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Prof Dr. Akhlas Ahmed
From Product to Customer
Lecture # 3
IHM - DUHS
27th
FEB, 2019
QUIZ # 1 (20.02.2019)
Write any one definition of a Marketing?
Justify your answer with one example.
OPEN FORUM:
LETS TALK…
PRODUCT:
A good idea, method, information,
object or service created as a result
of a process and serves a need or
satisfies a want. It has a combination
of tangible and intangible attributes
(benefits, features, functions, uses)
that a seller offers a buyer for
purchase.
A product is  anything  that  can  be 
offered  to  a  market  for  attention, 
acquisition, use or consumption that 
might satisfy a want or a need.
Philip Kotler
COMPONENT OF A PRODUCT:
1.Brand name: a brand is defined as the name, term, 
symbol, logo, design or a combination of them, which 
gives the product and services certain identity. 
2.Core product: it is the actual benefit the consumer is 
seeking from the purchase.
3.Packaging: it is the pack of the product.  
COMPONENTS OF PRODUCT MIX:
Retailers carry a mixture of products to satisfy 
various customers. The product mix includes 
four common elements: 
1.Length
2.Breadth
3.Depth
4.Consistency
PRODUCT CLASSIFICATION:
It help marketers focus their efforts using 
consumers' buying behavior. 
Consumer products are often classified as:
1.Convenience goods
2.Shopping goods
3.Specialty products
4.Unsought goods.
SERVICE:
Intangible  products  such  as 
accounting,  banking,  cleaning, 
consultancy,  education,  insurance, 
expertise,  medical  treatment,  or 
transportation. 
Sometimes services are  difficult  to 
identify  because  they  are  closely 
associated  with  a  good;  such  as  the 
combination  of  a  diagnosis  with  the 
administration of a medicine..
A service is  an  act  of  performance 
that  one  party  can  offer  to  another 
that is essentially intangible and does 
not  result  in  the  ownership  of 
anything. Its production may or may 
not be tied to a physical product.
Philip Kotler
In sales, commerce and economics, a 
customer  is  the  recipient  of  a  good, 
service, product or an idea - obtained 
from a seller, vendor, or supplier via a 
financial  transaction  or  exchange  for 
money  or  some  other  valuable 
consideration. In  other  words   
customer  is  one  who  purchases  a 
commodity or service through cash or 
used a credit card.
Customer satisfaction  as  a  'person's 
feeling of pleasure or disappointment 
which  resulted  from  comparing  a 
product's  perceived  performance  or 
outcome against his/her expectations'.
Philip Kotler
CUSTOMER VS CONSUMER:
1.Customer is someone who buys goods or 
services from a store or business. 
2.Consumer is someone who consume 
goods or services.
TYPES OF CUSTOMERS:
Here are five sales-oriented types of customers.
1.Potential customer
2.New customer
3.Impulsive Customer
4.Discount customer
5.Loyal customer
COMPONENTS OF CRM:
Customer Relationship Management
1.Sales Force Automation
2.Human Resource Management
3.Lead Management
4.Customer Service
5.Marketing
6.Workflow Automation
7.Business Reporting
8.Analytics
DISTRIBUTION CHANNEL:
The  process  of  making  a  product  or 
service available for the consumer or 
business user who needs it. This can 
be  done  directly  by  the  producer  or 
service  provider,  or  using  indirect 
channels  with distributors or 
intermediaries.
“A  channel  of distribution is  a  set  of 
independent organizations involved in 
the  process  of  making  a  product  or 
service  available  for  use  or 
consumption  by  the  consumer  or 
business user. 
Philip Kotler
SEGMENTATION:
It is a technique used to identify and
satisfy the needs of specific groups of
customers with similar requirements
within a market. Segmentation is an
alternative to offering a “one size fits
all” product to all markets.
PRODUCT SEGMENTATION:
It is a flexible way of grouping products.
In a similar fashion to a target group,
a product segment contains all products
that possess a particular combination
of product attributes.
PRODUCT MANAGEMENT:
It is an organizational lifecycle function
within a company dealing with the
planning, forecasting, and production, or
marketing of a product or products at all
stages of the product lifecycle. It provides
provides product information for companies
and their extended supply chain enterprise.
PRODUCT MANAGEMENT
TOOLS:
1.Product strategy and road mapping.
2.Analytics.
3.Customer feedback.
4.Design and wire framing.
5.User experience testing.
6.User onboarding.
7.Collaboration and productivity.
8.Project and task management.
PRODUCT MANAGEMENT PROCESS:
PMP is the end-to-end process of developing
and marketing products throughout their
lifecycle from concept to retirement.
PRODUCT DEVELOPMENT PROCESS:
PDP is the process of taking a product from
concept to production.
PRODUCT MARKETING PROCESS:
PMP are the customer facing aspects of
selling a product.
PRODUCT MARKET:
It refer to markets in which all kinds of
goods and services are made and traded,
for example the market for airline
travel; smart-phones, new cars;
pharmaceutical products and
the markets for financial services such
as banking, mortgages and pensions.
PRODUCT MANAGER:
A Product Manager is responsible for managing
a set of products or product lines over the life of
the product from ideation through development,
launch sale, and finally discontinuance. They
interface between the market and the product
team during development representing the voice
of the customer.
PRODUCT MANAGER SKILLS:
1.Know how to run good meetings.
2.Understand code.
3.Know how to sell (to engineers)
4.Be able to support others.
5.Have a solid understanding of ‘street statistics’
6.Take time to talk to customers.
7.Have a way with words.
8.Manage your time.
PRODUCT ROADMAP:
It is a powerful tool to describe how a product is
likely to grow, to align the stakeholders, and to
acquire a budget for developing the product. But
creating an effective roadmap is not easy,
particularly in an agile context where changes
occur frequently and unexpectedly.
QUIZ # 2 (27.02.2019)
What is the role of a product manager in
an organization?
 APPRECIATE QUESTIONS

