The survey of 259 product managers in Sweden yielded three main conclusions:
1. Product management is becoming more strategic and market-oriented, with an increased focus on sales and marketing over the last three years.
2. The organization of product management, such as whether it reports to development or marketing, has a significant impact on how the role has changed within companies.
3. Overall, product management is growing in importance and size within most companies, with 61% of respondents saying it has increased over the last three years, though some differences were seen depending on reporting structure.
David Snook is a bi-lingual marketing management professional with over 25 years of experience in consumer electronics and consumer goods. He has a proven track record of leading teams, developing marketing plans, and growing revenue. He has extensive experience in product management, marketing, forecasting, and optimizing supply and demand. Recommendations praise his leadership, communication skills, passion for delivering quality products, and ability to manage business across borders.
Customer Process Management allows companies to tackle major marketing challenges and increase competitiveness. It involves understanding the customer voice, reducing waste, building advantages, aligning channels, and defining roles. Customer Process Management projects focus on marketing and surrounding organizations to create a customer-centric structure with clear roles, responsibilities, and processes. Processes are key to translating objectives into results. Customer experience is the current competitive battleground.
The document discusses marketing performance management (MPM) and how it can help companies by linking marketing processes, metrics, and technology to business objectives to gain insights and prove marketing's value. MPM is impacted by an organization's processes, people, and technology, and issues often arise if metrics are not well-designed, indicators do not reflect objectives, data is outdated, or collection and delivery of insights is too manual. The House of Marketing offers a 4-step approach and methodology to implement MPM and tackle common issues.
This article discusses common errors founders make when pitching startups or businesses to investors. It identifies 5 key errors: presenting invalid competitive advantages, lacking an unfair advantage over competitors, failing to demonstrate customers want the product/service, having an incorrect positioning against competition, and not having a significant route to reach customers. The article urges founders to focus on having a truly unfair advantage that cannot be easily copied, such as insider industry expertise. It argues anything of value will be copied, so the business plan must assume competitors will emerge. Overall, the article provides lessons for founders on how to develop strong pitches that will appeal to investors.
Dynamics Day 2012: Enterprise Projects - Setting up for SuccessIntergen
The document discusses setting up enterprise projects for success. It outlines Intergen's approach to implementing enterprise solutions like Microsoft Dynamics AX 2012, focusing on business processes, requirements gathering, customization needs, and change management. The presentation then shares the customer perspective from ASSA ABLOY New Zealand's ERP implementation project, covering their challenges with stakeholder buy-in, testing, governance, and data conversion. Key takeaways stress the importance of planning, selecting experienced team members, allowing contingency, and ensuring management owns the organizational change.
David Turner Francis is a senior consultant with over 20 years of experience in product lifecycle management (PLM), business development, project management, and technology implementation. He has expertise in PLM systems from SAP, Dassault, and others. He provides strategic consulting services to help clients implement PLM solutions and improve product development processes.
David Snook is a bi-lingual marketing management professional with over 25 years of experience in consumer electronics and consumer goods. He has a proven track record of leading teams, developing marketing plans, and growing revenue. He has extensive experience in product management, marketing, forecasting, and optimizing supply and demand. Recommendations praise his leadership, communication skills, passion for delivering quality products, and ability to manage business across borders.
Customer Process Management allows companies to tackle major marketing challenges and increase competitiveness. It involves understanding the customer voice, reducing waste, building advantages, aligning channels, and defining roles. Customer Process Management projects focus on marketing and surrounding organizations to create a customer-centric structure with clear roles, responsibilities, and processes. Processes are key to translating objectives into results. Customer experience is the current competitive battleground.
The document discusses marketing performance management (MPM) and how it can help companies by linking marketing processes, metrics, and technology to business objectives to gain insights and prove marketing's value. MPM is impacted by an organization's processes, people, and technology, and issues often arise if metrics are not well-designed, indicators do not reflect objectives, data is outdated, or collection and delivery of insights is too manual. The House of Marketing offers a 4-step approach and methodology to implement MPM and tackle common issues.
