<p>Start any product design project the right way—and dramatically improve your odds of success!</p><p>Every product should have a Market Requirements Document (MRD) that briefly describes the product and how it relates to the market. MRDs provide product goals, set priorities, and become a catalyst for discussion between marketing and development teams. Had one of the original Apple Newton’s top priorities not been handwriting recognition, things might have turned out better....</p><p>If you liked this Element, read more from Phil Baker, including <i>From Concept to Consumer: How to Turn Ideas Into Money</i> (ISBN: 9780137137473).</p><p>Available in print and digital formats.</p>

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The Customer Learning Curve examines every aspect of selling a product or service from the customer’s point of view. It enables you to take an integrated, customer-centered approach and help move the customer through the learning curve more effectively. It helps you cope with too many choices, deal effectively with disruption, make midcourse corrections, assess the progress of a new product or service, and assist top management in making good choices. Companies need a strong model for understanding customers, but their approach is often piecemeal because each department focuses on a different component – technology, price, service, communications, and distribution. This book starts with the premise that a company’s most important marketing process is the one that goes on in the customer’s mind. From the customers’ perspective, the company’s division of labor is irrelevant: The mental process of learning about, deciding to buy, purchasing, and using a product or service is a single continuum. That continuum is the Customer Learning Curve (CLC), that ranges from customers having a need (but perhaps not even knowing it) to being loyal -- repeat users. The CLC is a proven model, grounded in years of research and consulting with business-to-business and consumer goods companies-companies that have consistently achieved breakthrough results from their CLC-guided marketing efforts. This book will give you the information you need to join these marketing success stories and make the CLC work for your business.

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Focusing on cross-functional coordination and knowledge integration, Dynamic Pharmaceutical Marketing Models introduces many of the complexities facing many pharmaceutical firms. The book examines issues surrounding utilization of information, consistency of assumptions, and the need for processes that integrate various functional areas. It also discusses why the dynamic modeling process is an effective way to address these problems in a systematic and accessible way. An appendix covers more technical points of dynamic model analysis including agent-based approaches and mathematics of continuous formulations, and details for choice models and conjoint analysis.

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A decision support model is presented and discussed which aims at identifying realistic export opportunities for a given exporting country. The model consists of a screening process of four consecutive filters, through which relevant information on markets (such as country risk indicators, macroeconomic data, imports per product group, etc.) is fed, and which allows the identification and deletion of less interesting market opportunities. Results are reported of the application of this decision support model to the case of Thailand, adapted for an analysis of foreign trade data at the SITC four-digit level up to 1997. These results are compared with previous results obtained using the same model. In this way, Thailands export opportunities in individual countries, and in the Asia-Pacific region in particular, are listed and categorised according to criteria such as import market characteristics and Thailands market share in the various markets.

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THE METHODOLOGY. In order to estimate the latent demand for aesthetic equipment on a worldwide basis, I used a multi-stage approach. Before applying the approach, one needs a basic theory from which such estimates are created. In this case, I heavily rely on the use of certain basic economic assumptions. In particular, there is an assumption governing the shape and type of aggregate latent demand functions. Latent demand functions relate the income of a country, city, state, household, or individual to realized consumption. Latent demand (often realized as consumption when an industry is efficient), at any level of the value chain, takes place if an equilibrium is realized. For firms to serve a market, they must perceive a latent demand and be able to serve that demand at a minimal return. The single most important variable determining consumption, assuming latent demand exists, is income (or other financial resources at higher levels of the value chain). Other factors that can pivot or shape demand curves include external or exogenous shocks (i.e. business cycles), and or changes in utility for the product in question.

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