The following technical reports provide sultions for problems, occuring quite common in industrial companies.
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In which category do your Product managers fall?
According to statistics more than 95% of all Product Managers never conducted a training or a qualification in their discipline. Due to the missing knowhow often the strategic Product Management (PM) tasks are assumed too little and PM tools are homemade in time-consuming manner or even not used. Lacking focus and reactive execution of administrating PM tasks are the consequence. Beside the negative effect to the enterprise, this leads also to demotivation for the concerned Product Manager. More than a third of all Product Managers with missing training opportunities seriously consider a job change!
Hand on heart – look your Product Managers in to their eyes. In which category does your PMs belong to? Into the well-trained, ambitious and motivated 5% or into the 95% others?
Weiterlesen: 4-PM Training
True customer proximity makes the difference in Product Innovation
Why are companies like Apple, Google, Tesla or Samsung so successful and innovative? They do not enquire the needs from their own sales forces, but they earnestly ask their customers. Further they are verifying the value of their development results not only with test in their own labs, but also conduct several field testing with customers and in the market.
To achieve sustainable growth in the hard-fought markets, it is not sufficient in the world wide destructive competition only to own today successful products and services in a defined market segment and within a target customer group. Markets, competitors and the consumption behaviour of customers will be under rapid and steady change in the future. As a result, a couple of European corporations are focusing in enhanced development of innovative premium goods.
Weiterlesen: 7-Need analysis
Intensified market segmentation – gaining more satisfied customers and long-term success
In the booming last decades many Industrial companies gained a vendors’s tray full of products and a variety of customer groups. In many cases the former decision was probably right to provide dedicated products to certain customers. But does this former decision still hold up with today’s long-term strategy of the company?
Many industrial companies have just divided their sales revenues into different customer groups and call it “market segmentation”. But does this fiscal market segmentation really add value to the company?
Weiterlesen: 6-Market segmentation