This article discusses common errors founders make when pitching startups or businesses to investors. It identifies 5 key errors: presenting invalid competitive advantages, lacking an unfair advantage over competitors, failing to demonstrate customers want the product/service, having an incorrect positioning against competition, and not having a significant route to reach customers. The article urges founders to focus on having a truly unfair advantage that cannot be easily copied, such as insider industry expertise. It argues anything of value will be copied, so the business plan must assume competitors will emerge. Overall, the article provides lessons for founders on how to develop strong pitches that will appeal to investors.
Dynamics Day 2012: Enterprise Projects - Setting up for SuccessIntergen
The document discusses setting up enterprise projects for success. It outlines Intergen's approach to implementing enterprise solutions like Microsoft Dynamics AX 2012, focusing on business processes, requirements gathering, customization needs, and change management. The presentation then shares the customer perspective from ASSA ABLOY New Zealand's ERP implementation project, covering their challenges with stakeholder buy-in, testing, governance, and data conversion. Key takeaways stress the importance of planning, selecting experienced team members, allowing contingency, and ensuring management owns the organizational change.
David Turner Francis is a senior consultant with over 20 years of experience in product lifecycle management (PLM), business development, project management, and technology implementation. He has expertise in PLM systems from SAP, Dassault, and others. He provides strategic consulting services to help clients implement PLM solutions and improve product development processes.
Results from the 2016 Product Managers Association of Los Angeels Survey With over 200 respondents, this is the larges PM survey specifc to the city of Los Angeles.
I created a survey to gather feedback on my final projects from 16 respondents. The majority of respondents were in my target age group of 18-25. Respondents selected multiple aspects of the video that they liked and provided their own positive feedback. Some suggested minor changes like improving lip syncing or adding another location. All respondents agreed my projects maintained continuity. The feedback confirmed I successfully achieved my goals of a realistic, professional narrative that engaged audiences and conveyed emotions well.
Coast Packaging has expanded from poultry packaging to offer a wide range of egg carton packaging. They are a leading environmentally friendly egg carton manufacturer with strategic supplier partnerships and a focus on customized solutions. A client selected a custom furrowed packaging box from Coast Packaging to showcase a new low cholesterol egg product, and sales have increased since the new packaging was introduced.
Chicken or egg, brand or product? What (should) come first? - TEDxCBS 2011 pr...Zenel Batagelj
The document discusses the relationship between brands and products, arguing that while a strong product should come first, the brand is ultimately what drives the creation of products and services. It notes that every new product or service strengthens the brand equity and allows for greater brand ambitions. An effective brand is defined not as the name of a product but as the vision that drives the creation of products and services under that name.
The document summarizes the results of a product survey on Chinese consumers' perceptions and behaviors related to gelato. Key findings include:
- Consumers prefer PIU gelato to ice cream and favor fresh fruit and milk flavors. The suggested price range for a scoop is 21.6-26.5 yuan.
- Brand awareness of gelato is low and education is needed to improve knowledge. Gelato is seen as healthier and tastier than American ice cream.
- Specialty gelato shops in shopping areas attract the most customers. Both in-store and delivery services should be quick. WeChat is the most effective marketing channel.
The document summarizes the development of a new natural insecticide product called "Natural Anti-Insect." Key points:
1. The product is made from mahogany seeds and fruits and provides a natural alternative to chemical insecticides.
2. The development process included screening ideas, concept development and testing, and establishing a marketing strategy.
3. If testing is successful, the company plans to commercialize the product and sell it to farmers across Bangladesh and potentially other countries.
The document provides a marketing plan for launching a new fruit juice called "Refresh" in Rahim Yar Khan, Pakistan. It includes an executive summary, introduction of the company and product, current market situation analysis including objectives and SWOT analysis. It also discusses competitors, target market segmentation, and marketing mix strategies covering product, price, place, and promotion. The marketing plan aims to target students, workers and all age groups and gain a 25% market share through distribution in schools and advertising on television, print media and billboards.
