Transcript No Slide Title

WELCOME TO
PRODUCT
MANAGEMENT
SESSION 1
Session 1
8/24/98
1999
1
COURSE OBJECTIVES
 Role,
Responsibilities &
Complexity of the PM Position
 Cover the 3 major Tasks:
MARKET ANALYSIS
 DEVELOPING OBJECTIVES & STRATEGIES
 MAKING DECISIONS…..

 Learn
Plan Development
Process
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2
COMPANY CONCERNS

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EXTERNAL ISSUES

WHAT ARE THE KEY ISSUES
FACING MANAGEMENT
TODAY ?

WHAT ARE THE KEY
TRENDS ?
3
COMPANY CONCERNS

INTERNAL ISSUES
WHAT IS TODAYS ROLE
FOR:



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
STRATEGY
MANAGEMENT OF PRODUCT
QUALITY
SERVICE
PERSONAL DEVELOPMENT
4
THE SYLLABUS
LEARNING OBJECTIVE
 SCOPE OF STUDY
 PROJECT & DELIVERABLES
 WEEKLY AGENDA
 THE WEBSITE:

http://haas.berkeley.edu/
Courses/Spring1999/E262A/
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5
ED JOHNSON
25 YEARS
CORPORATE
10 YEARS HIGH TECH
20 YEARS IN
CONSUMER
PRODUCTS
10 YEARS
PROFESSOR
MARKETING
LATEST MOVIE......
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6
TBWA
SOPHIA
ANTIPOLIS
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Management Centre Europe
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And Now, Your Turn:
 YOUR
NAME.......
 YOUR COMPANY……
 YOUR PRODUCT & MARKETS
 A TOPIC YOU WOULD LIKE
COVERED IN THIS CLASS?
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WHAT IS TODAY’S
TREND IN STRATEGY ?
TO MOVE FROM
PRODUCTION DRIVEN TO
“CUSTOMER
DRIVEN”
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9
COMPAC/digital
Todd C. Williams
Senior Systems Architect
Do you use Product
Managers?
Yes, definitely. Been there
forever. Some old world
people who haven't been
in the field for awhile.
Problem. But need a single
point of contact for such
large projects.
.
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10
IBM
Stephen A. Murphy
Segment Executive, Global Production Solutions
14, 1998
What growth challenges
are“Have
you facing?
to have
We have a little pricing
a
small
problem - a cash flow
recession
to than
problem.
But no more
a one yeardrive
delay for 300
mil.
out” are
A lot ofthem
new competitors
cropping up.
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11
HITACHI
Robert J. Gordon
Director
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"People are getting away from
face to face. Sitting behind the
computer rather than getting out
Dothis
youa have
a Product
on calls. I hear
lot from
Management system in place.
customers.
Yes.
Very important,
hand
I don't see your
people.
The
picked.
Verytime.
special. Some
competitor is here
all the
technical.
Not enough
Let's get back
to basics."
business
Extremely valuable people.
But untrained. In place 5 or 6
years.
12
Canon
Phillip M. Ware
Director, Technical Marketing
Canon U.S.A. Inc.
Irving, Texas
20 Years of Service
How would you define the process
of developing strategy?
Canon corporate has this grandiose
style of 50 year plans. We just finish
our first 50 years 5 or 6 years ago.
"Now we are into our second 50
years and the grandiose goal of the
second 50 years is to move the
centre of Canon, California.
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KEY TRENDS
 CUSTOMER
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POWER
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KEY TRENDS
 STRATEGIC
ALLIANCES
•GLUT
ECONOMY
•SHORT LIFE
CYCLES
•NEED
STABILITY
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KEY TRENDS
 DEMAND
FOR
SERVICE
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BEYOND TRADITIONAL
BOUNDARIES

THE GLOBAL ENVIRONMENT


“A CLIMATE OF CATASTROPHIC
CHANGE
CONSTANT MERGERS AND
ACQUISITIONS

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REDUCING NUMBER OF
BUYERS AND SELLERS
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TODAY’S REALITIES
CROSS FUNCTIONAL MULTI-COMPANY
OVERLAYS
$
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ERNST & YOUNG’S UPSHOT




