Product Innovation

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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 management, 6(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 science, 25(2), 139-153.

This is Muhammad Naeem; a Ph.D. Scholar; born in Lahore Pakistan; a Professional Online Tutor in Business Education (Marketing & Management Courses), a Creative Non-Fiction Writer (Blog posts, Articles, Web Contents, Social Media Content Writing, Biographies, and Autobiographies, etc.), An Editor, Proofreader, Digital Marketing Specialist, and a passionate learner in learning new skills. He has obtained his graduation degree in Commerce from “Hailey College of Commerce”, and MBA (Marketing) from "Institute of Business Administration", University of the Punjab Lahore, Pakistan. He has also obtained a Master of Philosophy (MPhil) in Business Administration with a thesis in Marketing from the National University of Modern Languages (NUML) Lahore, Pakistan. Moreover, He is having exposure to the traditional experience of more than one decade in academia and industry. He believes in self-learning, acquiring new skills, and a passion to contribute something to make this world a better place. Regards,

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