO2)
The business analysis step involves assessing market demand, costs, and predicting sales.
5. What are the specific marketing decisions a brand manager is responsible for? (LO3)
The brand manager is responsible for developing and implementing all marketing
strategies for a product or group of products so that profit is generated for the company.
The manager makes decisions involving all elements of the marketing mix.
6. What is a reason a company might practise planned obsolescence? (LO3)
A company may practise planned obsolescence to encourage consumers to make

purchases of upgraded models.
7. What is the product life cycle? Describe strategies an organization could use to extend
the life cycle of a mature product. (LO4)
The product life cycle includes the introduction stage, which is a period of slow growth
and little or no profit (losses). Marketing objectives focus on achieving awareness,
interest, and trial. The growth stage is a period of rapid sales growth, and profits start to
appear and then rise rapidly. The goal in this stage is to create a brand preference through
product differentiation. In the mature stage there is marginal sales growth and then
marginal decline. Profits peak at the mature stage. The main marketing objective is to
extend the life cycle of the product. This can be done by attracting new markets, altering
the product, adding new products, and changing the marketing mix. In the decline stage,
sales drop rapidly as do profits. Therefore, the goal is to prepare for the potential
withdrawal of the product.
8. What is the difference between a fad and a fashion life cycle? (LO4)
The difference between a fad and a fashion life cycle is that a fad is reasonably short
(selling for only a season or a few) whereas a fashion is recurring, meaning what is in
style now will be in style again.
9. Outline the five distinct steps in the adoption process. How might an understanding of
this process influence marketing strategies and decisions? (LO5)
The five distinct steps in the adoption process include awareness, interest, evaluation,
trial, and action. Understanding this process allows marketers to tailor their marketing

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mix depending on which stage the consumer is at (e.g.,, use of information versus
incentives).
10. What are the characteristics of each of the five adopter categories? (LO5)
The five adopter categories and characteristics of each are as follows:

a) Innovators are risk takers and trendsetters eager to buy new products.
b) Early adopters are opinion leaders affected by status and prestige.
c) Early majority like to buy a proven commodity, and they are in the mid-range of
social and economic status. They represent the initial phase of mass acceptance.
d) Late majority only buy established products that have been around a while.
e) Laggards do not like change. They buy the same old things and are the last group
to buy the product.
Discussion and Application Questions
1. Provide examples of brands or companies that are using the following strategies to
extend their life cycles: (a) entering new market segments, (b) altering the product, and
(c) adding line extensions. Explain the strategy in each case.
Students will be able to easily find examples for each of the brand strategies. These
strategies are applied especially in the food, automobile, and appliance product
categories.
2. In the continental and global product management section of the chapter, the concept
of using strategies from other markets was discussed. Based on what you know about
Canada and Canadian consumers (e.g., language and cultural backgrounds), is it practical
to think that an advertising campaign devised elsewhere will work in Canada? What are
the costs and benefits of utilizing such campaigns? Provide real examples to strengthen
your position on the issue.
Global management of products is taking hold in many categories. Coca-Cola and

McDonald’s both use global strategies for marketing communications. Answers to this
question will vary, but it is likely that many global strategies can and will be
implemented in English Canada. Quebec remains unique and is a mystery for many
English-Canadian companies. That being the case, it is unlikely that strategies from other
parts of the world would work in Quebec.
3. Test marketing is a step in the new product development process. In the chapter it was
stated that some marketers see test marketing as an essential step, almost a mandatory
step. Other marketers see it as a step that can be eliminated because it tips off competitors
about an organization’s pending actions. What is your opinion on this issue?
Test marketing remains important if an organization wants to reduce the financial risks
associated with a national launch without testing. The entire research process is much
quicker today because of the amount of online research available to an organization.

Think Marketing, 2e
Time saved there could be put to use in test markets (the real acid test for product and
marketing strategy acceptance). Better safe than sorry! That said, many marketers are
bypassing test markets feeling a sense of urgency in beating their competitors to market
with an innovative idea.
ADDITIONAL ASSIGNMENTS
1. From a predetermined list of product categories, brand name products, or services,

have students analyze the market characteristics (e.g., sales trends, nature and degree of
competition) and marketing strategies. The task is to determine the stage in the product
life cycle the products are in. A list of highly visible brands is preferable for this exercise.
2. A visit to a grocery store can be a revealing exercise in assessing line extensions of

