Product management involves planning, marketing, and forecasting products throughout their lifecycle. Product managers handle many activities from identifying opportunities to developing, launching, and supporting products. They work to maximize sales, market share, and profits. Good product managers understand company goals and capabilities, listen to customers while probing underlying needs, conduct research to validate demand, understand competition, define clear requirements, and focus on enabling the sales force and serving customers.
The document discusses the key role and responsibilities of a product manager. It begins by explaining that the product manager is responsible for defining the right product at the right time by understanding customer needs and the capabilities of the engineering team. The product manager is also responsible for developing the product strategy and roadmap. While the product manager leads the product team, they do not directly manage people. The document outlines other responsibilities like identifying opportunities, representing the product internally including to executives and sales/marketing, and managing the product requirements.
A product manager is responsible for investigating, selecting, and driving the development of products for an organization. They consider factors like the target demographic, competition, and how the product fits the business model. A product manager manages one or more tangible products or intangible products like music or services. Their role is to launch new products and get feedback from clients to help with manufacturing schedules.
The document discusses key roles in product development including product manager, UX designer, project manager, and engineering. It emphasizes the importance of the product manager's role in defining the product to be built through documents like the MRD and PRD. UX design is also highlighted as critical to ensuring the product is usable and valuable. Collaboration between these roles is important, as is testing prototypes with users and iterating based on feedback.
A-Well defined raw material specifications of product and its components, a k...IJERA Editor
New product design and development indeed needs long termvision for better product life and hence to have
better product features the design team has to take into consideration various techno-commercial aspects
todesign and develop most adequate new product. Normally in case of new product design all related activities
are initiated by the team of technicians under the directive jointly given by top and marketing management of
the concerned organization. Due to global competition in the market the product requirements are needed to be
carefully identified so as to make the product more user friendly to the customers. Considering this it is quite
obvious that top priority is for product performance considerations at the same time they have to establish the
product cost to make it more competent in the market. Due to these constraints recently the design and
development function has no more remained the responsibility technocrats but it has become techno-commercial
activity. One should treat this as design and development joint activity to be performed by the dedicated team of
techno-commercial people who are well equipped with sound technical knowledge so as to design the best
possible product. Due to this reason the primary design activity is seen to be interfacing with various
departments such as Marketing, Materials, Tool room ,Manufacturing, Vendor development and many other
related departments and valuable in puts from them are badly needed at the initial phase of product design and
development. This helps in identifying the product needs at various manufacturing stages well in advance. This
ultimately helps the design department to deliver the most adequate product with no operational problems and
product is ready to satisfy customer’s needs which ultimately leads to growth of organization through smooth
product life cycle management.
New Product Development Tools and Techniques SurveyDayu Tony Jin
This is the questionnaire that I developed for one of my market research research project. Various techniques have been incorporated to improve response rate. For details, please visit: http://servicesresearch.blogspot.sg/2010/10/research-methogology-course-summary-2.html
New_Product_Development_Process, A_seminar_by_Mohan_Kumar_GMohan Kumar G
This document outlines the stages of new product development from idea generation through commercialization. It discusses 8 key stages: 1) Idea generation, 2) Idea screening, 3) Concept development and testing, 4) Marketing strategy development, 5) Business analysis, 6) Product development, 7) Market testing, and 8) Commercialization. For each stage, the document provides details on processes, techniques, and considerations for moving a new product from concept to market. The overall goal is to minimize risk and maximize success by following a structured new product development process.
The document discusses the key role and responsibilities of a product manager. It begins by explaining that the product manager is responsible for defining the right product at the right time by understanding customer needs and the capabilities of the engineering team. The product manager is also responsible for developing the product strategy and roadmap. While the product manager leads the product team, they do not directly manage people. The document outlines other responsibilities like identifying opportunities, representing the product internally including to executives and sales/marketing, and managing the product requirements.
A product manager is responsible for investigating, selecting, and driving the development of products for an organization. They consider factors like the target demographic, competition, and how the product fits the business model. A product manager manages one or more tangible products or intangible products like music or services. Their role is to launch new products and get feedback from clients to help with manufacturing schedules.
The document discusses key roles in product development including product manager, UX designer, project manager, and engineering. It emphasizes the importance of the product manager's role in defining the product to be built through documents like the MRD and PRD. UX design is also highlighted as critical to ensuring the product is usable and valuable. Collaboration between these roles is important, as is testing prototypes with users and iterating based on feedback.
A-Well defined raw material specifications of product and its components, a k...IJERA Editor
New product design and development indeed needs long termvision for better product life and hence to have
better product features the design team has to take into consideration various techno-commercial aspects
todesign and develop most adequate new product. Normally in case of new product design all related activities
are initiated by the team of technicians under the directive jointly given by top and marketing management of
the concerned organization. Due to global competition in the market the product requirements are needed to be
carefully identified so as to make the product more user friendly to the customers. Considering this it is quite
obvious that top priority is for product performance considerations at the same time they have to establish the
product cost to make it more competent in the market. Due to these constraints recently the design and
development function has no more remained the responsibility technocrats but it has become techno-commercial
activity. One should treat this as design and development joint activity to be performed by the dedicated team of
techno-commercial people who are well equipped with sound technical knowledge so as to design the best
possible product. Due to this reason the primary design activity is seen to be interfacing with various
departments such as Marketing, Materials, Tool room ,Manufacturing, Vendor development and many other
related departments and valuable in puts from them are badly needed at the initial phase of product design and
development. This helps in identifying the product needs at various manufacturing stages well in advance. This
ultimately helps the design department to deliver the most adequate product with no operational problems and
product is ready to satisfy customer’s needs which ultimately leads to growth of organization through smooth
product life cycle management.
