BARCO PROJECTION SYSTEMS (A).Worldwide Niche Marketing Harvard
Business SchoolRev. April 25, 1996
1. What product development strategy would you recommend?
Which product(s) should the company pursue? Which should phase
out? BPS is threatened by Sony introduction of the 1270
projector that has a better performance and much lower price
than BPS projectors. BPS could lose as much as 75% of its 1990
forecasted profits, from 30% to 60% market share loss in the
graphics segments, and erosion in sales in the data segment.
BPS lacks a consistent strategy for marketing and product
development since product evolution at BPS was "more a result
of engineering solutions to problems that arose than a
specific development plan" , and as a nicher BPS has failed to
protect and to create more niches. BPS also lacks a competitor
intelligence strategy and furthermore it assumed that
competitors (like Sony) would respect forever their vision of
the market place.
Therefore, we recommend developing a Marketing and R&D
strategy that helps BPS to achieve the following:
1.1 Increase efforts to encourage innovation and promote new
product generations aimed to support Barcos' mission of being
the technology leader among the 3 top manufacturers.
Innovation can also lead to create new profitable niches or
segments, as BPS successfully did creating the graphics
segment in 1987 with the BG400 projector. The effort consists
in increasing the budget for Marketing and R&D considerably
above the 1989 level of 8.7% of revenue (see Exhibit 1) to
even a double level in the first year. The new budget must be
applied mostly to develop the data and graphics segments that
have higher proj ...