MANUFACTURING EMPLOYMENT HAS
DROPPED FROM 40% TO 15% SINCE 1950
“BY 2008,’ CONNECTED ASSETS WILL
OUTWEIGH “HARD” ASSETS
REAL TIME COLLABORATION IN
NETWORKS OF SUPPLIERS TO BEAT THE
MAIN COMPETITOR, THE LIFECYCLE
TRUE CONNECTIVITY WILL ONLY BE
ACHIEVED WHEN ISSUES OF TRUST,
RELIABILITY & LEVERAGE ARE
RESOLVED
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DOING BUSINESS TODAY
DESCRIBE YOUR BUSINESS
ENVIRONMENT
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ENVIRONMENTAL
FORCES
 OUT
OF YOUR
CONTROL
 NEED TO
IDENTIFY KEY
TRENDS
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YOUR ENVIRONMENT




Over the past 5 years, what were the three
most significant opportunities in the
Environment which contributed to the
company’s current situation ?
Again, over the past 5 years, what were the
three most significant threats which limited
success?
Looking ahead 3 years, are these
opportunities & threats increasing or
decreasing in significance ?
Are new ones appearing ?
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DOING BUSINESS TODAY
MARKETING 2000?
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MARKET ORIENTATION
“SATISFYING CUSTOMER
NEEDS...
CONTINUOUSLY.”
E. JOHNSON, 1995
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MARKETING'S ROLE
PRODUCT
CORE
CORPORATE
BUSINESS UNIT
PRODUCT/MARKET
MANAGEMENT
FUNCTIONAL PLANS
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DOING BUSINESS TODAY
THE NEW
ORGANIZATION
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THE ULTIMATE ORGANISTION
YOU ARE FINALLY APPOINTED
PRESIDENT

YOU CAN CREATE YOUR ORGANISATION TO
MAKE MARKETING WORK AND PRODUCT
MANAGEMENT INCREDIBLY EFFECTIVE.

DEVELOP THE ULTIMATE ORGANISATIONAL
STRUCTURE & TELL US WHY ITS SO GREAT
BIG BOSS
PRESIDENT
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SMALLER
BOSS
PRODUCTS
WORKERS
SMALLER
BOSS
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DEATH OF THE SALESMAN
WE HAVE THE
LOWEST PRICES!!
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INEFFICIENT
ORGANIZATION
DIRECT CONTACT
SALES
MARKETING
INDIRECT CONTACT
PRODUCTION
ADMINISTRATION
FINANCE
DECISION MAKING
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PRESIDENT
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TODAY’S
“HOLLYWOOD”
BUYING
GROUP
OGANIZATION
DIRECT
CONTACT
INDIRECT
CONTACT
NO CONTACT
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CEO
PRODUCT
MANAGER
PRODUCTION
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ADM SERVICES
TODAY’S “HOLLYWOOD”
OGANIZATION
 DIRECTORS
 PRODUCERS
 Limited
short time to develop
product and plan
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TODAY’S “HOLLYWOOD”
OGANIZATION
 Executive
Director
 Business
Strategy
 Key Account Sales
 Alliance Management
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TODAY’S “HOLLYWOOD”
OGANIZATION
 Product
Management
 Business
Case Development
 Opportunity Analysis
 Function Plans
 Development Management
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Potential Outcomes
MCB Customers
Selected Marketspace Opportunity A
HP Business
Unit(s)
“hp”
ANO
ANO
nbv
MCB
DEO2
DEO1
Leading DEO1
ANO
ANO
Marketspace Creation Business (MCB)
Customer
Intimacy
Intellectual
Asset
Management
Business
Environment
Radar Screen
Value Creating
Technology
Assessment
Virtual ValueDriven
Business
Designs
Relationship
Management
Leading DEO2
“hp”
DEO3
Leading DEO3
Selected Marketspace
Opportunity C
Leading DEO4
DEO: Digital Economy
Organization
Selected Marketspace
Opportunity B
Leading DEO5
nbv
DEO4
Selected Marketspace
Opportunity D
DEO5
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ANO
End Customers