New Product Development Tools and Techniques SurveyDayu Tony Jin
This is the questionnaire that I developed for one of my market research research project. Various techniques have been incorporated to improve response rate. For details, please visit: http://servicesresearch.blogspot.sg/2010/10/research-methogology-course-summary-2.html
New_Product_Development_Process, A_seminar_by_Mohan_Kumar_GMohan Kumar G
This document outlines the stages of new product development from idea generation through commercialization. It discusses 8 key stages: 1) Idea generation, 2) Idea screening, 3) Concept development and testing, 4) Marketing strategy development, 5) Business analysis, 6) Product development, 7) Market testing, and 8) Commercialization. For each stage, the document provides details on processes, techniques, and considerations for moving a new product from concept to market. The overall goal is to minimize risk and maximize success by following a structured new product development process.
This document outlines the new product development process. It begins with idea generation, which can come from internal or external sources. Ideas are then screened to eliminate poor concepts. Market research is conducted to understand customer needs and the size of the potential market. Concept testing evaluates consumer response to product ideas. Prototypes are developed and tested. Test marketing launches products on a small scale before full product launch. The goal is to bring new products and services to market through a rigorous process that identifies viable concepts and tests consumer demand.
The document outlines the key steps in new product development: idea generation, product screening, concept testing, business and financial analysis, product development, test marketing, and commercialization. It then discusses three key factors for effective product development according to research: 1) having a high-quality new product process with early customer input and go/kill decision points, 2) clear communication of a new product strategy and goals, and 3) allocating adequate resources like people, time and funding for new products.
New Product Development was a 3-day public workshop for managers offered for many years through what is now UW-Madison’s Center for Professional and Executive Development (CPED). Since CPED has modified its mission to focus on leadership and management training, this and other marketing classes have been discontinued. Therefore I am providing this for your individual education.
A version of this presentation with embedded hyperlinks to YouTube videos and other educational sites is available through my website, BrainSnacksCafe.com.
Enjoy!
The document provides a template for creating a Market Requirements Document. It includes sections for an executive summary, market opportunity analysis, market requirements, and prioritized list of requirements. The market requirements section provides examples of how to document user personas, potential requirements, use cases, specifications, and a prioritized requirements list. It aims to help understand customer needs and prioritize market-driven requirements to guide product development.
New Product Development Philosophy IB Work BetterStephen Tavares
This presentation outlines Philosophy IB's offerings in the New Product Development space including governance and process design and outsourced project management.
Taj pharmaceuticals ltd jobs in mumbai on naukri.com healthcare jobs medica...Shantanu Kumar Singh
Taj pharmaceuticals ltd Jobs in Mumbai on Naukri.com Healthcare Jobs Medical Jobs Chemical Jobs Sales Jobs Medical Representative Jobs Life Science Jobs Fmcg Biotech Jobs Api Jobs Pharmacy Jobs JobsAppointmentsvacancy Taj Pharmaceuticals Limited India are committed to our customers and employees and manufacturing of Pharmaceuticals Formulationsmedicinesingredients more importantly to the people who rely on our medicines. We plan to move forward with greater vigour and a clearer vision to put each and every individual at the heart of our commitment ;working for healthier India – health; JobsAppointmentsvacancy Pharmaceuticals Manufacturer exporter Supplier india formulations medicines injections insulin
The document describes the new product development process of Empite Solutions for their new product "YumTable", a mobile app and website for last minute restaurant bookings. The process involves opportunity identification, selection, concept generation, evaluation, development and launch. However, there are some drawbacks identified such as lack of marketing involvement, no product innovation charter, limited management involvement, and lack of market and feasibility analysis. Recommendations are made to improve the process through adopting a holistic marketing concept, better designing the new product process, and conducting internal audits.
The document discusses strategies for managing new product development. It outlines the typical stages in new product development, including idea generation, concept development and testing, marketing strategy development, product development, test marketing, and commercialization. It then describes three common new product development strategies used by companies: customer-centered development which focuses on solving customer problems; team-based development which uses cross-functional teams; and systematic development which creates an innovation-oriented culture. Finally, it discusses product life cycle strategies and how companies adapt their approach during the different stages of a product's maturity.
This document discusses the role and responsibilities of an industrial production manager. It describes industrial production managers as overseeing all aspects of manufacturing production, including allocating personnel and resources. They require knowledge of manufacturing processes as well as strong leadership, communication, and problem-solving skills. The document outlines the typical educational and experience requirements to become an industrial production manager, as well as average salary information.
The document discusses product design and development. It covers 6 categories of new products, the new product development dilemma, the new product planning system, design of the product, responsibility for design, stages of a design project, use of critical path analysis in design, reducing design costs, integrated management of new product development, and the 8 stages of new product development including idea generation, screening, concept development and testing, marketing strategy development, business analysis, product development, market testing, and commercialization.
This document outlines a phase-gate approach to product launches with 5 phases: (1) Business Case, (2) Solution Definition, (3) Solution Creation, (4) Market Feedback, and (5) Sales & Operations. Each phase has entrance and exit criteria as well as deliverables that must be approved by management in phase-gate reviews in order to progress to the next phase. The goal is to provide oversight and accountability for product launch efforts.
The document outlines the key steps in an effective product development process:
1. Idea generation through identifying customer needs and opportunities for improvement.
2. Product screening to evaluate ideas and select the most promising concepts.
3. Concept testing to get early customer feedback before full development.
4. Business and financial analysis of remaining concepts.
5. Product development and testing.
6. Test marketing before full commercial launch.
7. Commercialization through full production and implementation of marketing plans.
Three factors for success are having a quality new product process, a clear strategy, and adequate resources.