common products. Sometimes students will see extensions they hadn’t even noticed
before. The soup aisle, cookie aisle, and cereal aisle may reveal many insights around
line extensions. A personal care/beauty and grooming department can also provide many
examples of line extensions of known brands.
3. Have students contact a company of their choosing. The task is to secure information
regarding the involvement of senior managers in the new product development process.
How active are senior managers in the decision to proceed or not to proceed with a
potential new product? What factors do they consider in making such decisions?
4. A good in-class exercise is to have students assess their buying behaviour so they can
place themselves in one of the adopter categories. Many students find they don't like the
label that is assigned to them. Such an exercise calls for an objective assessment. This
may also be assessed against different types of product categories such as electronics
versus personal care products versus food.
5. Have students conduct some secondary research on the issue of product management
systems. Which systems (brand, category, target market, etc.) are becoming more popular
or less popular in marketing today? Students should present arguments on the trends to
justify why things are changing.
6. Have the students conduct some secondary research on brand line extensions. The goal
is to identify some successes and failures. Why do some succeed while others fail? Have
students draw some conclusions about line extension strategies based on their
observations and analysis.

Think Marketing, 2e
A pedagogy, not just a technology.
Learning Catalytics is a “bring your own device” student engagement assessment that
allows instructors and students to work together to generate classroom discussion, guide
your lecture, and promote peer-to-peer learning with real-time analytics.
Accessing Learning Catalytics is easy. Students bring their devices to class, and then
input the login code provided by the instructor. Instructors release questions, and students
answer in real time. The results are aggregated and help direct class discussion or
assessment. They can also be saved for a more detailed analysis after class.
Below you will find a selection of Learning Catalytics questions that have been
correlated to this chapter. You can access the interactive questions by connecting to the
Learning Catalytics site through the MyMarketingLab home page.
SAMPLE QUESTIONS
Course Title: Canadian Marketing
Question Number: 2.2

Question Type: Long answer
Prompt: Provide some ideas for either product development or market development for lululemon.
Notes: This is an opportunity for students to be very creative with their answers, and may be better done
in partners. The question requires that students know the difference between market development (new
targets, i.e., seniors, plus size, kids, or new geographic markets) and product development (modified or
new products to current markets, i.e., swimsuits, lingerie, or footwear).
Course Title: Canadian Marketing
Question Number: 8.2

Question Type: Ranking
Prompt: Order these phases in the product life cycle, from earliest to latest.
Answer/Explanation: Stage 1: Product development. Stage 2: Introduction. Stage 3: Growth. Stage 4:
Maturity. Stage 5: Decline.
Notes: Revealing these stages offers the opportunity to discuss how different marketing tactics are
required at each stage. For example, a product is most likely to get media coverage and buzz in its
introduction, high ad spending during growth, more promotional-based advertising during maturity
(where many products live for years), and a reduction in spending during decline.

Another random document with
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el engaño y la malicia hacen siervos de hombres libres. Otras veces,
emisarios infames de esa innoble industria que no sabe prosperar sin
esclavizar, han ido á la India y á la China, han hecho cómplices suyos
á Inglaterra, á la Unión Americana, á España, al Perú; han
convertido en encubridores de su inicua trata á los representantes
consulares de esas naciones en el Extremo Oriente, han engañado
con viles promesas á los pobres coolíes y á los labradores del Quan-
Tung, y esclavizándolos á dolorosos contratos, los han traído á mal
morir en las sentinas de los barcos en que los hacinaban ó en la
horrible existencia de las colonias inglesas, de Filipinas, de Cuba, del
Perú, de California, horrible existencia de parias, de verdaderos
parias, de hombres que dan asco, de sombras que horripilan, hasta
que un día, como en Jamaica, los fusilan en tropel por celebrar
ceremonias del culto budista, y otro día, como en California y en los
campos del Perú, los persiguen por competencias económicas.
Sin duda que en una industria así manchada con crímenes tan
oprobiosos no tiene ante la moral sencilla el esplendor con que se
presenta á los ojos deslumbrados del epicúreo; pero aún ha hecho
más para hacer más abominable el satánico jesuitismo con que
sacrifica los medios á los fines. Ha hecho más. Ha convertido
naciones ilustres en la historia de la civilización, como Inglaterra, en
impositora de un vicio horrendo á una sociedad de cuatrocientos
millones de seres humanos, ó como España, en impositora de un
privilegio enervante é incivilizador en favor de sus hijos territoriales
contra sus hijos coloniales.
La guerra del opio, una guerra mortífera, inicua y vergonzosa,
exclusivamente hecha por Inglaterra contra China para imponerle el
consumo del opio que un emperador digno de eterna loa quiso á toda
costa impedir que siguiera labrando la vida y la moral de sus
súbditos, es la tercera forma, no más aterradora que las otras, pero
tan inicua como las otras dos, que ha tomado en nuestros tiempos la
inmoralidad industrial.
Muchos errores y muchos delitos ha cometido Inglaterra por
favorecer su industria; pero tan horrendo como la guerra del opio,
tan infame como la mortal narcotización de todo un pueblo para
ganar así unos cuantos millones de libras esterlinas, ninguno. ¡Y
pensar que ese es el pueblo del siglo XVII!
La guerra sorda, continua, sin cuartel, que á principios del siglo
estalló en todo el Continente, desde Méjico hasta el virreinato de
Buenos Aires, dando al fin por bendecido fruto la abolición del
principio industrial obtenido por los españoles de territorio contra
los españoles de origen y derecho, ha continuado y continúa en Cuba,
en Puerto Rico, en Filipinas, sociedades cuya potente vitalidad, cuya
fuerza económica, cuyos beneficios industriales explotan á mansalva
los españoles que usufructúan su privilegio contra los insulares que
sienten ligados sus movimientos por ese privilegio.
En el fondo, no es la política, no es un plan político, es la industria,
es un plan industrial el que esclaviza á esas islas malogradas para la
libertad, para la civilización, para el mundo y para España misma.
El día en que estallen, la moral industrial habrá dado en ellas un
gran paso. Si España quiere que no estallen, haga á la Moral el bien
de no supeditar la libertad de tres sociedades al beneficio industrial
de pocos y no los mejores de sus hijos.
CAPÍTULO XXXVIII
LA MORAL Y EL TIEMPO
El tiempo, para el trabajo, es aire; para el ocio plomo.

