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Few companies seem to employ in any systematic or planned way the four product lifestretching steps described above. Jell-O was a pioneer in the easy-to-prepare gelatin dessert field. The soundness of the product concept and the excellence of its early marketing activities gave it beautifully ascending sales and profit curves almost from the start. But after some years these curves predictably began to flatten out. Scotch tape was also a pioneer product in its field.


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Once perfected, the product gained rapid market acceptance because of a sound product concept and an aggressive sales organization. But, again, in time the sales and profit curves began to flatten out. Before they flattened out very much, however, 3M, like General Foods, had already developed measures to sustain the early pace of sales and profits.

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On the other hand, 3M helped raise sales among its current users by developing a variety of handy Scotch tape dispensers which made the product easier to use. Similarly, 3M developed a line of colored, patterned, waterproof, invisible, and write-on Scotch tapes which have enjoyed considerable success as sealing and decorating items for holiday and gift wrapping. Hence during the Metrecal boom Jell-O employed an advertising theme that successfully affixed to the product a fashion-oriented weight control appeal. These actions broadened product use in commercial and industrial markets. It is known, for example, that women consumers use powdered gelatin dissolved in liquids as a means of strengthening their fingernails.

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Both men and women use it in the same way as a bone-building agent. The existence of the kinds of product life cycles illustrated in Exhibits I and II and the unit profit cycle in Exhibit III suggests that there may be considerable value for people involved in new product work to begin planning for the extension of the lives of their products even before these products are formally launched.

To plan for new life-extending infusions of effort as in Exhibit IV at this pre-introduction stage can be extremely useful in three profoundly important ways. The life-extension view of product policy enforces thinking and planning ahead—thinking in some systematic way about the moves likely to be made by potential competitors, about possible changes in consumer reactions to the product, and the required selling activities which best take advantage of these conditional events.

It lays out a long-term plan designed to infuse new life into the product at the right time, with the right degree of care, and with the right amount of effort. Many activities designed to raise the sales and profits of existing products or materials are often undertaken without regard to their relationship to each other or to timing—the optimum point of consumer readiness for such activities or the point of optimum competitive effectiveness. Careful advance planning, long before the need for such activity arises, can help assure that the timing, the care, and the efforts are appropriate to the situation.


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The latter helped create a powerful consumer consciousness of hair fashions because they made it relatively easy to create and wear fashionable hair styles. Once it became easy for women to have fashionable hair styles, the resulting fashion consciousness helped open the door for hair colors and tints. It could not have happened the other way around, with colors and tints first creating fashion consciousness and thus raising the sales of sprays and fixers. Because understanding the reason for this precise order of events is essential for appreciating the importance of early pre-introduction life-extension planning, it is useful to go into a bit of detail.

For women, setting their hair has been a perennial problem for centuries.

First, the length and treatment of their hair is one of the most obvious ways in which they distinguish themselves from men. Hence to be attractive in that distinction becomes crucial. Second, hair frames and highlights the face, much like an attractive wooden border frames and highlights a beautiful painting.

Third, since the hair is long and soft, it is hard to hold in an attractive arrangement. It gets mussed in sleep, wind, damp weather, sporting activities, and so forth. An unkempt brunette would gain nothing from making herself into a blond. Indeed, in a country where blonds are in the minority, the switch from being an unkempt brunette to being an unkempt blond would simply draw attention to her sloppiness. The same order of priorities applies in industrial products.

For example, it seems quite inconceivable that many manufacturing plants would easily have accepted the replacement of the old single-spindle, constantly man-tended screw machine by a computerized tape-tended, multiple-spindle machine. The mechanical tending of the multiple-spindle machine was a necessary intermediate step, if for no other reason than that it required a lesser work-flow change, and certainly a lesser conceptual leap for the companies and the machine-tending workers involved.