Efficient Indicators to Evaluate the Status of Software Development Effort Es...IJMIT JOURNAL
Development effort is an undeniable part of the project management which considerably influences the
success of project. Inaccurate and unreliable estimation of effort can easily lead to the failure of project.
Due to the special specifications, accurate estimation of effort in the software projects is a vital
management activity that must be carefully done to avoid from the unforeseen results. However numerous
effort estimation methods have been proposed in this field, the accuracy of estimates is not satisfying and
the attempts continue to improve the performance of estimation methods. Prior researches conducted in
this area have focused on numerical and quantitative approaches and there are a few research works that
investigate the root problems and issues behind the inaccurate effort estimation of software development
effort. In this paper, a framework is proposed to evaluate and investigate the situation of an organization in
terms of effort estimation. The proposed framework includes various indicators which cover the critical
issues in field of software development effort estimation. Since the capabilities and shortages of
organizations for effort estimation are not the same, the proposed indicators can lead to have a systematic
approach in which the strengths and weaknesses of organizations in field of effort estimation are
discovered
The document discusses the first three steps of new product development: idea generation, idea screening, and concept testing tools. It provides details on each step, including sources for generating ideas, characteristics of an effective idea generation process, criteria for screening ideas, and tools that can be used for screening. The key points are that idea generation aims to produce many ideas through creative thinking, idea screening evaluates and selects the most promising ideas to take further, and concept testing tools help translate needs into new product concepts.
This document contains 10 multiple choice questions about concepts from Kotler and Keller's Chapter 20 on introducing new market offerings, along with explanations of the concepts. The questions cover categories of new products, causes of new product failure, stages of new product development, the consumer adoption process, concepts in concept development, marketing strategy development, creativity techniques, time of adoption of innovations, and factors related to commercialization.
New product development (NPD) is the process of developing, testing, and evaluating new products to ensure company growth. It involves generating product ideas, screening concepts, developing and testing selected concepts, creating marketing strategies, analyzing business potential through projected costs and sales, beta testing products, and commercially launching new products. The goal is to introduce successful new products to consumers while avoiding the high failure rates common with new products.
Ranganatha Sasikumar has over 14 years of experience as a project manager leading diverse technology projects. He is seeking a senior leadership position managing products, engineering, and meeting targets. He has experience managing all phases of projects in areas such as IT, healthcare, energy, and consumer goods. He is proficient in project management tools and methodologies like Agile, SDLC, and using tools such as MS Project. He has experience setting up PMOs and developing processes for engineering departments.
Organization planning, design and developmentKishor Tayade
This document discusses organization planning techniques including organization analysis and design. It describes the principal components of an organization as management systems including the planning, control, communication, and evaluation systems. It also outlines the basic parts of an organization such as the operating core, strategic apex, middle line, technostructure, and support staff. Finally, it covers topics like production resources, planning, control, scheduling, and sequencing.
Stochastic Hybrid system model for collective transport in desert ant A.cocke...Ganesh P Kumar
This document summarizes research on modeling collective transport behavior in desert ants (Aphaenogaster cockerelli). Experiments were conducted observing ants transporting a load and their positions/load trajectory were tracked. A polynomial stochastic hybrid system (pSHS) model was developed with behavioral states of front, back, detached and transitions between them. The model's parameters were fitted to the experimental data and shown to match the averaged data and predict individual trials. Future work is proposed to further validate the model under different conditions and extend it to incorporate heterogeneity, state-dependent rates, and 2D transport.
Este documento habla sobre receptores de tirosina quinasa y su clasificación. Menciona que existen receptores de tirosina quinasa de clase I como el receptor de EGF y aquellos con secuencias ricas en cisteína. También incluye enlaces a un blog sobre medicina celular y molecular.
This document outlines the new product development process. It begins with idea generation, which can come from internal or external sources. Ideas are then screened to eliminate poor concepts. Market research is conducted to understand customer needs and the size of the potential market. Concept testing evaluates consumer response to product ideas. Prototypes are developed and tested. Test marketing launches products on a small scale before full product launch. The goal is to bring new products and services to market through a rigorous process that identifies viable concepts and tests consumer demand.
The document outlines the key steps in new product development: idea generation, product screening, concept testing, business and financial analysis, product development, test marketing, and commercialization. It then discusses three key factors for effective product development according to research: 1) having a high-quality new product process with early customer input and go/kill decision points, 2) clear communication of a new product strategy and goals, and 3) allocating adequate resources like people, time and funding for new products.
New Product Development was a 3-day public workshop for managers offered for many years through what is now UW-Madison’s Center for Professional and Executive Development (CPED). Since CPED has modified its mission to focus on leadership and management training, this and other marketing classes have been discontinued. Therefore I am providing this for your individual education.
A version of this presentation with embedded hyperlinks to YouTube videos and other educational sites is available through my website, BrainSnacksCafe.com.
Enjoy!
The document provides a template for creating a Market Requirements Document. It includes sections for an executive summary, market opportunity analysis, market requirements, and prioritized list of requirements. The market requirements section provides examples of how to document user personas, potential requirements, use cases, specifications, and a prioritized requirements list. It aims to help understand customer needs and prioritize market-driven requirements to guide product development.
New Product Development Philosophy IB Work BetterStephen Tavares
This presentation outlines Philosophy IB's offerings in the New Product Development space including governance and process design and outsourced project management.