IBM Rational Software Conference 2009: Process, Project and Portfolio Managem...Kathy (Kat) Mandelstein
Track Keynote for the Process, Project and Portfolio Management Track at the IBM Rational Software Conference 2009
Software and systems delivery has become a fundamental business process in the global economy, and the ability to adapt to changing market conditions requires that information technology is fully integrated into the business strategy and operations to ensure consistent alignment with business priorities, and better execution.
Executives require visibility and real-time decision support to keep the enterprise focused on solutions to high-priority problems, supported by the ability to measure the performance of current and future IT activities and assets. IT leaders must deliver significant business value and ensure constant alignment of project investments with evolving business objectives. Project leaders must be able to identify, implement and drive adoption of repeatable best-practice approaches for successful execution, and be able to more proactively identify and resolve issues, to reduce risks associated with project failure. All stakeholders must be involved and informed in addressing the changing business needs, especially when variations in project health threaten outcomes.
This track explores topics across several domains that support organizational change and iterative software and systems delivery. Hear and learn from actual experiences across the spectrum of process adoption, portfolio planning and oversight, and execution of major initiatives, programs, and projects. This track is for executives, IT leaders, program managers, project managers, portfolio managers, process engineers, business analysts, and other stakeholders concerned with optimizing IT investments with industry best practices and team unifying tools for more predictability, adaptability, and visibility.
Business Process Management - Enabling The Business DriversPactera_US
A challenge for many executives is finding out exactly why the business is not aligned to, or achieving the intended vision and strategies. Culture, resource limitations and broken processes are among the reasons. Business Process Management initiatives give executives a transparent and objective view into business drivers and prioritize them to ensure time and money is being spent on the most valuable efforts. This Power Point demonstrates how meaningful change is possible through objective perspectives.
Antonio is a marketing geek and technology champion with experience in product/brand management, web marketing, social media, SaaS/Cloud technologies, and CRM. He has led teams to create visions and see projects through from inception to completion. The document provides details on Antonio's background, accomplishments, areas of expertise, and contact information if the reader would like assistance from him.
Can Program Managers make it to the Executive Suite?Tathagat Varma
The document discusses how program managers can advance their careers to executive roles by developing broad leadership skills in areas like strategy, stakeholder engagement, and portfolio management alongside deep skills in program and project delivery; it outlines the core skills, knowledge areas, and success mantras of program managers and charts one professional's career evolution from engineer to general manager through taking initiative, developing influence, and maintaining lifelong learning.
Optimized Business Processes in the Age of Cloud ComputingOracle Day
This document outlines a presentation on optimized business processes in the age of cloud computing. The presentation agenda includes strategically streamlining processes, processes in the world of fusion applications, managing processes anytime anywhere, and final thoughts. The document discusses how business process management (BPM) delivers value today and is designed for the future by adapting to new technologies like cloud computing which provides flexibility and scale. BPM can help automate and optimize processes to drive innovation and business agility.
The keynote at the IBM Rational Software Conference 2009 focused on process, portfolio, and project management (PPM). It discussed the business challenges companies face and the root causes of project failure. The speaker advocated for a winning strategy of planning, executing, and measuring projects using integrated PPM solutions to optimize software and systems investments. IBM's Rational PPM solutions were presented as helping organizations collaboratively manage the entire software delivery lifecycle through features like requirements management, portfolio management, and performance measurement.
The keynote at the IBM Rational Software Conference 2009 focused on process, portfolio, and project management (PPM). It discussed the business challenges companies face and the root causes of project failure. The speaker advocated for a winning strategy of planning, executing, and measuring projects using integrated PPM solutions to optimize software and systems investments. IBM's Rational PPM solutions were presented as helping organizations collaboratively manage the entire software delivery lifecycle through features like requirements management, portfolio management, and performance measurement.
