Product Innovation

 


Main Product Market Segments

Mingle is committed to introducing recent trends in the food innovation category according to the changing consumption patterns and preferences of its customers in the attractive marketplace of Singapore. The company is producing quality natural products with no sugar and fillers that want to be included at the dinner table, snacking, lunch & breakfast of every household. Under blue sky thinking, Mingle has decided to leverage its fun and flavors that shake up the things in the spice aisle through Mum Secret Spice that could offer innovation in packaging formats and more flavors. Mumma Maddy can be the new food category (endless creation) other than its seasoning product that can fulfill its new customer’s needs & wants and evolve faster through new product development strategy (Barczak, G., & Wilemon, D. 1989).

Through extensive market research, it has been concluded that Mumma Maddy will result in high technology savvy, high online shops, high brand loyalty, and high product quality, less time to cook, within grocery budget, high health-conscious, and high use of spices in cooking. Mingle will have other competitive advantages like its too expensive (being innovative) and not yet distributed in enough retailers and readily available in supermarkets and online shopping channels. This will be an exciting new product opportunity that can drive high sales for Mingle due to its high rate of consumption in a week for immediate family. It will produce economical meals for the whole family quickly and easily that the whole household will enjoy. The primary motivation behind this main product segment is that it will target the whole family who it hard to find recipes that can improve their self-care and health following the regulations to ensure food safety. Hence, this product innovation of Mingle will differentiate its consumer products from its competitors and create additional customer value (Woodruff, 1997 and Wecht, 2006).

References

Barczak, G., & Wilemon, D. (1989). Leadership differences in new product development teams. Journal of product innovation management6(4), 259-267.

 

Wecht, C. (2006). Active customer roles during the innovation front-end: theoretical foundations and managerial implications. Available at:https://www.alexandria.unisg.ch/Publikationen/226410/L-en(accessed on 07/02/2021)

 

Woodruff, R. B. (1997). Customer value: the next source for competitive advantage. Journal of the academy of marketing science25(2), 139-153.

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