Extending the PLC should not be confused with extending the life of the product, which goes to enhanced durability or quality.
5. Strategies For Extending The PLC
The nature and type of applicable marketing efforts will vary with each stage, and the level of variation depends on the product type, market conditions, consumer audience and projected PLC timeline. It is hard to predict a transition from one PLC stage to another (because of measurement lags) and proactively react to the change with targeted action. However, through proper marketing mix design and contingency planning it is possible to apply various marketing and product strategies at the beginning of a particular stage, when it arrives. The underlying approach with any of the strategies listed below is Targeted Improvement.[ii]
5.1. Product Management Strategies For Extending The PLC
5.1.1. Product Diversification - Creating different product variants. Microsoft's family of Windows 9.x operating systems allowed the software giant to continuously extend the life cycle of this desktop computer operating system. Windows 95, Windows 98, Windows 98SE, Windows ME, Windows XP are among the better-known variants. Coca-Cola's vanilla flavored coke is a recent example and a new variant to the venerable Classic Coca-Cola drink.
5.1.2. New Product Uses - Applying the core product to different uses. Apple Computer has been very innovative and successful by finding additional uses for its Macintosh computer, such as desktop publishing and strong graphics/animation capabilities. Apple's Digital Hub concept extends the Macintosh's functionality even further to serve as a center for managing multimedia files from cameras, DV recorders, scanners, and MP3 devices.[iii] On the retail side, in the world of Consumer Packaged Goods (CPG), Arm & Hammer had devised over several decades a multitude of deodorizing uses for their core product, baking soda.
5.1.3. Changing Product Layers - Altering the product features and creating different product families. Hewlett-Packard's InkJet and LaserJet printers are examples of product families that share the same technological core. So are Jell-O's product families of puddings, colored gelatins and snacks; all based on raw gelatin.
5.2. Product Marketing Strategies For Extending The PLC
5.2.1. Re-Positioning - Changing the perceived values and intent, a product has in the mind of the consumer. Microsoft's Windows NT was designed as a multi-tasking, multi-threaded, multi-functional desktop operating system. It was based on work done by Microsoft for IBM's OS/2 and in terms of its feature set resembled Unix more than it did Novell's NetWare. NetWare, a Network Operating System (NOS) and Novell's flagship product, dominated the File&Print server market in the early 90's to the tune of 75% market share. Through massive and prolonged positioning efforts, Microsoft was able to persuade corporate IT departments that Windows NT could be more than just a powerful desktop OS, and could replace NetWare as the departmental File&Print server. Novell tried unsuccessfully to shield NetWare from Windows NT, by attempting to position UnixWare (Novell's Unix based OS) against Windows NT.[iv]
5.2.2. Co-Branding - Enhancing (or diluting) the product's brand equity by association with another strong brand. In an attempt to boost sales, IBM announced in 2001 a joint effort with J.D. Edwards & Company to market a specialized IBM eServer called the IBM eServer for J.D. Edwards, optimized to run J.D. Edwards' collaborative commerce software for small to medium size businesses. These types of co-branding initiatives are nearly always an attempt to capitalize on synergy between brands and products.
5.2.3. Re-Packaging - Literally placing the product in a new package as to revive its appeal. This is common practice in retail markets with the introduction of new labels, different container sizes and different container types, such as Colgate's toothpaste in a tube or pump dispenser. In the computer software world, virtual repackaging is done through the introduction of a new visual GUI (Graphical User Interface) while application functionality remains relatively unchanged.
5.2.4. Re-Branding - A drastic and costly measure used to disassociate the brand from the previous values associated with it. The key concern with such a move is maintaining existing market share. For example, in 2000, IBM re-branded its eCommerce software application, Net.Commerce to WebSphere Commerce. It also re-branded its line of servers as eServer (formerly Netfinity). This was an attempt by IBM to make a fresh entry and position itself as a competitor in the world of Unix and Intel based servers dominated by Sun Microsystems and Dell Computers.
Sometimes companies re-brand themselves in an effort to build new reputation and brand equity - Datsun/Nissan vehicles, Borland/Inprise software products, and GTE/Verizon telecomm services.
5.2.5. Increasing Frequency of Use - Encouraging consumers to break away from traditional molds of product usage. Chivas Regal was always considered a fine Scotch whisky to be consumed on special occasions such as weddings, or given as a gift. Through a worldwide advertising campaign, Chivas was able to increase consumption by delivering a consistent message about the brand's broader appeal.
5.2.6. New Markets and Segments - This strategy is an attempt to penetrate non-traditional markets or consumer segments. Companies are able through exploratory research to discover the potential of geographically remote markets (Asia, Africa, and former Soviet Bloc) or new consumer segments (seniors, minorities, and women). During 2001, Subaru specifically targeted women as a new automotive consumer segment, realizing their strong potential as first owner buyers.
5.2.7. Pricing and Special Offers - Pricing is a positioning tool and a way to influence sales through the use of various price, payment schemes and models. Price manipulation can take place at all stages of the PLC, including the Introduction phase. For example, only six months after its launch in November 2001, Microsoft reduced the price of the xBox game console in North America by about 30%.
6. Strategy Application Within The PLC Model
Planning which product marketing and management strategies to apply, and when, should be part of any long-term approach. Since there are so many diverse products, markets and companies, it is difficult to provide a definitive, single methodology for strategy selection and application.
