Management needs the following information on current and anticipated performance of the products (services) to guide the product strategy decisions.

1. Consumer evaluation of the company's products, particularly their strengths add weaknesses vis-à-vis competition (i.e., product positioning by market segment information).

2. "Objective" information on actual and anticipated proud performance on relevant criteria such as sales, profits, and market share.

Typically, product* are the focal point of positioning strategy, particularly when companies or business units adopt organizational approaches emphasizing product or! brand management. Product strategy includes:

(1) developing plans for new products,

(2) managing programs for successful products, and

(3) deciding what to do about problem products (e.g., reduce costs or improve the product).

Nestle', the Swiss branded food company, has a very successful product strategy for competing in world markets.

As described in the Global Feature, the company's brand strategy includes favoring local preferences, providing career tracks to keep managers in the same regional areas.’ and applying global food processing technology to gain cart tad quality advantages.