For Jell-O, it is unlikely that vegetable flavors would have been very successful before the idea of gelatin as a salad base had been pretty well accepted. Similarly, the promotion of colored and patterned Scotch tape as a gift and decorative seal might not have been as successful if department stores had not, as the result of their drive to compete more effectively with mass merchandisers by offering more customer services, previously demonstrated to the consumer what could be done to wrap and decorate gifts.

Take the case of Jell-O. What is its product? In the case of tape, perhaps 3M has gone even further in this technological approach to its business. It has a particular expertise technology on which it has built a constantly expanding business. This expertise can be said to be that of bonding things adhesives in the case of Scotch tape to other things, particularly to thin materials.

For companies interested in continued growth and profits, successful new product strategy should be viewed as a planned totality that looks ahead over some years.

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For its own good, new product strategy should try to predict in some measure the likelihood, character, and timing of competitive and market events. While prediction is always hazardous and seldom very accurate, it is undoubtedly far better than not trying to predict at all. In fact, every product strategy and every business decision inescapably involves making a prediction about the future, about the market, and about competitors.


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    7. To be more systematically aware of the predictions one is making so that one acts on them in an offensive rather than a defensive or reactive fashion—this is the real virtue of preplanning for market stretching and product life extension. The result will be a product strategy-that includes some sort of plan for a timed sequence of conditional moves. This judgment will also help determine many things—for example, whether to price the product on a skimming or a penetration basis, or what kind of relationship the company should develop with its resellers.

    In short, having a clear idea of future product development possibilities and market development opportunities should reduce the likelihood of becoming locked into forms of merchandising that might possibly prove undesirable.

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    This kind of advance thinking about new product strategy helps management avoid other pitfalls. For instance, advertising campaigns that look successful from a short-term view may hurt in the next stage of the life cycle. Thus at the outset Metrecal advertising used a strong medical theme. Sales boomed until imitative competitors successfully emphasized fashionable slimness. Metrecal had projected itself as the dietary for the overweight consumer, an image that proved far less appealing than that of being the dietary for people who were fashion-smart.

    A carefully preplanned program for market expansion, even before a new product is introduced, can have powerful virtues. The establishment of a rational plan for the future can also help to guide the direction and pace of the on-going technical research in support of the product. Although departures from such a plan will surely have to be made to accommodate unexpected events and revised judgments, the plan puts the company in a better position to make things happen rather than constantly having to react to things that are happening.

    How the product should be introduced and the many uses for which it might be promoted at the outset should be a function of a careful consideration of the optimum sequence of suggested product appeals and product uses. Consideration must focus not just on optimum things to do, but as importantly on their optimum sequence— for instance, what the order of use of various appeals should be and what the order of suggested product uses should be.

    Similarly, if nylon hosiery had been promoted at the outset as a functional daytime-wear hosiery, its ability to replace silk as the acceptable high-fashion hosiery would have been greatly diminished. Suppose that nobody now has any kind of shaker. Hence one might lay out the following plan:. Ideas—designs for children, quaffer design for beer drinkers in bars, design for sadists to rub salt into open wounds. Ideas—make identical product for use as a pepper shaker, as decorative garlic salt shaker, shaker for household scouring powder, shaker to sprinkle silicon dust on parts being machined in machine shops, and so forth.

    This effort to prethink methods of reactivating a flattening sales curve far in advance of its becoming flat enables product planners to assign priorities to each task, and to plan future production expansion and capital and marketing requirements in a systematic fashion. Irwin, Inc. Matthews, Jr. Buzzell, Theodore Levitt, and Ronald E. I am indebted to my colleague, Dr.

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    Derek A. Newton, for these examples and other helpful suggestions. Theodore Levitt , a longtime professor of marketing at Harvard Business School in Boston, is now professor emeritus. Theodore Levitt. November Issue Explore the Archive. Historical Pattern The life story of most successful products is a history of their passing through certain recognizable stages. A version of this article appeared in the November issue of Harvard Business Review. Partner Center. Nuts To You! Track That Scat!