| Course | MKT 353 Product and Brand Management (MKT/353) |
|---|---|
| Week | 2 |
| Paper type | New product development plan |
| Length | about 1,048 words, 4 double-spaced pages plus title page and references |
| Format | APA 7 student paper |
| School | University of Phoenix |
| Program | BS in Business |
| Updated | October 2026 |
Free sample paper for MKT 353 Week 2
From Customer Requests to a Store Shelf: Developing a Mineral Sunscreen Stick at a Small Skin-Care Company
[Student Name]
University of Phoenix
MKT/353: Product and Brand Management
Week 2 Assignment
[Instructor Name]
[Date]
Bramble and Bee, its test results and costs are composites written for a model paper; sunscreen regulation is summarized generally.
Customers of Bramble and Bee, the composite Portland skin-care maker, have asked for a natural sunscreen for years. The company's lip balms and lotion bars use simple ingredients, and buyers want sun protection that matches. Last week's analysis placed the sunscreen stick in development. Unlike lip balm, sunscreen falls under federal drug rules, so it requires testing and careful labeling. A new product that a company's best customers are asking for is a gift, but it can still fail if the company rushes it or misreads what those customers really want. This paper plans the development of a mineral sunscreen stick.
A Stage-Gate Process
Cooper (1990) laid out stage-gate systems, in which a new product moves from idea to launch through a set of work stages, each followed by a gate where managers decide to go, kill, hold or recycle the project using defined criteria. Gates bring discipline and stop weak projects before they consume large budgets. For a small firm, a simplified version with five stages fits: discovery and scoping, business case, development, testing and launch.
Idea Generation
Ideas came from customers, retailers and staff: a sunscreen stick, a tinted mineral lip balm with sun protection and a sunscreen lotion in a tube. Reviews on the website and retailer comments also mentioned sun protection.
Screening Ideas
The three ideas were compared on fit with the brand, size of demand, technical difficulty, regulatory cost and margin potential. The stick scored highest because it matches the company's solid, waxy formats and tin and tube packaging and can be produced on similar equipment by a contract lab. The tube lotion requires a different production process. The tinted lip balm had smaller demand.
The Voice of the Customer
Griffin and Hauser (1993) described methods for identifying, structuring and prioritizing customer needs, finding that interviews with a modest number of customers can uncover most needs and that customers' own words are valuable for design. Bramble and Bee interviewed 25 customers and reviewed 600 online comments. Needs included protection that does not leave a white cast, reef-friendly ingredients, a stick that does not melt in a hot car, easy application for children and a scent-free option.
Research on New Product Success
Henard and Szymanski (2001) conducted a meta-analysis of new product performance and found that product advantage, meeting customer needs, the use of predevelopment activities and the dedication of resources were among the strongest predictors of success. For the sunscreen stick, this means designing a clearly better product than competitors, listening carefully to customers and investing in early analysis.
Competitors
The mineral sunscreen stick market already includes national brands sold in drugstores for $10 to $14 and premium natural brands at $16 to $22. Many leave a visible white cast, and several melt or crumble in heat, according to online reviews. Bramble and Bee's advantage must come from a sheer tint, a formula that holds up in summer heat and its local, natural reputation. Without a clear advantage on at least one of these, the product would struggle against larger brands with more shelf space.
Concept Development
The concept is a mineral sunscreen stick, SPF 30, using non-nano zinc oxide in a beeswax and plant oil base, with a sheer tint to reduce white cast, a recyclable paperboard tube and a scent-free formula. It would retail for about $16.
Concept Testing
An online survey of 400 customers and newsletter subscribers showed the concept with a description and image. About 62% said they would definitely or probably buy, with the highest interest among parents and outdoor enthusiasts. Concerns included price and whether the tint would match all skin tones.
Gate Decision One
Strong purchase intent and good fit with the brand led to a decision to proceed, with a request to test multiple tints.
Product Development
A contract lab experienced in mineral sunscreen will develop the formula. Prototypes will be tested for spreadability, stability in heat and appearance on different skin tones.
Regulatory Steps
Sunscreens sold in the United States must follow federal requirements for over-the-counter sunscreen drugs, including approved active ingredients, SPF and water-resistance testing and a standardized drug facts label. The company will use the lab's testing partners and budget about $60,000 for testing and compliance.
Business Case
Development and testing will cost about $140,000. At a wholesale price of $8 and a production cost of $4, each unit contributes $4. With projected sales of 25,000 units in the first year and 45,000 in the second, the project breaks even early in year two.
Pricing the Stick
At $16 retail, the stick sits at the low end of premium natural brands. Retailers typically take about half of the shelf price, which gives the $8 wholesale figure. The company considered $18 but concept testing suggested price sensitivity among parents, the largest interested group. A two-pack for families at $28 will be offered online.
