Consumer Research in the Early Stages of New Product Development

The product I chose to work with is J.M. Smucker’s Uncrustables. This product has a lot of potential and I am excited to work with it. The first new product idea that I would consider developing a marketing plan for is a breakfast Uncrustable. There is a lot to work with from this perspective and I think it has numerous possibilities not only with the ingredients, but in preparation. The second brainstorming idea is to have a gluten free option. These days so many people have a gluten intolerance or a medical condition related to gluten. There are possibilities in making this product gluten free and when it comes to snacks for children there are very few options. This option I feel is very appealing to work with because of it being considered

IntroductionMy name is Kevin Chen and I am a senior consultant of the Boston Consulting firm. Per the request of the A/S Dansk Minox, a food products manufacturer, I am preparing this analysis to identify the existing problems within the business of A/S Dansk Minox and provide possible recommendations. As a consultant, I will present the analysis without bias and for the best benefits of A/S Dansk Minox. In the following analysis, I am going to answer the following question: Should A/S Dansk Minox bring the new product, complete meal, to the market?Company backgroundThis case is set in Denmark in 1967 when the "boom" in consumer food products was just beginning more working mothers, more disposable income, more choices in convenience food

Once the conception was formed Kellogg’s then had a job conform and construct the concept into a new product this involved usage of qualitative research which helped Kellogg's food technologists to explore the taste and texture of the new food idea in more detail. Kellogg's needed to understand the 'eating experience' of the consumer before a decision could be made about how to develop the recipe in more detail.

Sources of information:Bevan J, Dransfield R, Coupland-Smith H, Goymer J and Richards C – BTEC Level 3 National Business StudentBook 1 (Pearson, 2009) ISBN 9781846906343Bevan J, Goymer J, Richards C and Richards N – BTEC Level 3 National Business Student Book 2(Pearson, 2009) ISBN 9781846906350Coupland-Smith H and Mencattelli C – BTEC Level 3 National Business Teaching Resource Pack(Pearson, 2009) ISBN

In this final project paper, I am going to compile all of the topics that we have been discussing and deliberating on all this term. Moreover, I am going discuss and evaluates the Ajax Foods scenario and in module One content by Putting myself into the shoes of the CEO for Ajax Foods. What is the most important question you need to have answered before you spend thousands of dollars on the launch of a new product? In an arena that is as competitive as the food industry today, most companies are always looking for ways to add new revenue streams and limit product attrition. Therefore, launching a new product can assist a company in gaining access to new markets that might have previously been unapproachable. Therefore, for me, as the CEO of

areas were canned tomato products, frozen orange juice, cake mixes, and yogurt. Barkley was known to have strengths in operations (product preparation), distribution (obtaining distribution and managing the shelves), and advertising. Their brands typically held a solid second-place position in the supermarket. There was no effort at umbrella brand identification, so each product area was carried by its own brand. Joyce Stevenson had previously been in strategic planning, and reviewed the type of information and analysis that would be required to support a strategic decision like this one. She wrote down the following four sets of questions to guide the thinking of the research group: 1. Market analysis ■ What are the size, current growth rate, and projected growth rate of the industry and its relevant subsets (such as ethnic dinners) for the next five and ten years? ■ What are the important industry trends? ■ What are the emerging production technologies? ■ What are the distribution trends? ■ What are current and future success factors (a competitive skill or asset needed to compete successfully)? 2. Environmental analysis ■ What demographic, cultural, economic, or governmental trends or events could create strategic threats or opportunities? ■ What major environmental scenarios (plausible stories about the future) can be conceived? 3. Customer analysis ■ What are the major segments? ■ What are their motivations and unmet

The food industry today is deliberate in the way that is chooses to advertise its products. In collaboration with the cunning tact of marketing leaders, they play a major influence in our food environment by configuring our beliefs on what foods

Due to high levels of rivalry in the food industry there is always an incentive to be innovative and continuously improve. There is also always the chance that any differentiation could be copied by competitors. Therefore, innovation remains a huge part of CPK’s