This document introduces business analysis and discusses key topics in the field. It defines business analysis and explains the role of the business analyst in bridging business and technical teams. The document outlines the goals of business analysis and some common sub-disciplines. It also discusses the business analyst's role throughout a project and key responsibilities during initiation, analysis, development, testing, and implementation phases. Additional sections cover topics like the Unified Modeling Language, business analysis certifications, references, and emerging trends in the field.
Cloudforce Essentials 2012 - Salesforce on Salesforce - Optimising Your Sales...Salesforce_APAC
The document discusses optimizing a high performance sales team using Salesforce tools and programs. It describes how Salesforce accelerates productivity and revenues by improving sales metrics like productivity, win rates, and new hire ramp time. Sales managers are empowered with tools in the Salesforce platform to monitor team performance, review deals, and prepare for customer meetings. Salesforce also drives certification programs to train reps on latest techniques and transform selling approaches using their own social collaboration technology.
Business process management (BPM) aims to continuously improve processes to promote business effectiveness and efficiency. BPM benefits businesses by increasing productivity through automation, improving visibility through monitoring, and ensuring agility and control through process modeling and automation. BPM also benefits IT by increasing productivity through integrated lifecycles, ensuring visibility through monitoring, and improving control through modeling. Oracle BPM Suite supports BPMN, XPDL, and other standards to drive these benefits.
E-business has varied components; they include merchandise planning and analysis, inventory management, knowledge management and customer relationship management. Several new technologies have now emerged to support e-business. Some of them are portals, trading exchanges and indirect procurement among others.
The main reasons for conducting E-business include improving service level, creating growth potential, enhancing customer access and reducing distribution costs.
Results from the 2016 Product Managers Association of Los Angeels Survey With over 200 respondents, this is the larges PM survey specifc to the city of Los Angeles.
I created a survey to gather feedback on my final projects from 16 respondents. The majority of respondents were in my target age group of 18-25. Respondents selected multiple aspects of the video that they liked and provided their own positive feedback. Some suggested minor changes like improving lip syncing or adding another location. All respondents agreed my projects maintained continuity. The feedback confirmed I successfully achieved my goals of a realistic, professional narrative that engaged audiences and conveyed emotions well.
Coast Packaging has expanded from poultry packaging to offer a wide range of egg carton packaging. They are a leading environmentally friendly egg carton manufacturer with strategic supplier partnerships and a focus on customized solutions. A client selected a custom furrowed packaging box from Coast Packaging to showcase a new low cholesterol egg product, and sales have increased since the new packaging was introduced.
Chicken or egg, brand or product? What (should) come first? - TEDxCBS 2011 pr...Zenel Batagelj
The document discusses the relationship between brands and products, arguing that while a strong product should come first, the brand is ultimately what drives the creation of products and services. It notes that every new product or service strengthens the brand equity and allows for greater brand ambitions. An effective brand is defined not as the name of a product but as the vision that drives the creation of products and services under that name.
The document summarizes the results of a product survey on Chinese consumers' perceptions and behaviors related to gelato. Key findings include:
- Consumers prefer PIU gelato to ice cream and favor fresh fruit and milk flavors. The suggested price range for a scoop is 21.6-26.5 yuan.
- Brand awareness of gelato is low and education is needed to improve knowledge. Gelato is seen as healthier and tastier than American ice cream.
- Specialty gelato shops in shopping areas attract the most customers. Both in-store and delivery services should be quick. WeChat is the most effective marketing channel.
The document summarizes the development of a new natural insecticide product called "Natural Anti-Insect." Key points:
1. The product is made from mahogany seeds and fruits and provides a natural alternative to chemical insecticides.
2. The development process included screening ideas, concept development and testing, and establishing a marketing strategy.
3. If testing is successful, the company plans to commercialize the product and sell it to farmers across Bangladesh and potentially other countries.
