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nr.2 in the series for explaining the theory behind next generation project management tool ie - Value Hubs - Value Manager
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Smriti Seth has over 14 years of experience in project management, sales operations, and marketing. She currently works as a Project Manager at Touchpoints India, where she manages brand activation programs. Previously, she has held roles like Senior Marketing Manager at the Consulate General of India in New York and Senior Executive roles at Samsung Electronics India and Ingram Micro India. She has expertise in project management, channel and direct sales operations, and operational process improvement.
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Product management is key to growing a company into a major business by aligning market needs with organizational objectives and creating long-term roadmaps. The product manager plays a strategic role by managing the product lifecycle, specifying market requirements, setting strategic direction based on customer needs and business goals, and defining the right product. With an average of 4.7 years of experience, product managers bridge departments, establish clear processes, understand customers, and have strengths like always learning, high integrity, and making practical data-driven decisions. Choosing the right product manager is important for businesses to thrive.
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ChannelVission is a global business development company that assists technology companies with go-to-market strategies through lower cost and self-sustained channels. They help clients address common dilemmas like how to manage and train distribution channels, open new markets, and understand competition. ChannelVission's team has extensive experience in Fortune 500 companies and they leverage global expertise to open new markets. Their process involves analyzing market viability, strengths/weaknesses, and developing winning partner and alliance strategies. ChannelVission offers total solutions to outsource channel marketing or partial solutions to supplement in-house teams seeking new revenue streams.
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Smriti Seth has over 14 years of experience in project management, sales operations, and marketing. She currently works as a Project Manager at Touchpoints India, where she manages brand activation programs. Previously, she has held roles like Senior Marketing Manager at the Consulate General of India in New York and Senior Executive roles at Samsung Electronics India and Ingram Micro India. She has expertise in project management, channel and direct sales operations, and operational process improvement.
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Product management is key to growing a company into a major business by aligning market needs with organizational objectives and creating long-term roadmaps. The product manager plays a strategic role by managing the product lifecycle, specifying market requirements, setting strategic direction based on customer needs and business goals, and defining the right product. With an average of 4.7 years of experience, product managers bridge departments, establish clear processes, understand customers, and have strengths like always learning, high integrity, and making practical data-driven decisions. Choosing the right product manager is important for businesses to thrive.
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2. How Business Initiatives transformed into Portfolio level Initiatives, then
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4. How Program/Product strategy translates into the Project/Release level strategy
5. How Release strategy transforms into Sprint level strategy
6. How the Lowest level User stories/Platform level stories transforms into a measurable system demos
7. How these are tracked on the overall Corporate Dashboard cumulatively.
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2) It then discusses the brand-product matrix and how it relates product lines and brand lines. It provides examples of HUL's soap and Dove's product lines.
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מצגת בעז תמיר
The document discusses strategic management approaches from both an inside-out and outside-in perspective. It emphasizes starting strategizing from understanding customer needs and problems rather than a company's existing capabilities. Several frameworks are presented for developing strategies including lean startup methodology, disruptive innovation theory, problem-driven design thinking, and the PDCA cycle for continuous learning and improvement. Effective management is described as focusing on processes, collaboration, and learning rather than just controlling outcomes.
Are your vision and mission still aligned
It is a statement that describes how you will do business. Alternatively, your vision is how your business will look in the future once your mission has been executed successfully. However, the work doesn't stop with the last word you might type of your mission or vision. It is important to consistently re-visit your mission statement to ensure that it continues to align with your vision.
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The document outlines a business development course agenda that discusses challenges businesses face, areas of business development like product development and sales/marketing, strategic options for growth through market penetration or new products, establishing competitive advantages, and the phases of business development from establishing the initial business to long term growth strategies. Key business development processes include determining the business field and product, gaining market share, expanding geographically, and maintaining quality assurance systems.
Product Management
This document summarizes key concepts related to product management. It defines a product, classifies products as goods, services, or ideas. It describes defining new products based on business needs and constraints. Product management is defined as dealing with planning, forecasting, and marketing a product throughout its lifecycle stages of introduction, growth, maturity, and decline. The roles of product management include analyzing markets, defining product features, driving new products, and activities from strategic to tactical levels.
Business initiatives to user stories implementation reality
Business -IT Transformation Framework with Implementation reality.
1. How Corporate Strategy Involve to arrive to Business Strategy Initiatives.
2. How Business Initiatives transformed into Portfolio level Initiatives, then
3. How Portfolio level initiatives transforms into respective Programs and Product Strategy
4. How Program/Product strategy translates into the Project/Release level strategy
5. How Release strategy transforms into Sprint level strategy
6. How the Lowest level User stories/Platform level stories transforms into a measurable system demos
7. How these are tracked on the overall Corporate Dashboard cumulatively.
Product Management
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Business plan
This document outlines a business plan generated from a business model and canvas. It discusses the need to build a human resource team with the right expertise. It describes putting the business model canvas to show the business's attractiveness by outlining customers, activities, and resources. It also discusses performing financial analysis to calculate costs and funding needs. The plan describes analyzing the external environment of market and industry forces. It concludes with implementing a roadmap and performing a risk analysis from a SWOT of the business model canvas.
