More Five Product Levels Examples

Five Product Levels

Five Product Levels

Five Product Levels Template

Five Product Levels Template

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Guide and Best Practices

Developed by Philip Kotler in 1960 the five product levels model highlights the different levels of need customers have for a product. According to Kotler, a product is not just a physical object or service but it can be anything, even an idea or person, that can meet a need or want of the customer. Kotler suggests that a product should be profiled into multiple levels as perceived by the customer. He emphasizes that there are 5 product levels that are based on the psychological expectations, emotional associations and perceptual aspirations of a consumer. And these factors help create a product persona.

The Five Product Levels of Kotler

  • The Core Product: this refers to the basic need or want of the customer that the product is trying to meet or deliver. The best way to identify is by looking at it from the perspective of the consumer. For example, why would a consumer go to a restaurant? To buy food and beverages.
  • Generic Product/ Basic Product: this refers to a basic version of the product that contains only those characteristics that are essential for its functionality. For example, if you consider the basic features of chocolate, you’d be discussing its texture, color, size, aroma, etc.
  • Expected Product: this refers to the attributes or characteristics that the consumer would generally expect of the product before agreeing to purchase it. In a restaurant, the consumer would normally expect friendly customer service, a clean table and chair, etc.
  • Augmented Product: An augmented version of the product that has been modified to include additional benefits, features, characteristics, etc. to differentiate itself from what the competitors offer. It converts the desire of the consumer into reality.
  • Potential Product: This refers to the augmentations and modifications the product will undergo in the future to retain and gain customers.

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