Marketing Management: New Car Product Development Cycle of Sungo

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Added on  2023/04/20

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Running head: MARKETING MANAGEMENT
MARKETING MANAGEMENT
Name of the Student
Name of the University
Author Note
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1MARKETING MANAGEMENT
Answer to Question 1
The new product development cycle is based on six different stages that can be
implemented for the proper formation of the new product of Sungo in the following manner,
Idea – The idea related to development of the new product is the first stage of new
product development cycle. The new product development idea in this case is related to the
introduction of car of Sungo.
Research – The research that will be made by Sungo is related to the feasibility levels
of the product in the industry and the financial requirements as well.
Develop – This stage will be related to actual development of the products of Sungo.
Testing – The testing stage is based on the performance that is depicted by the
product before it is actually provided to customers.
Analysis – The analysis is related to the check of results that is received from testing
of the new car of Sungo.
Intro – This is the last stage that is related to the introduction of the new product of
Sungo in the industry (Marion et al. 2015).
Answer to Question 2
The car of Sungo can be promoted as a socially responsible car by developing the
systems in such a manner so that least amounts of harmful gases are emitted. On the other
hand, the barriers that can be faced by the organization are based on the huge investments
that are required to be made by Sungo in order to develop the environment friendly cars
(Golder and Mitra 2018).
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2MARKETING MANAGEMENT
References
Golder, P.N. and Mitra, D., 2018. 1. New product development research: consolidating the
present and guiding the future. Handbook of Research on New Product Development, p.1.
Marion, T.J., Eddleston, K.A., Friar, J.H. and Deeds, D., 2015. The evolution of
interorganizational relationships in emerging ventures: An ethnographic study within the new
product development process. Journal of business Venturing, 30(1), pp.167-184.
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