However, some general guidelines can be followed to help ensure marketing mix effectiveness in promoting a PLC stage extension. Once a decision to extend a PLC stage has been made, the following elements must be factored into the planning:
▪ The company's product line strategy - leader, follower, innovator, niche player, etc.
▪ The company's marketing policies - soft or hard product launches, traditional choice of media vehicles, pricing policies, sales channels selection, etc.
▪ External constraints - government regulations, distribution networks, cultural barriers, politics, tariffs and taxes, etc.
Sometimes a certain strategy may seem applicable to all PLC stages. Price manipulation is an example of something that can be used at all stages of the PLC to help influence sales and serve as a flexible way to rapidly react to competition.
The drawback of repeatedly applying a certain strategy or using several strategies at once is that it may confuse the consumers. Exercising any such combined approach should be well justified.
Below is a table noting the strategies considered most applicable to their respective PLC stage.
Strategy Application within the PLC Model
Timeline
7. Limitations Of The PLC Model
It is difficult to foresee transitions in PLC stages since the key indicator are sales, which are always calculated with some lag. Therefore, the realization a stage transition has occurred is nearly always in retrospect. In addition, fluctuations in sales will produce erroneous conclusions, so slowing sales do not necessary mean the product has reached the Decline phase and the resulting conclusion to retire the product and divert resources is wrong.
Products, companies and markets are different, so not all products or services go through every stage of the PLC. There have been many cases where products have gone straight from introduction to decline, usually because of bad marketing, misconceived features, lack of value to the consumer or simply a lack of need for such a product.
However, even if products would go through every stage of the PLC, not all products/services spend the same length of time at each stage. This adds another level of complexity in determining which PLC stage the product is in and consequently, which strategy to apply.
Finally, the PLC model is inefficient when dealing with Brands or Services. Brands are not products but do have a life cycle of their own, and products belonging to a certain brand will experience a very different life cycle than the brand itself. For example, Dell and Mercedes-Benz are very strong brands whose life cycle is marginally affected by the failure of any of the products, which they hold. Apple Computer's Lisa, Newton (market failures) and iMac (market success) are proof that brands and products have different PLC's although they are closely related.[v]
8. Benefits Of The PLC Model
Managers are always in need of predictive tools to help them navigate a seemingly chaotic market, and the PLC model gives managers the ability to forecast product directions on a macro level, and plan for timely execution of relevant competitive moves.
Coupled with actual sales data, the PLC model can also be used as an explanatory tool in facilitating an understanding of past and future sales progression. The PLC model aids in making sense of past events as part of any extrapolatory and interpretive approach to building strategy.
Once a product strategy or product line strategy has been formulated, the PLC model can be used as part of an ongoing strategy validation process since it reflects on market trends, customer issues and technological advancement.
Companies always anticipate the emergence of new competitors and therefore, must prepare in advance to battle the competition and strengthen their product's position. The PLC model is advantages in planning long-term offensive marketing strategies, particularly when markets and economies are stable.
Nevertheless, most products die and once products are dead they hold no substantial revenue potential and are a toll on a company's resources. By combining the elements of time, sales volume and notion of evolutionary stages, the PLC model helps determine when reasonable to eliminate dead products.
9. Conclusion
Keeping a product alive for decades is a sign of successful PLC extensions; and brand/product combinations such as Heinz Ketchup, Hershey Chocolate and Gillette's Safety Razor are clear indicators of such extensions. Through consistent PLC management, a company will be able to improve products and become a marketplace leader. The role of the product marketing department is to understand the Product Life Cycle theory and identify the critical PLC stages. This will aid the planning and execution of an effective marketing mix, designed to support business (revenue, profit) and marketing (market share, loyalty, growth) objectives.
The PLC model can and has been effectively used by business managers to support decision-making at every stage of a product's life cycle. Although the PLC model itself is subject to many interpretations with some advocates theorizing five or even six stages, it will always remain fairly flexible and adaptive to many product categories.
The PLC model is yet another tool managers have when dealing with dynamic and complex situations that abound in the world of proactive product marketing and management.
NPD is a complicated area of management, and procedures for it will inevitably vary within different contexts. While there are many ideas about 'best practice' procedures or methodologies, the 'best' approach will be the one that best fits an organisation. A simple and basic NPD development process model like the one below is helpful, but it should function only as a base-point from which managers can develop procedures to suit the particular needs and circumstances of their organisation.
1. Idea stage - assessment and evaluation
2. Concept stage - initial design, development, customer and market research and feasibility studies
3. Design stage - exacting product or service instruction, prototype testing, pre-product or service trials and marketing planning
4. Post design stage - product or service marketing launch and distribution
5. Post product or service - sales, monitoring of complaints and other feedback, aftercare, disposal issues
6. Post project review - evaluation and extraction of learning points.
From the management point of view, it is important that all of these stages are considered together both at the beginning and throughout the NPD process. A holistic view is needed because each stage impinges upon, and has implications for, all the others and, in reality, stages are likely to overlap or run concurrently, in many cases.
Successful NPD involves understanding customer requirements and targeting specific markets, then satisfying those requirements through integrated organisational functions and sufficiently developed technologies. The failure rates for new products or services are high, and the new product development process is very costly, so it is extremely important to select the right projects for development, and to take time and thought during the design process to consider later stages. It has been claimed that large proportions of later manufacturing, life cycle and quality costs are determined during the initial design stages of NPD.
