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Product Management Library of Knowledge


Bridging The Gap Between The Corporate Culture And The Desperate Need To Innovate

Bridging The Gap Between The Corporate Culture And The Desperate Need To Innovate By Jama Bradley and Chad McAllister Billion Dollar Question: How does an organization bridge the gap between its need to innovate and its corporate culture? We think of SILA as both the philosophy and activities concerned with fitting the pieces of the organization together from the perspective of product leadership and innovation.

Growth Hackers Conference: Lessons Learned

"With the possibility to iterate on your product and marketing efforts faster and faster the product manager's role more than ever builds the backbone of a product's competitiveness and success."

Creating a Compelling Product Business Case Q&A

Answers to questions raised during the recent webinar, Creating A Compelling Product Business Case with Demand Metric. Questions and answers cover best practices for the timing, intention, multiple products and creating buy-in across the organization.

Strategic Planning Done Right

By getting consensus or buy in from the committed parties, you greatly reduce the chance that the Strategic plan will be built, delivered to the executive staff, then languish on a shelf for 3 - 5 years.

Why Value-Based Pricing is Overrated

Over the last ten years what percentage of the revenues and profits of the Fortune 500, Russell 2000 or any other group you choose can be attributed to the adoption of value-based pricing?

How To Disqualify A Lead

A common reason for losing a deal is that the client was looking for something else but you tried to sell him anyway. Your internal process refused to disqualify the buyer. You ultimately lost a deal that you should never have pursued. And the most common process problem is a failure to disqualify.
read more of.. How To Disqualify A Lead

Breaking The Answer First Mode Of Communication

In the corporate world, you are often coached to 'get to the point', 'get to the answer first', 'synthesize and summarize' and other communication techniques to get past limited executive attention. Part of the problem with the method is, it can result in poor decision-making contrary to what it is actually supposed to help.

Stephen Covey's Marketing Legacy

The best way for marketers to not become victims of the Urgent is through the creation of and commitment to a marketing strategy. When a solid, documented marketing strategy that is supported by upper management directs the marketing team's efforts, it is a powerful deterrent to the Urgent.

Navigating the Changing Winds - 6 Master Strategies to Building Customer Loyalty

Navigating the Changing Winds - 6 Master Strategies to Building Customer Loyalty
By Kellie D'Andrea

The winds - "they are a changing my friend".... The current state of the economy, a new President, failing financial systems, fluctuating prices and high unemployment have caused many of us to pause and evaluate opportunities to reduce expenses and to optimize our performance. As our economy continues to fluctuate, controlling expenses and optimizing service levels from partners and vendors is going to become the focus for all of our customers. We all must be sensitive to these "changing winds" and enhance the experience of our customers each time we interact with them. We must go back to the basics of serving our customers and take the actions that make a difference. The simple actions - a patient ear, a please, a thank you, a quick update on status (even if you don't' have update to give - the fact you are reaching out to let them know you are working on their problem goes a long way) and a smile that can be heard over the phone are all simple things that we can do each and every day to stand apart from our competition.

The art of hospitality can be very profitable, but it does take some practice and effort. To succeed, you must be dedicated to customer service first, always demonstrating that you care about their issues. Although customers may not always be right, we all must agree that it is okay for them to be wrong. Treat everyone with concern and compassion. After all, our business is not about us - it's about the people we service and that single fact is more critical now as we navigate the changing winds... Below are 6 strategies that when applied, will evolve your customer service to the next level - customer loyalty.

Never Ending Fight for Market Share

Never Ending Fight for Market Share
By Edward McMahon

"The Red Queen told Alice that she must run as fast as she knew how just to stay where she was."* And so it is in business.

Bruce Henderson of the Boston Consulting Group** was a thoughtful pamphleteer in the late 70's. He often provided meaningful challenges to those of us in the marketing game. He talked endlessly of market share, market segmentation and market differentiation. Most of what he said is as relevant today as it was 25 years ago.

Design for Six Sigma

Design for Six Sigma
by Kenneth Crow, DRM Associates
- 2002 DRM Associates   All rights reserved. May be used with attribution. Other use prohibited.

Design for Six Sigma (DFSS) focuses on developing products that meet customer needs with very low defect levels.

read more of.. Design for Six Sigma

Strategic Options - What Can You Do?

Strategic Options - What Can You Do?
By Stuart Ayling

Most business people want to see improvements in sales and profits. But how do you get there? What choices do you have?

To build your business there are four strategic options that must be considered:
1) Sell existing products to existing customers.
2) Develop new products to sell to existing customer groups.
3) Expand existing products into new market segments.
4) Develop new products for new market segments.

Strategy in a Competitive Landscape

Strategy in a Competitive Landscape
by Subramanian Ramachandran

Management Strategy - A Beginning

Many of the concepts used in strategy were developed during the late 1970s and 1980s when underlying competitive conditions evolved within a well-understood model. Japan's manufacturing success with its emphasis on operating efficiency challenged some of the traditional assumptions - but it is only in the last decade that a new competitive landscape has emerged and the rules of engagement have changed. While the canvas available to today's strategists is large and new, companies will need to understand global forces, react quickly, and innovate when defining their business models. C.K. Prahalad in "Competing for the Future" sets out to define the new paradigm.

It is hardly surprising that the conceptual models and administrative processes used by managers often outlast their usefulness. It takes researchers time, after all, to identify new problems and emerging solutions before they can produce theories about them. Then there is the time lag between the development of these theories and their conversion into common business practice.

Blocking and Tackling in the Game of Business

Blocking and Tackling in the Game of Business
by Tim Fulton

My dad used to love the old Green Bay Packers. Coach Vince Lombardi was an icon in his mind. The reason he was so enamored by the Packers was the way that they won football games. “They won the old-fashioned way”, he used to say. That meant that they won games because they did two things better than their opponents: blocking and tackling. They had players like Jerry Kramer on the offensive line and Ray Nitchzke on defense that were the best at their respective positions at football basics. As a result they didn’t have to rely solely on their skilled players at quarterback, wide receiver, or a kicker to always make “big plays” to win games. The games were won in the “trenches” the broadcasters would always remind us.

Successful Strategic Alliances -What Makes Them Work?

Successful Strategic Alliances -What Makes Them Work?
By Leonard Hook, Kairos Group

As the pace of global business accelerates, and customers continually become more demanding and sophisticated, companies are finding the competitive landscape dramatically changing. Markets are moving so quickly that is very difficult for one company to stay current on all technologies, resources, competencies, and information needed to attack, and be successful in those markets. Strategic alliances offer a means for companies to access new markets, expand geographic reach, obtain cutting-edge technology, and complement skills and core competencies relatively fast. Given a good framework is followed, this can usually be done far less expensively than if the company tried to develop that capability internally. That is why executives consider strategic alliances a value driver and make them integral with their growth plans

Strategic Outsourcing for Competitive Advantage

Strategic Outsourcing for Competitive Advantage
By Leonard Hook, Kairos Group

Outsourcing, once used mainly for downsizing and cost reductions at major corporations, should be used as a strategic tool to deliver a forceful impact on corporate growth and financial stability. By outsourcing non-essential work, the corporation can free valuable resources and focus on its areas of competitive advantage. To achieve that result, the corporation must know its core competencies, the type of work within the organization, and manage the outsourcing process.

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