Taj pharmaceuticals ltd jobs in mumbai on naukri.com healthcare jobs medica...Shantanu Kumar Singh
Taj pharmaceuticals ltd Jobs in Mumbai on Naukri.com Healthcare Jobs Medical Jobs Chemical Jobs Sales Jobs Medical Representative Jobs Life Science Jobs Fmcg Biotech Jobs Api Jobs Pharmacy Jobs JobsAppointmentsvacancy Taj Pharmaceuticals Limited India are committed to our customers and employees and manufacturing of Pharmaceuticals Formulationsmedicinesingredients more importantly to the people who rely on our medicines. We plan to move forward with greater vigour and a clearer vision to put each and every individual at the heart of our commitment ;working for healthier India – health; JobsAppointmentsvacancy Pharmaceuticals Manufacturer exporter Supplier india formulations medicines injections insulin
The document describes the new product development process of Empite Solutions for their new product "YumTable", a mobile app and website for last minute restaurant bookings. The process involves opportunity identification, selection, concept generation, evaluation, development and launch. However, there are some drawbacks identified such as lack of marketing involvement, no product innovation charter, limited management involvement, and lack of market and feasibility analysis. Recommendations are made to improve the process through adopting a holistic marketing concept, better designing the new product process, and conducting internal audits.
The document discusses strategies for managing new product development. It outlines the typical stages in new product development, including idea generation, concept development and testing, marketing strategy development, product development, test marketing, and commercialization. It then describes three common new product development strategies used by companies: customer-centered development which focuses on solving customer problems; team-based development which uses cross-functional teams; and systematic development which creates an innovation-oriented culture. Finally, it discusses product life cycle strategies and how companies adapt their approach during the different stages of a product's maturity.
This document discusses the role and responsibilities of an industrial production manager. It describes industrial production managers as overseeing all aspects of manufacturing production, including allocating personnel and resources. They require knowledge of manufacturing processes as well as strong leadership, communication, and problem-solving skills. The document outlines the typical educational and experience requirements to become an industrial production manager, as well as average salary information.
The document discusses product design and development. It covers 6 categories of new products, the new product development dilemma, the new product planning system, design of the product, responsibility for design, stages of a design project, use of critical path analysis in design, reducing design costs, integrated management of new product development, and the 8 stages of new product development including idea generation, screening, concept development and testing, marketing strategy development, business analysis, product development, market testing, and commercialization.
This document outlines a phase-gate approach to product launches with 5 phases: (1) Business Case, (2) Solution Definition, (3) Solution Creation, (4) Market Feedback, and (5) Sales & Operations. Each phase has entrance and exit criteria as well as deliverables that must be approved by management in phase-gate reviews in order to progress to the next phase. The goal is to provide oversight and accountability for product launch efforts.
The document outlines the key steps in an effective product development process:
1. Idea generation through identifying customer needs and opportunities for improvement.
2. Product screening to evaluate ideas and select the most promising concepts.
3. Concept testing to get early customer feedback before full development.
4. Business and financial analysis of remaining concepts.
5. Product development and testing.
6. Test marketing before full commercial launch.
7. Commercialization through full production and implementation of marketing plans.
Three factors for success are having a quality new product process, a clear strategy, and adequate resources.
Efficient Indicators to Evaluate the Status of Software Development Effort Es...IJMIT JOURNAL
Development effort is an undeniable part of the project management which considerably influences the
success of project. Inaccurate and unreliable estimation of effort can easily lead to the failure of project.
Due to the special specifications, accurate estimation of effort in the software projects is a vital
management activity that must be carefully done to avoid from the unforeseen results. However numerous
effort estimation methods have been proposed in this field, the accuracy of estimates is not satisfying and
the attempts continue to improve the performance of estimation methods. Prior researches conducted in
this area have focused on numerical and quantitative approaches and there are a few research works that
investigate the root problems and issues behind the inaccurate effort estimation of software development
effort. In this paper, a framework is proposed to evaluate and investigate the situation of an organization in
terms of effort estimation. The proposed framework includes various indicators which cover the critical
issues in field of software development effort estimation. Since the capabilities and shortages of
organizations for effort estimation are not the same, the proposed indicators can lead to have a systematic
approach in which the strengths and weaknesses of organizations in field of effort estimation are
discovered
The document discusses the first three steps of new product development: idea generation, idea screening, and concept testing tools. It provides details on each step, including sources for generating ideas, characteristics of an effective idea generation process, criteria for screening ideas, and tools that can be used for screening. The key points are that idea generation aims to produce many ideas through creative thinking, idea screening evaluates and selects the most promising ideas to take further, and concept testing tools help translate needs into new product concepts.
This document contains 10 multiple choice questions about concepts from Kotler and Keller's Chapter 20 on introducing new market offerings, along with explanations of the concepts. The questions cover categories of new products, causes of new product failure, stages of new product development, the consumer adoption process, concepts in concept development, marketing strategy development, creativity techniques, time of adoption of innovations, and factors related to commercialization.
New product development (NPD) is the process of developing, testing, and evaluating new products to ensure company growth. It involves generating product ideas, screening concepts, developing and testing selected concepts, creating marketing strategies, analyzing business potential through projected costs and sales, beta testing products, and commercially launching new products. The goal is to introduce successful new products to consumers while avoiding the high failure rates common with new products.
Ranganatha Sasikumar has over 14 years of experience as a project manager leading diverse technology projects. He is seeking a senior leadership position managing products, engineering, and meeting targets. He has experience managing all phases of projects in areas such as IT, healthcare, energy, and consumer goods. He is proficient in project management tools and methodologies like Agile, SDLC, and using tools such as MS Project. He has experience setting up PMOs and developing processes for engineering departments.
Organization planning, design and developmentKishor Tayade
This document discusses organization planning techniques including organization analysis and design. It describes the principal components of an organization as management systems including the planning, control, communication, and evaluation systems. It also outlines the basic parts of an organization such as the operating core, strategic apex, middle line, technostructure, and support staff. Finally, it covers topics like production resources, planning, control, scheduling, and sequencing.