Como plomo, pesa en pequeñas cantidades lo que en grandes
cantidades el trabajo, y es natural que de continuo busquemos el
modo de descargarnos de la carga fatigosa.
En el modo de descargarse está gran parte del arte de la vida, y en
combinar el pasatiempo con el tiempo empleado en el trabajo está la
superioridad ó la inferioridad de una civilización. En la civilización
más adelantada, que ha de ser la más moral, está ingeniado el
pasatiempo con propósito de bien, para evitar el mal de que la
ociosidad es consejera. En la civilización menos desarrollada, que es,
por menos racional, menos moral, el pasatiempo es violenta
supresión de tiempo. La civilización moral ha de llevar el orden al
descanso del trabajo. La civilización inmoral altera el orden ó
continúa el desorden en las horas del reposo y del solaz. La una sabe
distraerse, traer su atención de una ocupación de tiempo que la
absorbe á otra ocupación de tiempo que la encanta. La civilización
inferior no sabe más que divertirse; verter á raudales en nonadas
peligrosas el tiempo que pesa sobre individuos, grupos y sociedad
entera. La vitalidad de todas las formas religiosas está íntimamente
relacionada con este serio problema sociológico del empleo del
tiempo sobrante. La enérgica resistencia de las diversiones más
inmorales á argumentos de razón y de experiencia se explica por la
necesidad en que pueblos é individuos están de deshacerse de la
carga del tiempo sobrante.
Los vicios más rebeldes, que son los de sensualidad, contra todo
remedio se rebelan y resisten, por el vergonzoso poder que tienen de
absorber fuera del tiempo los sentidos.
Los vicios más cobardes, la difamación, la maledicencia, la
calumnia, porque matan el tiempo, sobreviven.
El culto, en las religiones positivas, es la raíz más profunda de la fe.
Cuanto ésta es más irracional, tanto el culto es más teatral. Lo que no
se puede obtener por devoción se obtiene por diversión. De ahí, en el
fondo histórico de todas las religiones monoteístas, el germen de
politeísmo que se ven forzadas á cultivar con esmero para
entretenimiento de las multitudes. Cuanto mayor el número de
atributos de la divinidad, y más numerosas sus manifestaciones y
personalizaciones, tanto más frecuente el culto, tanto más fecundo
en pasatiempo. Las innumerables legiones del brahmanismo y del
budismo, el arte de brahmines y bonzos en divertirlas con sus cultos
respectivos deben la disminución de carga, que es para ellas el
tiempo y la flemática fidelidad con que resisten, á la propaganda y al
espectáculo del protestantismo en la India. Son, entre indus,
tibetianos y chinos, deduciendo confucianos, mahometanos, parsis,
nanakianos, panteístas, indiferentes y librepensadores, unos
seiscientos millones de seres humanos, sobre los cuales pesa el
tiempo con la abrumadora pesadumbre con que pesa en aquellos
campos de batalla del trabajo en que la competencia biológica no ha
podido moderarse ni por la ejemplar sobriedad del combatiente, ni
por la fecundidad de recursos naturales en el suelo del combate, ni
por la portentosa laboriosidad y la industria secular del mejor
mantenedor de ese combate, el chino.
¿Qué sería de ese hormiguero de racionales si sus religiones no le
hicieran soportable el tiempo? ¿Qué de los doscientos cincuenta
millones de católicos que generalmente pululan en las sociedades
menos industriosas de Europa y América, si el culto de su Iglesia no
los divirtiera casi todos los días del tiempo que casi continuamente
les sobra?
Cierto que el tiempo empleado en el culto es una resta formidable
y está lejos de ser un empleo útil; pero, al menos, en esa disipación
entra de algún modo la idea del deber en cuanto el religionario está
obligado por su religión al culto.
Infinitamente, de todos modos, menos inmoral es ese abuso del
tiempo que el favorecido por las cien instituciones del vicio que se
levantan en el seno de la civilización á acusarla de su incapacidad
para aprovechar en distracciones civilizadoras y moralizadoras el
tiempo social que sobra cada día después de las faenas de las
industrias mecánicas y racionales.
El teatro, que es una institución de esa buena especie, pasatiempo
educador como ninguno por ser más accesible que otro alguno á la
receptividad mental y sensitiva del pueblo, en ninguna parte es una
institución popular ni nacional; no popular, porque no alcanza
sistemáticamente al pueblo; no nacional, porque reduce su acción á
las grandes capitales, y pocas veces llega á las pequeñas, y nunca á la
población rural. La escuela nocturna, que debiera ser en todas partes
un atractivo irresistible para la falange industrial que conduce á las
naciones, no se ha extendido bastante á villas, burgos, villorrios y
aldeas, y en parte alguna tiene fuerza de atracción bastante para
disputar su presa á los centros de depravación.
Las conferencias literarias, científicas, religiosas, políticas,
económicas, son privilegio de los grandes centros.
