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Philip Levine, Senior Vice President, Director of Research, Ogilvy & Mather, New York Lavidge, President, Elrick & Lavidge, Inc., Chicago Kuehn, President, Market Science Associates, New York

Hase, Vice President, Research 100, Princeton, New JerseyĬalvin Hodock, Vice President, Consumer Research, Carter Wallace, Inc., New YorkĪlfred A. Gibson, Director of Marketing Research, General Mills, Inc., Minneapolis Stephen Fountaine, Director of Marketing Research, Philip Morris, New York Eskin, Associate Professor of Business Administration, University of Iowa, Iowa City Eggert, Staff Vice President, Economics and Marketing Research, RCA Corporation, New York Dunn, Senior Vice President, Director of Research Services, Benton & Bowles, New York Claycamp, Vice President, Corporate Marketing, International Harvester Company, Chicago

Baumwoll, Senior Vice President, Research and Planning, J. Achenbaum, Principal, Canter & Achenbaum, Inc., New York The executives represent three orientations toward test markets-the manufacturer, the advertising agency, and the marketing research supplied. (See the sidebar “Commentators” for the list of interviewees.) These products included packaged grocery items, health-care products, and consumer durables. The questions and answers that follow reflect test marketing experiences we gathered from 31 marketing research executives who had been involved in hundreds of new product introductions. We will then explore recent developments in new product research-specifically, the use of simulation models and test markets in the laboratory environment.

How should you use information from a test market?.

To help him in his decision, he may consider test marketing to gather yet more information.įor the executive contemplating test marketing, we intend to focus first on three strategic questions: The executive must weigh a myriad of information as he decides whether to go with a new product. Relying for many of their judgments on quoted first-person interview material with marketing executives, the authors finish with a postscript on how technological innovation can aid in test marketing. Beginning with an overview of sound new product development, it clarifies when a test market should be done, what its aims should be, and to what uses it should be put. This article is an attempt to lay bare the bones of the issue. Compounding this difficulty is that the goals of test marketing are sometimes unclear and that the information, once gathered, is often improperly used. The problem is partly that new products aren’t developed and put through their paces in a systematic enough way to let marketing men know when a test market is really in order.

To every marketing executive, the necessity and value of test marketing are often murky issues.

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