Stochastic Hybrid system model for collective transport in desert ant A.cocke...Ganesh P Kumar
This document summarizes research on modeling collective transport behavior in desert ants (Aphaenogaster cockerelli). Experiments were conducted observing ants transporting a load and their positions/load trajectory were tracked. A polynomial stochastic hybrid system (pSHS) model was developed with behavioral states of front, back, detached and transitions between them. The model's parameters were fitted to the experimental data and shown to match the averaged data and predict individual trials. Future work is proposed to further validate the model under different conditions and extend it to incorporate heterogeneity, state-dependent rates, and 2D transport.
Este documento habla sobre receptores de tirosina quinasa y su clasificación. Menciona que existen receptores de tirosina quinasa de clase I como el receptor de EGF y aquellos con secuencias ricas en cisteína. También incluye enlaces a un blog sobre medicina celular y molecular.
1) The document discusses the definition of services and some of the key constraints faced in the services industry, such as time, labor, equipment, and facilities.
2) It then covers strategies for shifting demand to match capacity, such as changing service offerings, modifying timing and locations, and using differential pricing. Another approach is shifting capacity to meet demand by stretching existing capacities like time, labor, facilities, and equipment.
3) The final sections outline important functions of a service product manager, including idea generation, product creation, sales support, demand/supply planning, and knowledge management. It concludes by noting that service demand management can help track requirements and purchasing operations.
Asem Khan presented on special issues in product management. Product management is an integral part of marketing and includes activities like product planning, development, branding and management. A product can be an object, service or idea that satisfies customer needs. Product management considers issues like product lines, life cycles, segmentation strategies, new product development and product launches while taking into account customer demand, competition, market testing and habits. The presentation covered topics such as test markets, gathering market testing information and determining appropriate actions. It also discussed an issues management process involving identifying, analyzing, formulating responses to, implementing, evaluating and controlling issues.
Collective Transport in Autonomous Multirobot systemsGanesh P Kumar
This document summarizes research on collective transport in autonomous multi-robot systems. It presents:
1) A model of collective transport behavior in desert ants using a stochastic hybrid system approach.
2) A stochastic controller for multi-robot boundary coverage that allocates robots around boundaries in a robust manner.
3) Analysis of the statistical properties of multi-robot configurations around single boundaries, including computing the probability of saturated configurations and position/distance distributions.
Future work involves implementing algorithms on real robots for collective transport tasks and adding visual servoing capabilities.
The document discusses services and service management. It defines services as non-material equivalents of goods that maintain and improve well-being. A service is an intangible act that does not result in ownership. Services rely on time, labor, equipment, and facilities. To manage services, organizations can change their offerings, communicate with customers, modify delivery times and locations, differentiate on price, stretch existing capacities, and use differential pricing approaches. Service demand management helps control requirements and purchasing through systems that address spending factors and purchase orders.
This document presents statistical analysis of stochastic multi-robot boundary coverage. It begins by introducing the problem of stochastic boundary coverage using multiple robots and defines key terms. It then provides the problem statement of analyzing saturation probability and distributions when robots attach randomly to a closed boundary. The document proceeds to solve this problem analytically for point robots and extends the solution to finite-sized robots. It compares the analytical solutions to results from Monte Carlo simulations to validate the statistical analysis.
1) The customer's account balance is $38.34 due by March 18, 2013.
2) Charter is changing the channel location of OWN and OWN HD and store hours are now Monday through Saturday from 9am to 6pm.
3) Consistent with federal law, franchise fees have changed this month and are adjusted annually to match amounts remitted to the community.
Este documento trata sobre varios temas de álgebra incluyendo potenciación, ecuaciones de segundo grado, valor absoluto, división de polinomios, teorema del resto, raíces de polinomios, determinantes, inecuaciones de grado superior, sistemas de inecuaciones lineales, logaritmos y funciones reales como funciones cúbicas y de valor absoluto.
This document discusses earthworms and is authored by Francisco Loayza Lozano. It provides contact information for the author including an email and blog website. The document contains sections numbered 1 through 27 that likely contain details about earthworms such as their anatomy, behavior, habitat, and importance, though the content of these sections is not shown.
Global marketing management involves planning strategies for entering foreign markets. There are four main market entry strategies: exporting, contractual agreements like licensing and franchising, strategic alliances, and direct foreign investment. The optimal strategy depends on factors like market size, competition, regulations, and a company's objectives and resources. Planning is required to systematically analyze countries, adapt marketing mix tactics to local conditions, and implement and control the marketing plan. Organizational structures must also be considered to effectively manage global competition.
This document outlines the export import procedure and documentation process. It begins with definitions of export, import, and exporter and importer. It then describes the key steps which include registering as an importer/exporter, obtaining an IEC code, taking membership in export councils, opening bank accounts, obtaining export orders, preparing invoices and packing lists, sending goods to port and collecting shipping documents, submitting documents to the bank, and receiving payment. The process involves various documents like invoices, packing lists, bills of lading, SDF forms, and obtaining necessary licenses and codes.
Good Product Manager Bad Product Manager KvDaksh Sharma
A good product manager acts as the CEO of the product by clearly defining requirements in writing, focusing on customer and sales needs, and having clear goals and advantages. They balance all important factors like company goals and customer demand. In contrast, a bad product manager misses important details, lacks clear communication, and fails to prioritize relationships with customers and sales.
The document outlines the responsibilities of a Product Manager position. A Product Manager oversees all aspects of a product or line of products to achieve sales goals and maximize profitability. They are responsible for understanding customer needs and the competitive landscape. Key responsibilities include developing marketing strategies and annual plans, executing plans on time, evaluating results, and training subordinates. Successful Product Managers demonstrate leadership, self-motivation, organization, innovation, and strong communication skills.