De ellos también, como si sólo en ellos indujera la sobra de tiempo
á excesos criminales, es privilegio exclusivo la benéfica propaganda
de las asociaciones establecidas contra la intemperancia.
La patinación artificial, los gimnasios, las salas de armas, las de
tiro, los ejercicios de bomberos, las sociedades de tiro al blanco, las
excursiones fluviales y marítimas con propósito de educación
placentera, son instituciones privativas de un cortísimo número de
individuos en el cortísimo número de ciudades norte-americanas,
suizas, inglesas y alemanas en que existen.
Los ateneos, liceos, academias, casinos, instituciones dos veces
preciosas porque convierten el estudio en placer, y porque al placer
del estudio facilitado por la palabra viviente del propagandista
agregan los amables solaces de la sociabilidad, son mucho menos
generales de lo que debieran, y en parte alguna alcanzan con su
fructífero pasatiempo al fondo de la masa social.
Los conciertos populares, que usurpan su apellido, porque casi
nunca se ponen al alcance del mínimo ahorro que puede hacer el
llamado hombre del pueblo, debieran ser una verdadera institución
nacional en todos los países, y alcanzar con su benéfica acción á la
población aldeana y rural. Los orfeones, las sociedades corales, las
asociaciones filarmónicas, debieran dondequiera corresponder al
hondo intento de educación popular y nacional que tienen en
Alemania, y sorprender, como allí, al trabajador en su taller y al
labrador en su labranza.
El estúpido militarismo que hace omnipotentes en Europa á los
inmorales que explotan la necedad y la ignorancia de la turba, podría
convertirse en un semillero de instituciones culturales y de útil,
honesto y fecundo pasatiempo, si se convirtiera la atención popular
hacia los ejercicios gimnásticos, militares y estratégicos en que es
educada toda la porción de europeos que el ejército permanente roba
á la Industria, al Arte y á la Ciencia.
Los paseos públicos, que en vez de exhibiciones del lujo insolente y
de la vanidad triunfante debieran ser, en lo posible, remedos
placenteros é instructivos de la Naturaleza; los jardines botánicos;
los museos zoológicos, pictóricos y antropológicos, que debieran,
como las bibliotecas, hacerse instituciones campestres como
urbanas, para empeñar á la muchedumbre en la dulce tarea de ver
cada vez mejor el mundo que nos rodea, la cadena biológica de que
somos eslabón, el movimiento del Arte en tiempo y países diferentes,
el proceso de la vida humana desde la edad remota de la tierra, al
través de todas las edades de la civilización, son hoy instituciones
exclusivas de las que se llaman aristocracias del privilegio, de la
fortuna ó del saber, en sólo las grandes capitales de naciones ya
robustas.
Mientras la civilización no sepa emplear el tiempo que le sobra
después del trabajo de cada día, no será una verdadera civilización,
porque no sabrá emplear la primera riqueza y la más transcendental.
Esto es interés de todo el mundo. Á nadie, por laboriosa que su
vida se deslice, le falta un momento de ocio en que sentirse
abrumado de fastidio, porque necesita un solaz social y no lo
encuentra, ó tiene que aceptar como tal, en la mayor parte de las
residencias de este mundo, alguno de los pasatiempos que repugna la
razón.
Á la mayor parte de los hombres sobra tiempo, aunque sólo sea el
cada día deducido del trabajo cotidiano, para aburrirse de sí mismo y
de los otros y para verse expuesto á optar entre fastidiarse á solas ó
corromperse acompañado. Tanto ha conocido la lírica del día esa
doble faz del problema del tiempo, que, cantando el tedio, ha
divinizado crímenes, vicios y monstruosidades hijos del fastidio de sí
mismo, y que el fastidio de sí mismo ha acogido como inmortales
protestas de la justicia y del dolor contra el infame orden del mundo
en que el tiempo es plomo que pesa sobre todo el que no tiene
dignidad bastante para emplearlo en el trabajo. Las noches de las
grandes ciudades son probablemente superiores, en los pueblos más
prósperos de la civilización actual, á la vida nocturna de Atenas; pero
las instituciones atenienses, ó, más históricamente, las costumbres
de los atenienses, que tenían por objeto el empleo popular del tiempo
que sobraba cada día, serán perpetuo motivo de generosa envidia
para todos los que puedan seguir con los ojos de la mente el
movimiento de la ciudad por excelencia, en las palestras, en las
plazas públicas, en el Pórtico, en la Academia, en los alrededores,
ejercitándose en ejercicios del cuerpo, de la mente y del ánimo, y
siguiendo material y mentalmente las huellas de Sócrates, de Zenón,
de Platón, de Aristóteles y de los cien sofistas que enseñaban á mal
razonar, pero que enseñaban también á emplear el tiempo sobrante
en hacer menos mal del que es capaz de hacer un ocioso que tiene
hambre de placer ó que está agobiado por el peso de las horas.
FIN
ÍNDICE
Páginas.
EUGENIO MARÍA DE HOSTOS
(1839–1903)
I.— Hostos, figura representativa VII