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Lecture # 3

Editor's Notes

  1. Material pertinent to this illustration is found on pages 595-596.
  2. Material pertinent to this illustration is found on pages 595-596.
  3. Material pertinent to this illustration is found on pages 595-596.
  4. Material pertinent to this illustration is found on pages 595-596.
  5. Material pertinent to this illustration is found on pages 595-596.
  6. Material pertinent to this illustration is found on pages 595-596.
  7. Material pertinent to this illustration is found on pages 595-596.
  8. Material pertinent to this illustration is found on pages 595-596.
  9. Material pertinent to this illustration is found on pages 595-596.
  10. Material pertinent to this illustration is found on pages 595-596.
  11. Material pertinent to this illustration is found on pages 595-596.
  12. Material pertinent to this illustration is found on pages 595-596.
  13. Material pertinent to this illustration is found on pages 595-596.
  14. Material pertinent to this illustration is found on pages 595-596.
  15. Material pertinent to this illustration is found on pages 595-596.
  16. Material pertinent to this illustration is found on pages 595-596.
  17. Material pertinent to this illustration is found on pages 595-596.
  18. Material pertinent to this illustration is found on pages 595-596.
  19. Material pertinent to this illustration is found on pages 595-596.
  20. Material pertinent to this illustration is found on pages 595-596.
  21. Material pertinent to this illustration is found on pages 595-596.
  22. Material pertinent to this illustration is found on pages 595-596.
  23. Material pertinent to this illustration is found on pages 595-596.
  24. Material pertinent to this illustration is found on pages 595-596.
  25. Material pertinent to this illustration is found on pages 595-596.
  26. Material pertinent to this illustration is found on pages 595-596.
  27. Material pertinent to this illustration is found on pages 595-596.
  28. Material pertinent to this illustration is found on pages 595-596.
  29. Material pertinent to this illustration is found on pages 595-596.
  30. Material pertinent to this illustration is found on pages 595-596.
  31. Material pertinent to this illustration is found on pages 595-596.
  32. Material pertinent to this illustration is found on pages 595-596.
  33. Material pertinent to this illustration is found on pages 595-596.
  34. Material pertinent to this illustration is found on pages 595-596.
  35. Material pertinent to this illustration is found on pages 595-596.
  36. Material pertinent to this illustration is found on pages 595-596.
  37. Material pertinent to this illustration is found on pages 595-596.
  38. Material pertinent to this illustration is found on pages 595-596.
  39. Material pertinent to this illustration is found on pages 595-596.
  40. Material pertinent to this illustration is found on pages 595-596.
  41. Material pertinent to this illustration is found on pages 595-596.
  42. Material pertinent to this illustration is found on pages 595-596.
  43. Organizational culture is a system of meaning that members share and that distinguishes the organization from others. The dominant culture expresses the core values shared by a majority of the organization’s members. However, subcultures exist in any organization. Developing along departmental or geographical lines to reflect common problems, situations, or experiences faced by members, subcultures include core values of the dominant culture plus additional values unique to members of the department. If organizations had no dominant culture and were composed, instead, of numerous subcultures, the value of organizational culture as an independent variable would be significantly lessened because there would be no uniform interpretation of what represented appropriate and inappropriate behavior. It is the “shared meaning” aspect of culture that makes it such a potent device for guiding and shaping behavior.
  44. Organizational culture is a system of meaning that members share and that distinguishes the organization from others. The dominant culture expresses the core values shared by a majority of the organization’s members. However, subcultures exist in any organization. Developing along departmental or geographical lines to reflect common problems, situations, or experiences faced by members, subcultures include core values of the dominant culture plus additional values unique to members of the department. If organizations had no dominant culture and were composed, instead, of numerous subcultures, the value of organizational culture as an independent variable would be significantly lessened because there would be no uniform interpretation of what represented appropriate and inappropriate behavior. It is the “shared meaning” aspect of culture that makes it such a potent device for guiding and shaping behavior.