Good product managers take full responsibility for the success of their product. They have a strong understanding of the market, product, competition and company context. Bad product managers make excuses for failures and get distracted by organizational issues rather than focusing on revenue, customers and product execution. Good product managers clearly define responsibilities, communicate priorities in writing, and are disciplined in their work.
Good product managers take full responsibility for the success of their product. They have a strong understanding of the market, product, competition and company context. Bad product managers make excuses for failures and get distracted by organizational issues rather than focusing on revenue, customers and product execution. Good product managers clearly define responsibilities, communicate priorities in writing, and are disciplined in their work.
Product Managers have to be great salesmen. Orangescrum is trusted by product managers to plan their product roadmap, groom the backlogs, run feature sprints and ship quality products.
Where to Place the Product Manager within an OrganizationAlora Chistiakoff
This document discusses where to place the role of Product Manager within an organization's structure. It analyzes placing the role in Marketing, R&D, and Professional Services. Marketing provides market analysis but can be externally focused. R&D understands technical strengths but can be internally focused. Professional Services understands customer implementations but can be too tactical. The document recommends initially placing Product Management under Marketing to address market perception issues, then cultivating influence from R&D and Professional Services without being dominated by them. The goal is differentiating the product while understanding customer needs and technical capabilities.
Product management involves overseeing the development of a product from conception to launch. A product manager is responsible for developing a product strategy based on customer research, coordinating product development across teams, and analyzing data to improve the product. The goal is to deliver value to customers and the business by building products customers want to buy.
1) The document discusses lessons learned from the author's experience working with multiple product management teams over 15 years.
2) Some things that worked well included truly understanding the product, customers, market, prioritizing feedback, and seeing the bigger picture.
3) Some pitfalls to avoid are not understanding the underlying technology, usability, performance issues, and getting swayed by hype without due research. Staying disciplined with agile processes and change management is important.
The document discusses the importance of an effective operating model for product organizations to successfully execute strategies. It identifies four key factors of an operating model: product mindset, organizational design, development model, and decision making structure. Product mindset focuses on understanding customer needs rather than requests. Organizational design calls for a product management team separate from engineering and sales. The development model addresses balancing in-house versus outsourced work. Decision making aims to minimize risk through lean methodology and experimentation.
Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting
A brief provocation about Product Management for startups. Understand the importance and the complexity of this fundamental role in your company.
Um breve provocação sobre Gerenciamento de Produtos para startups. Entenda a importância e a complexidade desta atividade fundamental para sua empresa.
Apresentação feita no RD Summit 2015 em Florianópolis, SC.
Product planning is the process of developing new product ideas, screening them, developing tangible products, and introducing new products to the market. It involves forming product policies and strategies as well as improving existing products and removing unprofitable ones. The key goals of product planning are to maximize profits, satisfy customers, and make best use of company resources. It is a complex process that requires coordination across different departments. The main steps in product planning are exploration of new product ideas, screening ideas, detailed business analysis, product development, test marketing, and commercialization.
The process of product discovery known as "continuous discovery" is used all the way through a product's lifecycle. It moves steadily in the direction of progress. Continuous discovery aids in process improvement based on customer input and requirements, allowing the product to provide greater value and advance through time. Continuous product features inspection can aid you in this situation by ensuring that you are offering a valuable solution that genuinely solves customers' needs.
What Is Product Management_ by Intercom Product Leader.pdfProduct School
Main takeaways:
- Role of ‘Product Manager’ varies a lot depending on multiple factors. It’s important to be aware of this variation, especially as an early-career PM to be able to make the right decisions.
- There are common elements to a product role. There are (soft) skills you can improve on which will help you throughout your PM career. The best way to improve these skills is to find learning opportunities to refine these skills.
- Product Management role is not-so-easy to fit in the dichotomy of good and bad, right or wrong. Product work is a multi-faceted decision-making process that doesn’t always have a clear winner.
- The first rule of learning Product Management is doing Product Management. It’s not a job with an easy learning process. People from diverse backgrounds can and are encouraged to get into Product Management.
This document provides an overview of product management strategies and tactics for implementing the product management function in media organizations. It defines key concepts like what a product and product manager are, describes the product lifecycle process and roles of the product manager at each stage. It emphasizes the importance of the product manager in understanding audience needs, defining and prioritizing features, and working cross-functionally with stakeholders like editorial, technology, PR and marketing teams. Effective communication and relationship building with these stakeholders through tools like interviews, workshops and collaboration platforms is critical to the product manager's success.
Product management targets the connection between a company's product development capabilities and the marketplace. It requires determining market needs and defining products to meet those needs and achieve corporate goals. This involves quantitative and qualitative research, justifying development costs, defining requirements, and coordinating launch activities. Product managers have cross-functional responsibilities including engaging with customers, analysts, engineering, and financial managers. They must have strong communication, planning, and entrepreneurial skills.
New products can fail or succeed for a variety of reasons. Products fail if there is no discernible benefit, the features do not match customer desires, the market size is overestimated, the positioning is incorrect, or the price is too high or too low. Success depends on factors like having a market orientation to understand customer needs, effective knowledge management, support from top management, suitable technology, and strategic new product development processes and teams. While design teams cannot control all factors, they can influence many through user research, advocacy, and effective communication.
Product managers, through their efforts, have great potential to make a lasting impact on companies and entire industries. Exceptional product managers are marked by a passion to make their products, engineering staffs, and sales persons the stars of their companies. They are content to be the enablers of accomplishment and the “backstops” of products, so to speak. A great product manager is like a terrific coach; they orchestrate people, resources, and strategies to make their teams successful first and always.
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The paper delves into the functionalities, benefits, and examples of each type of software, highlighting their unique contributions to effective marketing practices. It explores the importance of integration and automation in maximizing the impact of these tools, addressing challenges and strategies for seamless implementation across different marketing channels.