II.— Hostos rompe con España IX
III.— Hostos comienza su odisea benefactora XI
IV.— Hostos, maestro XIII
V.— Hostos, literato XVII
VI.— Á propósito de Hostos, literato, el tupé de los europeos XXX
VII.— Hostos, filósofo moralista XXXV
VIII.— Hostos, sociólogo XL
IX.— Hostos, tratadista de Derecho constitucional L
X.— Hostos, hombre de ideales y hombre de hogar LIII
Prólogo de la primera edición 1

Introducción 5
PRIMERA PARTE
RELACIONES Y DEBERES
Capítulo I.—La Sociedad y sus órganos.—Definición de Sociedad.—

Órganos del organismo social.—Descripción de los órganos sociales: El
individuo. La familia. El municipio. La región. La nación. La familia de
naciones 25
Capítulo II.—Objeto de la moral social.—En qué se funda 30
Capítulo III.—Exposición de las relaciones 34
Capítulo IV.—Clasificación de relaciones 37
Capítulo V.—Análisis de las relaciones del hombre con la sociedad.—
Relación de necesidad 41
Capítulo VI.—Segunda relación.—Relación de gratitud 44
Capítulo VII.—Tercera relación.—Relación de utilidad 46
Capítulo VIII.—Cuarta relación.—Relación de derecho 48
Capítulo IX.—Quinta relación.—Relación de deber 51
Capítulo X.—Del deber y su función en la economía moral del mundo 54
Capítulo XI.—En qué se fundan los deberes sociales 58
Capítulo XII.—Deberes derivados de nuestras relaciones con la Sociedad 63
Capítulo XIII.—El deber del trabajo.—Sus modificaciones en los diversos
grupos sociales 72
Capítulo XIV.—Deber de obediencia y sus modificaciones 78
Capítulo XV.—Por qué no se da su nombre á los deberes derivados de la
relación de utilidad 80
Capítulo XVI.—Continuación del anterior.—Cooperación.—Unión.—
Abnegación.—Conciliación 88
Capítulo XVII.—Deberes deducidos de la relación de derecho 92
Capítulo XVIII.—El derecho armado.—Deberes que impone 97
Capítulo XIX.—El deber de los deberes 103
Capítulo XX.—Los conflictos del deber.—La regla de los conflictos 107
Capítulo XXI.—Deberes del hombre para con la Humanidad.—
Confraternidad.—Filantropía.—Cosmopolitismo.—Civilización 114
Capítulo XXII.—Deberes complementarios.—Sinopsis de los deberes
sociales primarios y secundarios.—Sinopsis de las virtudes sociales,
políticas y económicas 123
Capítulo XXIII.—Deberes complementarios.—Continuación 132
SEGUNDA PARTE
LA MORAL Y LAS ACTIVIDADES DE LA VIDA
Capítulo XXIV.—Enlace de la Moral con el Derecho positivo 145

