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SeasonalTime of DayDay of Week Page 39 Page 40 Holiday Considerations Share of Product Category MediaProgramming Adjacencies/SponsorshipsGeographic CoverageDemographic Target(s), UsersPsychographic Target(s), UsersSpending/Budget Against Above Targets SELLING THEMESMajor ClaimsImage Projected MARKETING ANALYSISBy Marketing Spending Share TrendsBy End-User and by Trade Channel Expenditure RatiosBy Sales Efficiency Related to Industry Averages, Leading Competitors and TrendlinesAnalysis of Other Marketing SpendingSales ForceBrokersDistributorsDetailing Page 41 Page 42 Sales Promotion Relating to Category ShareRelating to Cost of Goods SoldAnalysis of Competitive Product/Brand HistoryReasons: Actual (if known)Reasons: SupposedCompetitive Reaction Tactics Employed ANALYSIS OF COMPETITIVE SUPPLIER RESOURCESRaw MaterialsResearch & Development/EngineeringManufacturingPackaging ANALYSIS OF COMPETITIVE FINANCIAL MANAGEMENT/ RESOURCESNear TermLong TermInnovation Investment HistoryManagement Stability Page 43 Page 44 Diversionary Issues ANALYSIS OF DIFFICULT-TO-PREEMPT ADVANTAGESPatentsTrademarksCopyrightsTrade &/or Formula &/or Production SecretsCaptive SuppliersCaptive OutletsCritical Mass Page 45 Page 46 Opportunity Definition Working through this checklist helps define the extent of the challengeand the possible reward.

Countless new product failures are attributable to missed, ignored, misplaced, or purposely gap-jumped essential steps or information. Almost every flop finds its cause in something which appears obvious after the fact and, in many cases, obvious in the very early, least-costly phases of development. The early, regularly-modified detailed perspective is what a comprehensive checklist system provides. "The stage of development of any product or technology is not susceptible to measurement as a characteristic of the product.

2 2George Gruenwald, New Product Development, NTC Publishing Group, Lincolnwood, 1985. Page 1 Chapter 1 Pick Your Own Playing Field Before You Start Maybe you're an entrepreneur with lots of ideas. Maybe you're a company executive who needs new products or services to stay in the forefront, to get ahead, or, at least, to hold the line. Maybe you're thinking of diversifying an established product line. Maybe you know exactly where you are and what you want to do. Whatever your plans, this introductory section will help you review your current business situation and will help you define realistic future objectivesboth essential first steps in any new product development program.

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