The document provides a marketing plan for launching a new fruit juice called "Refresh" in Rahim Yar Khan, Pakistan. It includes an executive summary, introduction of the company and product, current market situation analysis including objectives and SWOT analysis. It also discusses competitors, target market segmentation, and marketing mix strategies covering product, price, place, and promotion. The marketing plan aims to target students, workers and all age groups and gain a 25% market share through distribution in schools and advertising on television, print media and billboards.
IBM Rational Software Conference 2009: Process, Project and Portfolio Managem...Kathy (Kat) Mandelstein
Track Keynote for the Process, Project and Portfolio Management Track at the IBM Rational Software Conference 2009
Software and systems delivery has become a fundamental business process in the global economy, and the ability to adapt to changing market conditions requires that information technology is fully integrated into the business strategy and operations to ensure consistent alignment with business priorities, and better execution.
Executives require visibility and real-time decision support to keep the enterprise focused on solutions to high-priority problems, supported by the ability to measure the performance of current and future IT activities and assets. IT leaders must deliver significant business value and ensure constant alignment of project investments with evolving business objectives. Project leaders must be able to identify, implement and drive adoption of repeatable best-practice approaches for successful execution, and be able to more proactively identify and resolve issues, to reduce risks associated with project failure. All stakeholders must be involved and informed in addressing the changing business needs, especially when variations in project health threaten outcomes.
This track explores topics across several domains that support organizational change and iterative software and systems delivery. Hear and learn from actual experiences across the spectrum of process adoption, portfolio planning and oversight, and execution of major initiatives, programs, and projects. This track is for executives, IT leaders, program managers, project managers, portfolio managers, process engineers, business analysts, and other stakeholders concerned with optimizing IT investments with industry best practices and team unifying tools for more predictability, adaptability, and visibility.
Business Process Management - Enabling The Business DriversPactera_US
A challenge for many executives is finding out exactly why the business is not aligned to, or achieving the intended vision and strategies. Culture, resource limitations and broken processes are among the reasons. Business Process Management initiatives give executives a transparent and objective view into business drivers and prioritize them to ensure time and money is being spent on the most valuable efforts. This Power Point demonstrates how meaningful change is possible through objective perspectives.
Antonio is a marketing geek and technology champion with experience in product/brand management, web marketing, social media, SaaS/Cloud technologies, and CRM. He has led teams to create visions and see projects through from inception to completion. The document provides details on Antonio's background, accomplishments, areas of expertise, and contact information if the reader would like assistance from him.
Can Program Managers make it to the Executive Suite?Tathagat Varma
The document discusses how program managers can advance their careers to executive roles by developing broad leadership skills in areas like strategy, stakeholder engagement, and portfolio management alongside deep skills in program and project delivery; it outlines the core skills, knowledge areas, and success mantras of program managers and charts one professional's career evolution from engineer to general manager through taking initiative, developing influence, and maintaining lifelong learning.
Optimized Business Processes in the Age of Cloud ComputingOracle Day
This document outlines a presentation on optimized business processes in the age of cloud computing. The presentation agenda includes strategically streamlining processes, processes in the world of fusion applications, managing processes anytime anywhere, and final thoughts. The document discusses how business process management (BPM) delivers value today and is designed for the future by adapting to new technologies like cloud computing which provides flexibility and scale. BPM can help automate and optimize processes to drive innovation and business agility.
The keynote at the IBM Rational Software Conference 2009 focused on process, portfolio, and project management (PPM). It discussed the business challenges companies face and the root causes of project failure. The speaker advocated for a winning strategy of planning, executing, and measuring projects using integrated PPM solutions to optimize software and systems investments. IBM's Rational PPM solutions were presented as helping organizations collaboratively manage the entire software delivery lifecycle through features like requirements management, portfolio management, and performance measurement.