Capítulo XXV.—Enlace de la Moral con la Política 150
Capítulo XXVI.—La moral social y las profesiones 155
Capítulo XXVII.—La Moral y la Escuela 163
Capítulo XXVIII.—La Moral y la Iglesia católica 168
Capítulo XXIX.—La Moral y el protestantismo 176
Capítulo XXX.—La Moral y las religiones filosóficas 183
Capítulo XXXI.—La Moral y la Ciencia 189
Capítulo XXXII.—La Moral y el Arte 197
Capítulo XXXIII.—La Moral y la Literatura.—La novela 204
Capítulo XXXIV.—La Moral y la Literatura.—La dramática 213
Capítulo XXXV.—La Moral y la Historia 223
Capítulo XXXVI.—La Moral y el periodismo 229
Capítulo XXXVII.—La Moral y la Industria 240
Capítulo XXXVIII.—La Moral y el tiempo 250
BIBLIOTECA AYACUCHO
BAJO LA DIRECCIÓN DE DON RUFINO BLANCO-FOMBONA
OBRAS PUBLICADAS.
I–II.—Memorias del general O’Leary:

Bolívar y la emancipación de Sur-América.
Dos lujosos volúmenes de 700 á 800 páginas en 4.º
Se venden separadamente al precio de 7,50 pesetas
cada uno.
III.—Memorias de O’Connor.
sobre la Independencia Americana.
La obra en 4.º, en papel pluma. Precio: 5 pesetas.
IV.—Memorias del general José Antonio Páez.
Un volumen muy bien impreso, en 4.º Precio: 7,50
pesetas.
V.—Memorias de un oficial del ejército español.
Por el Capitán Rafael Sevilla.
Un volumen en 4.º, 5 pesetas.
VI–VII.—Memorias del general García Camba.
Para la historia de las armas españolas en el Perú.
Dos magníficos y gruesos volúmenes en 4.º, á todo
lujo. Precio: 7,50 pesetas cada uno.
VIII.—Memorias de un oficial de la legión británica.
Campañas y Cruceros durante la guerra de
emancipación hispano-americana.
Un volumen en 4.º, 4 pesetas.
IX.—Memorias del general O’leary:
Ultimos años de la vida pública de Bolívar.
Este libro, desconocido hasta ahora, complementa
los dos volúmenes sobre Bolívar y la emancipación;
es una joya de historia americana por sus
revelaciones, á las cuales debió el que se le hubiera
ocultado por tantos años.
En 4.º á todo lujo. Precio: 7,50 pesetas.
X.—Diario de María Graham.
San Martín.—Cochrane.—O’Higgins.
En 4.º á todo lujo. Precio: 7,50 pesetas.
XI.—Memorias del Regente Heredia.
Monteverde.—Bolívar.—Boves.—Morillo.
Precio: 4,50 pesetas.
XII.—Memorias del general Rafael Urdaneta.
General en jefe y Encargado del gobierno de la
Gran Colombia, 7,50.
XIII.—Memorias de Lord Cochrane.
Precio: 6 pesetas.
XIV.—Memorias de Urquinaona.
Comisionado de la Regencia española al Nuevo
reino de Granada.
Precio: 7 pesetas.
XV.—Memorias de William Bennet Stevenson.
Sobre las campañas de San Martín y Cochrane en
el Perú.
Precio: 5,50 pesetas.
XVI.—Memorias póstumas del general José María Paz.
Precio: 8 pesetas.
NOTAS DEL TRANSCRIPTOR
Página Cambiado de Cambiaron a
BIBLIOTECA DE BIBLIOTECA DE
CIENCIAS CIENCIAS
POLITICAS Y POLÍTICAS Y
Título SOCIALES SOCIALES
EUGENIO MARIA EUGENIO MARÍA DE
DE HOSTOS HOSTOS
Alejandro Alvarez Alejandro Álvarez