Furthermore, the paper examines emerging trends in marketing software, such as AI and machine learning applications, personalization strategies, predictive analytics, and the ethical considerations surrounding data privacy and consumer rights. Case studies illustrate real-world applications and success stories of businesses leveraging marketing software to achieve significant outcomes in their marketing campaigns.
In conclusion, this paper provides valuable insights into the evolving landscape of marketing technology, emphasizing the transformative potential of software solutions in driving innovation, efficiency, and competitive advantage in today's dynamic marketplace.
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Trend 2: Open Source AI
Overview of Open Source AI
Open-source AI involves freely available source code, encouraging developers to collaborate, use, adapt, and share AI technology. This openness fosters innovation and speeds up the development of practical AI solutions across various sectors, including healthcare, finance, and education.
Impact of Open Source AI
The collaborative nature of open-source AI promotes transparency and facilitates continuous improvement, leading to feature-rich, reliable, and modular solutions. These platforms enable the creation of applications such as real-time fraud detection, medical image analysis, personalized recommendations, and customized learning experiences.
Examples and Use Cases of Open Source AI
TensorFlow: An open-source machine learning framework by Google, widely used for building and deploying AI models.
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Product management
1. Product Management
Product Managements a function within a company that deals with the planning or
marketing or forecasting of a product or products through at all stages of the product
lifecycle.
Product management and product marketing are different yet complementary efforts with
the objective of maximizing sales revenues, market share, and profit margins. Product
Management has several roles which cover many activities from identification to
development, to launch and even support during its life cycle. The issues handled by the
product management team vary
Company goals & capabilities.
Good product managers understand (or seek guidance on) overall company goals and set
product strategy in that context. Good product managers also understand the capabilities
and limitations of their overall company. For example, a good product manager knows if
their company wants to maximize per deal revenues through a high-end direct sales force
to a few hundred customers OR if the company wants to maximize customers with an
easy-to-use product for hundreds of thousands of customers through a diverse reseller
channel. A good product manager also knows approximately how much and what kind
of marketing resources the company will spend on these products. Good product
managers don't always know the answer to these questions, but they know enough to ask
when they don't.
Customer demand
Good product managers listen to customers but they probe deeper into the underlying
problems to get at the compelling value proposition for the customer. If you had a noisy
car you might ask for a louder stereo, but you would probably be a lot happier with a
quieter car. A good product manager gets at that difference. Good product managers
also know what customers can & will pay for (sometimes that's slightly different than
what they want).
Good product managers do quantitative research.
Good product managers are certain that if they build a certain product, customers will
buy it. Good product managers understand that if they screw this up, they might as well
pack it in so they go the extra mile to make sure they get this right.
Competition
Good product managers understand the architectural and business capabilities of the
competition and know where the competitors can go easily and can't go at all. Good
2. product managers know they must be better or different or they're dead. Note "different"
can mean things other than product differences, like integration or distribution..
Know what you know and what you don't know.
A good product manager is acutely aware of what they know and why they know it, as
well as what they don't know. A good product manager understands the difference
between opinions, hunches, and objective facts. A good product manager knows that
their job is to fill in these gaps in knowledge, not to defend or obfuscate them. A good
product manager doesn't ruin their credibility by over-stating their knowledge. Note: Tim
Howe’s contributed the word “obfuscates," so don't blame marketing for that.
Think ahead and monitor your assumptions.
Note all these factors need to be considered both now and over the lifetime of the
product. That is usually 1 - 2 years from now.
Good product managers also know what their important assumptions are and they
monitor them from time to time to make sure they still hold. For example, if a server
product's success assumed dominant client market share, the product plan should be re-
evaluated as soon that assumption is threatened.
Good product managers will actively confirm their understanding with their managers
and others on their team.
Bad product managers miss the big picture or miss small but important
factors.
Bad product managers build a good product for a market their company isn't in. Bad
product managers build a product that's too complex for their company to sell. Bad
product managers build a product that will take too long to pay off. Bad product
managers ask customers leading questions and get biased answers. Bad product
managers go on their instinct and "confirm" it with two unusual customers. Bad product
managers react only to the moves of their competitors and forget to develop their own
product's identity, letting it be just a hodge podge of what the competition is not doing.
Bad product managers aren't savvy or confident enough to distinguish between interest
and commitment to buy. Bad product managers blindly listen to the loudest customers,
and define a product that addresses yesterday's needs of a handful of companies. Bad
product managers compare future products to today's competition, or cite advantages
customers don't care about. Bad product managers try to defend their lack of knowledge
rather than gain the knowledge. Bad product managers have blinders on and don't notice
when things change and notice only when their product fails.
Clear, written communication with product development
Good product managers clearly define product requirements -- in writing
3. One of the most important - if not the most important - job for a product manager is to
define clearly and in as much detail as is necessary what the product should do, how fast
it should be, etc. Good product managers don't forget to specify critical information.
Good product managers err on the side of clarity and are willing to explain the obvious to
make sure it's understood. Good product managers also specify the whole product,
including release criteria, platforms, etc., not only the new features. Good product
managers also sense and tackle hard issues - in writing - early in the development
process.
Note a good product definition does not come down from a product manager in an ivory
tower, but is based on research, information and a logical, transparent thought process
that the entire team buys into.
Good product managers know that engineers are scientists by nature and value data much
more than opinion. Also, engineering and other parts of PD (QA, Doc, etc.) should be
involved in that process.
Good product managers define a clear product vision and target that empowers
engineering to fill in the details that are difficult to specify or anticipate. As part of this,
good product managers also explain why engineering should build a particular product a
particular way. A good product manager will not ask for a two ton collection of certain
parts that will look a certain way and hope it comes out as a Porsche.