The keynote at the IBM Rational Software Conference 2009 focused on process, portfolio, and project management (PPM). It discussed the business challenges companies face and the root causes of project failure. The speaker advocated for a winning strategy of planning, executing, and measuring projects using integrated PPM solutions to optimize software and systems investments. IBM's Rational PPM solutions were presented as helping organizations collaboratively manage the entire software delivery lifecycle through features like requirements management, portfolio management, and performance measurement.
This document introduces business analysis and discusses key topics in the field. It defines business analysis and explains the role of the business analyst in bridging business and technical teams. The document outlines the goals of business analysis and some common sub-disciplines. It also discusses the business analyst's role throughout a project and key responsibilities during initiation, analysis, development, testing, and implementation phases. Additional sections cover topics like the Unified Modeling Language, business analysis certifications, references, and emerging trends in the field.
Cloudforce Essentials 2012 - Salesforce on Salesforce - Optimising Your Sales...Salesforce_APAC
The document discusses optimizing a high performance sales team using Salesforce tools and programs. It describes how Salesforce accelerates productivity and revenues by improving sales metrics like productivity, win rates, and new hire ramp time. Sales managers are empowered with tools in the Salesforce platform to monitor team performance, review deals, and prepare for customer meetings. Salesforce also drives certification programs to train reps on latest techniques and transform selling approaches using their own social collaboration technology.
Business process management (BPM) aims to continuously improve processes to promote business effectiveness and efficiency. BPM benefits businesses by increasing productivity through automation, improving visibility through monitoring, and ensuring agility and control through process modeling and automation. BPM also benefits IT by increasing productivity through integrated lifecycles, ensuring visibility through monitoring, and improving control through modeling. Oracle BPM Suite supports BPMN, XPDL, and other standards to drive these benefits.
E-business has varied components; they include merchandise planning and analysis, inventory management, knowledge management and customer relationship management. Several new technologies have now emerged to support e-business. Some of them are portals, trading exchanges and indirect procurement among others.
The main reasons for conducting E-business include improving service level, creating growth potential, enhancing customer access and reducing distribution costs.
The document discusses electronic business and e-business applications. It describes key areas of e-business like merchandise planning, fulfillment, inventory management, and customer relationship management. Emerging applications discussed include portals, trading exchanges, order management, and virtual fulfillment networks. The document also outlines e-business architecture, benefits, and a multi-tiered architecture for e-business sites. It analyzes challenges, categories of B2B marketplaces, and top business reasons for adopting e-business.
In this presentation, we will discuss the e-business architecture, multilayer architecture for e-business sites and various e-business areas. We will also talk about the evolution of e-business and potential of various e-business applications.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
The document discusses the results of a survey about Project Portfolio Management (PPM) and Project Management Offices (PMOs). Key findings include:
1) Most organizations have PPM processes, methodologies and tools in place but still see room for improvement in governance, especially regarding risk management and decision making power.
2) While strategic goals guide PPM, portfolios are often defined by business lines rather than goals. Cost reduction is the most common strategic objective for projects.
3) Over 75% of respondents have a PMO to support PPM, most often set up by business line. PMOs' main responsibilities include support, administration and standards.
4) Governance works best for
This document provides a summary of Sanjeev Khindaria's professional experience and qualifications. Khindaria has over 11 years of experience in digital marketing, including web management, search engine optimization, social media, product launches, and strategic planning. He holds a Post Graduate Diploma in Business Management and a B.Sc. in Mechanical Engineering. Khindaria has worked in marketing roles at companies such as VisualSonics Inc., Globeways Canada, and Avery Dennison. He demonstrates strong analytical and people skills as well as experience with project management, budgeting, and multimedia tools.
Keynote delivered at the 6th International Workshop on Business Process Intelligence (BPI'10), September 13, 2010, in conjunction with the BPM 2010 conference, Hoboken, NJ
Establishing a Business Process Management Center of Excellence - Impact 2012Prolifics
This document discusses establishing a Business Process Management (BPM) Center of Excellence. It outlines why organizations need to coordinate BPM initiatives across departments to ensure business strategies are executed properly. A BPM Center of Excellence acts as a central hub for all BPM activities, providing methods, standards and linking strategy to execution. The document includes a case study of how Horizon Healthcare Services established a BPM Center of Excellence to help achieve operational excellence goals.