(Venezuela y (Venezuela y
IV Colombia.)—4 Colombia.)—Precio:
pesetas 4 pesetas
Angel César Rivas Ángel César Rivas
BIBLIOTECA DE BIBLIOTECA DE
CIENCIAS CIENCIAS
POLITICAS Y POLÍTICAS Y
V SOCIALES SOCIALES
EUGENIO MARIA EUGENIO MARÍA DE
DE HOSTOS HOSTOS
Partiendo del Partiendo del

principio principio boliviano
XI
boliviano de que de que América
America
más perdurable, que más perdurable, que
XVI
la del ríoplatense la del rioplatense
esta cinica herejía no esta cínica herejía no
XXV
piensa piensa
Haber visto lo que Haber visto lo que he
XXVI he visto para ver visto para ver lo que
lo que ves veo
Sir Herbert reconoce Sir Herbert reconoce
XXVIII también que rasgo también qué rasgo
principal principal
sino que puede sino que puede
decirse sin decirse sin
XXXII
temeridad que fue temeridad que fué
de los primeros de los primeros
XXXIII Lo encontró después Lo encontró después
un series en series
monorrimas monorrimas
mas general é más general é
importante: la de importante: la de la
XXXIII la manifiesta manifiesta
influencia de la influencia de la
epopeya epopeya
apostóles apóstoles
contemporáneos contemporáneos de
XXXV de moral social y moral social y de
de moral moral individual
ndividual
en que se presente á en que se presente á
activar nuestros activar nuestros
XXXVIII
impulsos ó a impulsos ó á
despertar despertar
este número son Die este número son Die
Vorgesehichte der Vorgeschichte der
XLIII Ethnologie Ethnologie (1880),
(1880), Grundzüge
Grundzüge
por que entre tantas porque entre tantas
sociedades sociedades
XLVII infantiles ni una infantiles ni una
sola nació con sola nació con salud
salud
jurídicas que pueden jurídicas que pueden
sufrir las sufrir las sociedades
XLVIII
sociedadas humanas
humanas
una harmonía una armonía
preexistente entre preexistente entre
XLIX los fenómenos los fenómenos
cósmicos y los cósmicos y los
fenómenos fenómenos
en Africa, en en África, en América
11 América y en y en Oceanía
Oceanía
11 Gama declara Gama declara
portuguesa una portuguesa una
población de más población de más
de doscientos de doscientos
millones de hindús
millones de
hindus
Organos del Órganos del
27
organismo social organismo social
como individuo en la como individuo en la
34
familía familia
por ella tenemos la por ella tenemos la
muerte; muerte;
44
muribundos, á ella moribundos, á ella
volvemos volvemos
á la cual debe á la cual debe siempre
45 siempre beneficios beneficios que
que agradece agradecer
La influencia que La influencia que
47 tiene el instinto y tienen el instinto y
el sentimiento el sentimiento
sociales, haciendo sociales, haciendo
57 cada vez más uno cada vez más uno al
al ser social sér social
conocimiento íntimo conocimiento íntimo
59 del ser por el ser del sér por el sér
mismo. Nada mismo. Nada
podrá jamás podrá jamás justificar
justificar á á Pisístrato, á
60
Pisistrato, á Pericles
Pericles
segundo relación es segunda relación es
66 tan natural como tan natural como el
el primero primero
providencial, pues es provincial, pues es
75 claro que si el claro que si el
trabajo individual trabajo individua
esta relación esta relación compele
compela al al individuo en el
80
individuo en el grupo de la
grupo de la
Util, para el vulgo, es Útil, para el vulgo, es
81 todo aquello de todo aquello de que
que el el
de relaciones que de relaciones que
92 ligan á cada ser ligan á cada sér con
con la sociedad la sociedad
96 Así es como, cuanto Así es como, cuanta
más fuerza tenga más fuerza tenga en
en nosotros nosotros
concreto de deber concreto de deber
agotaría nuestra agotaría nuestra
103
actividad conscia actividad de
conciencia
su objetivo la Moral, su objetivo la Moral,
105 es el á que se es el al que se
llegará llegará
Su ejemplo es por sí Su ejemplo es por sí
109 sólo una solo una influencia
influencia social social
resulta de la fuerza resulta de la fuerza
113 conscia que conscia que
desplega en despliega en
Veámos ahora qué Veamos ahora qué
115 nombres toma nombres toma cada
cada uno de uno de
para cuanto dice para cuanto hace
referencia á las referencia á las
127
necesidades necesidades
materiales materiales
y sus familias, á y sus familias, á
130 quienes reunen, quienes reúnen,
exhortan, distraen exhortan, distraen
consejos, estímulos, consejos, estímulos,
131 ejemplos, cuna, ejemplos, cuna,
tálamo, ataud tálamo, ataúd
que tiene la que tiene la
tolerancia, tolerancia,
136
impuesta y impuesta y
cumplida com cumplida como
del vivir social, del del vivir social, del
151 continuo ludir de continuo lidiar de
poderes con poderes con
más poderoso la más poderoso la
160 desplegan: la despliegan: la
pasión del dinero pasión del dinero
160 de principios de principios
religiosos; en religiosos; en dónde
ociosidad más
donde ociosidad
más
deductivamente al deductivamente la
invariabilidad del invariabilidad del
174 procedimiento procedimiento
seguido por la seguido por la
Humanidad Humanidad
en que se desplega en que se despliega
189 mayor fuerza mayor fuerza
conscia y en conscia y en
caracteriza por un caracteriza por un
apetito apetito
205
desarreglado de desarreglado de
sensaciodes sensaciones
uso de ella dos uso de ella dos
disipaciones, disipaciones,
209
perniciosímas las perniciosísimas las
dos dos
lo contrarío de lo lo contrario de lo que
214 que conoce que es conoce que es su
su deber deber
deux ex machina de deus ex machina de
215 todos sus efectos, todos sus efectos,
de toda su de toda su
ciudades ciudades
necesarimente necesariamente
217
crapulosas, en crapulosas, en
donde la donde la
centros populosos y centros populosos y
217 caprulosos expone crapulosos expone á
á la familia la familia
y de interés social y de interés social que
que privativamente
235
privativamente despliega
desplega
Estados cierran sus Estados cierran sus
242 puertos, ni puertos, ni cohíben
cohiben con leyes con leyes
y continúa en Cuba, y continúa en Cuba,
249 en Puerto Rico, en en Puerto Rico, en
Filipina Filipinas
1. Se corrigieron silenciosamente errores tipográficos
obvios y variaciones ortográficas.
2. Se mantuvo la ortografía arcaica, no estándar e incierta
tal como se imprimió.
3. Notas al pie reindexadas usando números.
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LO2: Describe the steps in the new product development process.