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BSC Monopoly can be used as a fun game not only for visually presenting a business model but also for visually managing the performance of the business model. In short, the game of BSC Monopoly can be used for Business Model Documentation, Improvement, and Innovation as well as Visual Performance Management. A beauty of BSC Monopoly is that a team can use it to explore scenarios for different strategies including Blue Ocean Strategy and Disruptive Innovation Strategy.
CEO - FACTS survey
- 45 CEOs were surveyed about their views and expectations of marketers' responsibilities and performance.
- CEOs see marketing responsibilities as moderately important but find that marketers' performance is below expectations, except for defining customer segments which is seen as very important.
- Marketers view their own responsibilities as slightly more important than CEOs do but are even more critical of their own performance than the CEOs.
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[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
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LEARNING OBJECTIVES
1. Understand the key concepts of business model thinking.
2. Acquire knowledge of the 9 building blocks of the Business Model Canvas for value creation.
3. Learn to recognize key patterns of business models.
4. Learn how to apply the Business Model Canvas to map out your current business model for understanding and analysis.
5. Gain basic knowledge of the Business Model design process and related frameworks.
CONTENTS
1. Introduction to Business Model Thinking
2. Basics of Design Thinking
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6. The Value Proposition Canvas
7. Business Model Design Process
8. Presenting the Business Model Canvas – Do's and Don'ts
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http://svpma.org/2012/08/august-2012-event/
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Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
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Transformance for high performance
This document discusses building a high performance organization through tools, best practices, and mentoring. It provides an overview of key elements like vision, strategy, engagement, implementation, delivery, and measurement. Specific tools are mentioned for tasks like customer lifetime value
C2P framework overview
The Cruising to Profits business transformation method and toolbox is a process-based means of systematic business transformation planning. It contains 6 phases, 10 steps, and practical management exercises.
Start up challenge course presentation
The document describes a 1-year, 10 ECTS course at Metropolia University of Applied Sciences designed for entrepreneurial students to start their own business. The course is open to all students and requires a €22 fee. Students form teams, develop their business ideas, and create minimum viable products to launch and compete in the JAYE startup competition. Experienced entrepreneurs mentor the students and provide guest lectures and networking events.
6 Gates to BUSINESS MODEL PROFITABILITY for Startups and Investors: Visually ...
The document describes the Lean Business Model Canvas, a one-page tool for visually organizing and managing responses to 25 investor questions about business model profitability. The Lean Business Model Canvas combines the Lean Canvas and Business Model Canvas frameworks. It allows documenting key topics like problems, solutions, metrics, costs, revenues, customer segments, and competitive advantages to holistically represent organizational success or failure in business and life.
How to Use Data to Build Products by Tradesy Product Advisor
In this presentation:
-Product Management is probably the most exciting function in technology organizations - it's an art and science that's well-suited for certain personalities
-The goal of a good Product Manager is NOT to launch a product - rather, it's to move a planned metric in the right direction by the right amount
-A good Product Manager can answer the question, "How did your product do yesterday?" We can't answer that without a well-defined analytics strategy and data requirements built into our products
From Usability to UX Strategy
A model for how User Experience people can engage more strategically with their organisation, and how we can be more strategic in the way we do UX
3 Involving Key Stakeholders
A versatile workshop program that results in strong stakeholder ownership. Modules cover strategic planning, product development, process design, issue resolution, action planning, requirements analysis and quality review.
Multi-day workshop programs involving 12 - 16 participants in a single session with over 100 stakeholders participating across sessions.
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Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
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三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
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Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
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MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
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Business drivers
- 1. BUSINESS DEVELOPMENT Designing a business system for valuecreation
- 2. KEY FACTORS Commonthread Mission statement Unit mission statements PDCA-cycle Driving factorsResultsFeedback People Management Sence of Coherance Alliances organization – people – management Goal supervision &coaching Business modeldevelopment All productdevelopmentshould start with BM canvas
- 3. CONTEXT – CUSTOMERDRIVEN VALUEMANAGEMENT Customerneeds 1.Vision 2.Mission 3.(Values) Innovation 4.Goals Effectiveness Innovation 5.Strategy Effectiveness Quality 6.Process/project Effeciency 7.Assess 8.Improve 9.Customer satisfaction
- 4. SUM OF THE UNITSGOALS& TASKS CREATES THE BUSINESS GROWTH& PROFIT Mission Management statement Unit mission Unit Unit statement Unit mission Unit Unit Unit statement
- 6. DESIGNING THE REVENUE STREAMS Problem - Solution fit (finding the business model) 1.Customer 2.Value Proposition ie offer Product – Market fit (chrossing the chasm) 1.Customers (plural) 2.Value Proposition (repetitive) 3.Customer relationship How you interact with the customer 4.Channels Throughwhatchannelsdo you reach your customers 5.Revenues -----------------------------------------------------------------------
- 7. DESIGNING THE COSTSTRUCTURE 6.Key activities Create an action plan 7.Key resources Whatresourcesdo you need to fulfill your action plan 8.Key partners What partners do you need access your resourceneeds 9.Costs What is your costs to deliver your value proposition Ecosystem development, create a secondary business modelaround your coststructure as the ”problem” ------------------------------------------------------------------------
- 8. DISRUPTIVE INNOVATION Technology spursdisruptive innovation
- 9. CHROSSING THE CHASM Going from a few to mass