Glenn enjoys taking on complex challenges to drive results through leadership. His experience across numerous disciplines like mobile product development, marketing, and sales provides a unique blend of creativity, performance, and business understanding. Glenn has a track record of course correcting troubled situations, accelerating growth opportunities, and identifying technology benefits to drive innovation.
2. Conclusions
Product Management is becoming more important
The role of Product Management is becoming more
strategic and market oriented
The organization of Product Management has a major
impact on the development of Product Management
within the company.
Results will be discussed on
PRODUKTLEDARDAGEN (www.produktledardagen.se)
www.productmanagement.se Copyright Tolpagorni Product Management AB 2010
3. Method
Respondents
Roles
Product Managers (~50%)
Development managers Industries
(~20%), Software
Marketing Managers (~10%) Hardware
Other (~20%) Services
1255 professionals invited via e-
mail representing 664
companies
259 responses
Respondents anonymous Size
Respondens may come from the <10
same company <100
Questionaire >100
Web based
All questions visible
4 questions fast responses
Possibility to add comments
www.productmanagement.se Copyright Tolpagorni Product Management AB 2010
4. Question 1: Rate areas of importance for Product Management in 2010 ALL
3,5
3 Area Value
2,5
2
1,5
1 Reduce Cost 2,3
0,5
0
Product Development 2,9
Få ned kostnad
Sälj och marknadsföring
Interna processer
Produktutveckling
Sales & Marketing 3,1
Improve internal Processes 1,7
Viktigaste område 2010
Sales & Marketing and Product Development are clearly the two most important areas
Internal processes is clearly least important
Comments:
The economic reality has forced Product Management to become more sales oriented
www.productmanagement.se Copyright Tolpagorni Product Management AB 2010
5. Question 1: What is most important for Product Management in 2010 SOFTWARE
3,5
3 Area Value
2,5
2
1,5
1 Reduce Cost 2,0
0,5
0
Få ned kostnad
Sälj och marknadsföring
Interna processer
Produktutveckling
Product Development 3,3
Sales & Marketing 3,1
Viktigaste område 2010
Improve internal Processes 1,6
Product managers within the software industries focus on development. More than 50%
state it as the most important area.
Sales & Marketing is high on the agenda. While cost reduction and internal processes are low
on the priority list
Comments:
For software companies the release cycle is faster demanding more development work. The
product managers need to support sales and marketing in the numerous launches
www.productmanagement.se Copyright Tolpagorni Product Management AB 2010
6. Question 1: What is most important for Product Management in 2010 SERVICES
3,5
3 Area Value
2,5
2
Reduce Cost 2,0
1,5
1
0,5 Product Development 2,9
0
Sales & Marketing 3,2
Improve internal Processes 1,7
Sales & Marketing is on top of the agenda
The priorities for the service sector is similar to the general picture.
Comments
A surprisingly low figure on internal process efficiency.
The amount invested in development is higher than anticipated.
www.productmanagement.se Copyright Tolpagorni Product Management AB 2010
7. Question 1: What is most important for Product Management in 2010 INDUSTRY
3,5
3
2,5 Area Value
2
1,5
1
0,5
Reduce Cost 2,5
0
Få ned kostnad
Interna processer
Sälj och marknadsföring
Produktutveckling
Product Development 2,6
Sales & Marketing 3,0
Viktigaste område 2010 Improve internal Processes 1,8
Product managers in traditional industries and hardware companies seem to have a more complex
situation than others. The focus area is sales and marketing.
Priorities is more evenly spread.
Product development is not the top priority. It hardly differs from Cost reduction.
Comments
The industrial product manager seems to be involved in more areas than other Product Managers, or
the role is more diverge than in other industries.