LO3: Discuss key decisions involved in managing current products.

Product management focuses on three key areas:

• the internal organization structure for managing current products

LO1: Explain the different organizational structures used to manage brands.

A. Organizational Structures for Managing Brands

Contemporary marketing organizations employ various management structures and

An individual is assigned complete marketing responsibility for a product or group of

Copyright © 2016 Pearson Canada Inc. 9-148

An individual is assigned responsibility for a portfolio of brands in a category (e.g.,

Supermarkets in Canada have used category management systems (space management

3. Target Market Management

5. Continental and Global Management

Copyright © 2016 Pearson Canada Inc. 9-149

LO2: Describe the steps in the new product development process.

B. A Closer Look at Product Decisions

1. New Product Decisions

c. Concept Development and Testing

Copyright © 2016 Pearson Canada Inc. 9-150

f. Test Marketing and Marketing Planning

LO3: Discuss key decisions involved in managing current products.

2. Product Modification Decisions

3. Product Mix Expansion Decisions

4. Packaging and Brand Design Decisions

5. Product Maintenance or Withdrawal Decisions

Copyright © 2016 Pearson Canada Inc. 9-151

C. The Product Life Cycle

Depending on the degree of competition, the organization maintains or perhaps increases

Copyright © 2016 Pearson Canada Inc. 9-152

Defensive strategies protect market share (preserving loyalty is a priority). Promotions

4. Extending the Product Life Cycle (See Figure 9.13)

a. Attract New Markets

b. Alter the Product

c. Add New Products

Copyright © 2016 Pearson Canada Inc. 9-153

d. Changing Other Marketing Mix Elements

D. The Length of the Product Life Cycle

E. Product Adoption Process

Copyright © 2016 Pearson Canada Inc. 9-154

Adoption is a series of stages a consumer passes through on the way to purchasing a

• Awareness: The consumer learns about a product's existence.

• Trial: The consumer responds to an incentive to make an initial (trial) purchase.

• Adoption: The consumer uses and purchases the product regularly.

• Innovators: The first group of consumers (risk takers) to accept a product (a

• Early Majority: The initial phase of acceptance by the mass market.

ADDITIONAL ILLUSTRATIONS OF KEY CONCEPTS

1. Innovators Continue to Add Line Extensions to Products

Copyright © 2016 Pearson Canada Inc. 9-155

2. New Marketing Management Structure at GM

3. Canada Dry: New Tea Product Enters Soft Drink Market

4. Product Life Cycle: What Goes Around Comes Around

Copyright © 2016 Pearson Canada Inc. 9-156

5. Labatt Breweries Introduces New Line Extensions

6. New Products and New Packaging Keeps Leaders Ahead