Gate Decision Two
If testing confirms performance and the business case holds, the project moves to launch planning. If tests fail or costs rise sharply, the project will pause.
Test Market and Launch
The company will launch first on its website and in 60 Pacific Northwest boutiques for one summer, collect reviews and sales data and then decide whether to expand to the pharmacy chain.
Risks
Risks include failing SPF tests, white cast complaints, melting in heat and competitors with larger budgets. Careful testing and a limited launch reduce these risks.
Measuring Launch Success
The test summer will be judged on four measures: sell-through of at least 70% of boutique inventory, an average online rating above 4.3 out of 5, repeat purchase by at least 25% of online buyers by the end of the season and fewer than 2% of units returned. Meeting three of four will support expansion.
Fit With the Line and Brand
The stick extends Bramble and Bee's natural, simple-ingredient identity into a new need, broadening the brand without changing its core.
Conclusion
Customer demand, a stage-gate process, voice-of-customer research and evidence on new product success guide Bramble and Bee's sunscreen stick from idea to launch. Screening, concept testing, development, regulatory testing, a business case and a limited launch keep risk manageable while meeting a need customers have long expressed.
References
Cooper, R. G. (1990). Stage-gate systems: A new tool for managing new products. Business Horizons, 33(3), 44-54. https://doi.org/10.1016/0007-6813(90)90040-I
Griffin, A., & Hauser, J. R. (1993). The voice of the customer. Marketing Science, 12(1), 1-27. https://doi.org/10.1287/mksc.12.1.1
Henard, D. H., & Szymanski, D. M. (2001). Why some new products are more successful than others. Journal of Marketing Research, 38(3), 362-375. https://doi.org/10.1509/jmkr.38.3.362.18861
What the MKT 353 Week 2 instructions ask
The second MKT 353 assignment usually asks students to explain and apply the new product development process. Common requirements include describing the stages from idea generation to commercialization, explaining how ideas are screened, discussing concept testing and customer input, analyzing the business case, addressing test marketing and identifying risks. Some prompts ask students to compare successful and failed launches or to propose a new product for a chosen company. Support the plan with research on new product success, apply each stage to the specific product and use APA citations. Include a simple business case with break-even. Show where the company would stop or change course, since good processes kill weak ideas early.
How this MKT 353 Week 2 example is built
A small skin-care company has heard for years that customers want a natural sunscreen, and the paper shows how to turn that request into a product without betting the company. It applies a stage-gate process with decisions at each gate. Customer interviews and online reviews reveal needs such as no white cast and reef-friendly ingredients. Research on new product success highlights product advantage and fit with company strengths. The company screens three ideas, tests the concept with 400 customers, works with a contract lab on formulation and federal testing, builds a business case showing break-even in year two and plans a limited summer launch before any wider rollout.
MKT 353 Week 2 grading rubric: where the points go
Strong new product papers apply each stage of the process to the product and show decisions based on evidence. Instructors credit a clear process, use of customer input, screening criteria, concept testing, a realistic business case, attention to regulation and risk and a sensible launch plan. Papers that explain when the company would stop, as well as when it would continue, show judgment. Reviewers look for research on new product success, numbers that add up and links to the company's life cycle and brand position. Honest treatment of risks adds credibility. Headings that follow the process, tables for screening and finances and accurate citations make the paper clear for readers.
MKT 353 Week 2 help: mistakes to avoid
Students often describe the development stages generically without applying them. Show each stage for your product. Another common gap is skipping customer input. Explain how you would learn what customers need. Students also present ideas without screening them; compare several ideas against criteria. Build a business case with costs, price, volume and break-even. Address regulation if the product requires approvals or testing. Identify risks and how to reduce them. Plan a limited launch to learn before spending heavily on wide distribution. Use research on new product success to justify the choices you make. Finally, connect the new product to the existing line and brand so it strengthens the company rather than distracting it.
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MKT 353 Week 2 questions, answered
What does MKT 353 Week 2 usually cover?
It usually covers new product development: idea generation, screening, concept development and testing, business analysis, product development, test marketing and commercialization.
Where can I find a free MKT 353 Week 2 sample paper?
The new product development plan for a mineral sunscreen stick is included above; ask us for a custom draft built on a product you choose.
What is a stage-gate process?
A method that divides new product development into stages separated by decision points, or gates, where managers decide whether to continue, change or stop a project.
What is concept testing?
Presenting a description or prototype of a proposed product to target customers to measure interest, purchase intent and reactions before full development.
Why do new products fail?
Common reasons include weak product advantage, poor understanding of customer needs, insufficient market research, poor fit with company strengths, weak launch support and high costs.
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