Full citation

Saunders, J., Wong, V., Stagg, C., & Mar Souza Fontan, M. (2005). How Screening Criteria Change During Brand Development. Journal of Product & Brand Management, 14(4), 239-249.

Format: Peer-reviewed article

Type: Research — Non-experimental

Experience level of reader: Fundamental

Annotation: This article explored the criteria used to evaluate new product projects at various points in the research, development, and production processes. Findings from a survey of 314 new product projects indicate that criteria change significantly at each gate. Additionally, criteria used to evaluate branded products differ from criteria evaluating industrial products.

Setting(s) to which the reported activities/findings are relevant: Large business, Small business (less than 500 employees)

Knowledge user(s) to whom the piece of literature may be relevant: Manufacturers, Policy Makers

Knowledge user level addressed by the literature: Organization

This article uses the Commercial Devices and Services version of the NtK Model

Primary Findings

Barrier: Previously committed funds and egos can prevent an organization from making the best launch/ no-go decisions. Managers should ensure that these factors are not clouding their judgment when moving forward with a project.
Survey of 314 new project projects.
Occurrence of finding within the model: Gate 7

Tips:

  • 16 factors were identified as important for post-launch reviews: tangible technological advantage, superior consumer fit, clearly defined promotion plan, clear product definition, senior management endorsement, likely trade adoption, compelling market size potential, lucrative potential market, product-led strategy, clearly identified brand strategy, global product compatibility, production fit, commercial fit, strong trade support, reliable market intelligence, and predictable development pattern.
    Survey of 314 new product projects.
    Occurrence of finding within the model: Gate 8
  • The initial screen should be coarse enough to allow potentially attractive ideas the chance to move on to the next stage of the process. Later screens are then used to eliminate ideas with poor chances of success prior to investments in development.
    Survey of 314 new product projects.
    Occurrence of finding within the model: Gate 1
  • Critical factors at this stage include: Senior management endorsement; superior consumer fit; lucrative market potential; clearly defined promotional plan and brand strategy; alignment with product-led strategy; alignment with technological advantage; likely trade adoption and resistance to brand switching.
    Survey of 314 new product projects.
    Occurrence of finding within the model: Gate 2
  • Evaluation criteria used in earlier stages may reappear later in the process. This may be necessary as a result of: changes to product and marketing plans occurring during development; changing customer expectations; changing competitive landscape; and later screens can be more informed than earlier versions- lending to better results before making huge commercialization investments.
    Survey of 314 new product projects.
    Occurrence of finding within the model: Gate 7
  • Prior to initiating development activities, the following criteria should be examined: lucrative potential market; compelling market size potential; senior management endorsement; product-led strategy; market attack strategy; market-led strategy; perceived opportunities; support resource fit; superior consumer fit; clearly identified brand strategy and promotional plans; clear product definition; likely trade adoption; and global product compatibility.
    Survey of 314 new product projects.
    Occurrence of finding within the model: Gate 4
  • The following factors should be scrutinized prior to initiating commercialization activities: superior consumer fit, clearly defined promotion plan; sizeable new technology requirement; clear product definition; likely trade adoption; compelling market size potential; lucrative potential market; direct response strategy; clearly identified brand strategy; and global product compatibility.
    Survey of 314 new product projects.
    Occurrence of finding within the model: Gate 7