One of the risks for following an observed consumer trend, like LOHAS, is the change in company’s production activities. According to the case, “… LOHAS, a market segment that strived for a healthier lifestyle and environment…The movement started as a ripple that spread to other consumers, who started demanding to know the origin of the food…” (University of Virginia, 2013, p.2). This new trend has driven the company into researching for new products or improving the quality of current products in order to meet the consumers’ preferences. Another risk that company faces is the ability to compete with competitors in the same the market segment. Being able to come up with better products does not guarantee a positive outcome. As PepsiCo’s CEO pointed out, “… customers were sending mixed messages. They claimed they wanted to eat healthier snacks and lost weight, yet Lay’s ‘Smart Spot’ products didn’t sell as well as its core chip products” (University

Manufacturers today use food chemistry to enhance the flavor of the products we consume. Food chemists have to go through a long process of choosing and developing flavors until they have the finished product. All the work put into developing these flavors is to satisfy consumers in order to keep them buying the products. In the article “How Flavor Chemists Make Your Food So Addictively Good” it states, “Moreover, they have to create flavors that don't just make the end consumers happy — but their clients as well (they are typically outsourced by food manufacturers)” showing that the ultimate goal of manufacturers is to keep clients and consumers happy. Another reason flavors are enhanced is because it helps a manufacturer make money. In addition

The company’s value proposition or long term vision for the company remained constant from the start up of the company to the initial entry into the CPG market to the expansion of the school meals to the re-entry into the CPG market despite the challenges the company faced along the way. As the company expands its product lines and grows in the school meals business and the CPG market in grocery stores, as long as the brand continues to provide high quality and affordable healthy foods meal and snack to under-served communities and can mitigate against competition, rising costs and deviating from their target families, the company can retain and build a strong value proposition that reflects their long term vision. It may be that by expanding and growth that some avenues the company takes may deviate from the vision but there are many options for the company that can address under-served community needs for healthy options further than just family meals and snacks to areas like meals that address dietary restrictions and the medical restrictions that elderly people have that can be filled by the company and that will add the vision of a trusted, healthy, affordable meal option for every member of the family. This can be further achieved by investing in shared value creation that benefits all parties involved in activities like catering and event hosting and establishing urban farms. These new channels build the brand and are aligned with the long-term vision while as the same time creating economic and social value for the many communities in which the company operates. Furthermore, all these recommendations that were further described in analysis are built on the foundation that the company has built since its conception and further

As the excitement about Peel ‘n Taste began to proliferate and traverse industries, other significant business opportunities arose, thus compelling First Flavor to complete a real time situational analysis (Zmuda, 2008). At which point, First Flavor contemplated expanding their business portfolio after reviewing company strengths, competitive advantages, and the ability to be first to market with other new innovative products (Solomon, Marshall & Stuart, 2012). However, prior to moving forward, they also evaluated the disadvantages of launching products that could be quickly duplicated by competitors, scaling their business beyond the capabilities of the company, and diluting their ability to effectively launch and grow their core product. Consequently, Jay prudently, elected to remain focused on First Flavor’s marketing services and Peel ‘n Taste as their core products, while strategically dedicating a small cadre of resources to complete 2 - 3 SWOT analyses and assess the viability of expanding First Flavor’s business

We are a marketing research team of a fast food chain store. With increasing awareness about healthy food among the masses and with consumer preferences changing towards healthy food, we intend to launch a health food segment to cater to this need of the customers. We are also concerned about the pricing of the product that whether it should be priced same as that of normal fast food or the customers would be willing to pay a premium for healthy food.

International Bulletin of Business Administration ISSN: 1451-243X Issue 9 (2010) © EuroJournals, Inc. 2010 http://www.eurojournals.com

* Research Scholar (ANU), Asst. Professor, Dept. of Business Administration, St. Ann’s College Of Engineering & Technology: Chirala-523187, A.P.Ph:09985287778 Email:krishnachevuri@gmail.com