A good test of a product manager is for someone outside the product team to ask 5
different people in engineering, QA, and doc what their product is supposed to do and
why and get the same answer.
Good product managers are respected by their engineering teams. Engineering teams
involve good product managers in difficult decisions.
Good product managers gather information from engineering informally and verbally, but
good product managers give direction in writing to engineering.. Written communication
to engineering is superior because it is more consistent across an entire product team, it is
more lasting, it raises accountability.
Good product managers attend product team meetings regularly and make sure they're
around when engineering is making tradeoffs.
Good product managers think their Product Requirements Document
(PRD) is a big deal.
The PRD is the single most important document the product manager maintains and in most cases should
be the definitive source of direction from marketing to engineering (see Writing a Good PRD).
Good product managers keep PRDs up-to-date daily or weekly at a minimum. Good product managers
view the entire PRD process as a living ongoing process, because it is (engineering has new questions,
4. market conditions change, etc.). If anything changes in the PRD, a good product
manager communicates the change clearly to the entire product team.
Good product managers don't rest until they are sure that the product vision is consistent
across product management, engineering, QA, tech pubs, and support and is reflected in
the PRD. They don't rest, because they know that no great product ever emerged from a
broad set of conflicting visions.
Bad product managers cut corners on communication with engineering
or misunderstand their role.
Bad product managers specify the how not the what. They want light and ask for a
candle when their engineers could have built a light bulb. Bad product managers have a
bad feeling about an aspect of the product but leave it murky. Bad product managers
worry about specifying every feature in detail thinking they know more about how to
solve a problem or how the product should behave or be architected. Bad product
managers put off hard decisions until the end of the product cycle. Bad product managers
write a PRD and assume engineering understands it. Bad product managers don't have
time to update their PRD. Bad product managers update the PRD and don't tell anyone,
or don't tell enough people, or don't explain why. Bad PMs Change engineering priorities
based on the latest customer feedback or latest hot sales situation without going through
the defined process. Bad PMs ignore engineering requests or calls.
Clear goals and advantages
Good product managers have clear goals
Good product managers are absolutely committed to success. Good product managers
define success as achieving explicit goals. Goals that are important are written down.
Good product managers have written goals for their product and for their own personal
objectives.
Good product managers know the advantages of their product cold
Good product managers know how their product will be better / different than the
competition. This comprises a key part of the overall product vision from day one and is
reflected in most things the product manager does. Good product managers have these
advantages written down and are consistent.
Bad product managers
Bad product managers have mushy goals and mushy product advantages. Bad product
managers hesitate when asked for the advantages of their product. Bad product managers
have inconsistent product positioning and advantages change from time to time.
5. Focus on the sales force and customers
Good product managers are loved by the sales force
A good product manager will be known personally or by reputation by at least half the
sales force. Good product managers know that salespeople have a choice of products to
sell and, at a higher level, companies to work for, and selling a particular product
manager's product is optional. Good product managers know that if the sales force
doesn't like their product, they will fail. Good product managers know that to win over
the sales force they have to be some combination of:
Focused on making them money
Good product managers focus on and understand that salespeople are under a lot of
pressure to make their quota, this quarter, and that's about it. Good product managers
understand most salespeople care about things in that context and not much else, so they
put things in that context without making the salesperson make a lot of intellectual leaps.
"Bell Atlantic paid $3m for directory because of abs feature" not "abs allows referential
integrity to be maintained across entries."
Knowledgeable of what actually happens in the field
Nothing turns off a salesperson more than a product manager who rambles on about their
product features and seems to have no idea of the salesperson's actual situation. Good
product managers know if the salesperson understands what the product does or not (and
if not they start with easy to understand basics), if customers do (if not they explain more
why a customer would care than what the product does), etc. Good product managers
speak from experience. "When I helped Bob close this deal..."
Good product managers know and understand customers
Good product managers know a handful of current and potential customers personally.
Good product managers understand the exact dynamics of real customer situations. Good
product managers leverage this knowledge with engineering, other customers, the sales
force, press and analysts, etc.
Bad PMs don't have time for the sales force or customers
Bad product managers focus on their product and competitors and aren't sure what's
going on in the field. Bad product managers delegate working with sales. Salespeople
have either never heard of or dislike bad product managers. Bad product managers are
boring presenters. Bad product managers talk about how future products will be great,
but the current products are weak. Bad product managers don't care about individual
customers.
6. Key skills
Marketing & communication
Product management requires an understanding of and proficiency in though not deep
expertise of a wide array of marketing functions. For example, good product managers
should be able to work effectively with PR and press and analysts, understand how to
execute a product launch, develop collateral, staff a tradeshow, train the salesforce, etc.
(See Working with Press and Analysts.)
A core rule of good marketing is to have clearly articulated advantages that are consistent
across materials (ideally from the PRD to customers to sales, etc.). Related to this is the
importance of creating lever gable collateral, FAQs, presentations, white papers. In
particular, a product manager should make sure a core set of updated collateral exists
(annotated presentation, written positioning, primary silver bullets). If your primary
competitor is abs and the most recent competitive positioning on abs is nine months old
and refers to the last release of their product, this is indicative of a bad product manager.
Also, good product managers take competition into account in developing their messages,
but are not a slave to what the competition does.
Time management and sense of what's important
Good product managers focus their time in two areas: 1) tasks that are critical to their
product success (e.g., export approval, mandatory licensing arrangements); 2) tasks that
have a high impact on their business (closing big deals, updating their PRD, etc.). Good
product managers also leverage their time by completing FAQs, having a standard
annotated presentation, doing good training, etc.
Bad product managers put out fires all day. Bad product managers complain that they
spend all day answering questions for the sales force and are swamped yet don't create
FAQs or other lever gable collateral.