Only 25% of the repsondents have development as their number one priority for 2010.
www.productmanagement.se Copyright Tolpagorni Product Management AB 2010
8. Question 1: Rate areas of importance for Product Management in 2010
Reports to marketing Reports to development
3,5 3,5
3 3
2,5 2,5
2 2
1,5 1,5
1 1
0,5 0,5
0 0
A correlation between importance and organisational structure self adjusting?
When Product Management reports to marketing then Marketing is the most important issue.
When Product Management reports to development then Development is the most important
issue
Comments
Is Product Management heavily influenced by their management or is it organized in their focus area?
Note! Even when Product Management report to development Marketing has grown more than
development over the last three years.
www.productmanagement.se Copyright Tolpagorni Product Management AB 2010
9. Question 2: How has the product management work changed over the last 3 years? ALL
Mer strategisk
0,8 Area Value
0,6
0,4
Mer 0,2 Mer
More Strategic 52%
utvecklingsorient 0 marknadsoriente
erad rad
More Market oriented 67%
Mer operativ More Operational 23%
More Technical 24%
A clear trend is that product management has become more strategic and market oriented
Comments
As technology development and the market in general are faster; the role of Product
Management is changing. To aim correctly is more important. (Strategy)
The economic reality has also driven product management to become more sales and marketing
oriented.
www.productmanagement.se Copyright Tolpagorni Product Management AB 2010
10. Question 2: How has the product management work changed over the last 3 years? DEVELOPMENT
Area Value
Mer strategisk
0,5
0,4
0,3
More Strategic 36%
0,2
Mer 0,1 Mer
utvecklingsorienter 0 marknadsorientera More Market oriented 48%
ad d
More Operational 42%
Mer operativ
More technical 33%
Product Management team reporting to development have had a significantly different development
compared with all other product managers. It seems to have grown in all areas.
The indication is that Product Management is moving towards marketing and sales with an operational
viewpoint
At the same time product management reporting to development has only marginally grown according to
this study.
Comments
It is obvoius that Product Management reporting to development has developed differently than others. The
strategic development is limited. It is the only group where operations have grown more than strategic work.
www.productmanagement.se Copyright Tolpagorni Product Management AB 2010
11. Question 3: How has product management changed in the last three years? ALL
Vuxit
0,7 Area Value
0,6
0,5
0,4
0,3 Grown 61%
0,2
0,1
0 Decreased 14%
Oförändr Minskat Unchanged 25%
It is clear that the importance of Product Management has grown.
More than 60% indicates that Product Management has grown and only 14% has a reduction.
Comments
An overwhelming majority has increased the product management activity over the last years.
Thus giving Product Management a bigger role within the company.
Many respondents indicates that the Product Management department is opened in the last
three years.
www.productmanagement.se Copyright Tolpagorni Product Management AB 2010
12. Question 3: How has product management changed in the last three years?
Reports to marketing Reports to development
Vuxit Vuxit
0,7 0,5
0,6 0,4
0,5
0,4 0,3
0,3 0,2
0,2
0,1
0,1
0 0
Oförändr Minskat Oförändr Minskat
A huge different is identified as a result of organisational structure
When PM reports to Development 36% have a reduction in PM in the last 3 years. While 45%
have an increase.
When PM reports to Marketing only 3% have a reduction in PM in the last 3 years. While 70%
have an increase.
Comments
Organisational structure clearly affects the development of Product Management.
www.productmanagement.se Copyright Tolpagorni Product Management AB 2010
13. Question 3: Whom does PM report to ALL
Area Value
Utveckling Development 13%
Marknad
Företagsledning
Marketing 21%
Management 66%
Most product management departments are
parallell to development and marketing
www.productmanagement.se Copyright Tolpagorni Product Management AB 2010
14. Framtid
Results will be discussed on
PRODUKTLEDARDAGEN
(www.produktledardagen.se)
www.productmanagement.se Copyright Tolpagorni Product Management AB 2010