PRODUCT MANAGEMENT TOOLS
Product Management
Organizational structure in product management
CEO Virtual team consisting of account managers,
product managers and
a product management consultant.
Product Account manager A Account manager B Account manager C Account manager D
Management
TEAM
Consultant
Product manager X
Product manager Y
Product manager Z
Product Management
Influencing factors and aspects of product management
Research
Customers Development
Marketing Product Sales
Management Board
Support
Finance Legal
Product Management ─ Product Development Process
Structure of the product development process in different steps
Innovation strategy Development Idea screening Concept Marketing strategy
of product ideas development and
test phase
Analysis of Product development Testing in test Product launch
marketability market environment
Product Management ─ Product Development Process
Structure of the product development process – alternative design
Launch Ideate
Prepare Day to Day Explore
Build Product Focus
Management
Define Immerse
Product Development Process – Stage-Gate-Process
Model of the development process with a gate at the end of each phase
Initial Second Decision on Post Pre commer- Post
screen screen business development cialization implement.
case business
review analysis review
Idea Gate Stage Gate Stage Gate Stage Gate Stage Gate Stage P.I.R
1 1 2 2 3 3 4 4 5 5
Preliminary Detailed Development Testing & Full production
investigation investigation Validation & Market launch
(build business
case)
Product Development Process – Stage-Gate-Process
Model of the development process with a gate at the end of each phase
Preliminary Detailed Development Testing & Full production
investigation investigation Validation & Market launch
(build business case)
1 Initial 2 Decision on 3 Post 4 Pre commer- 5 Post -
screen business development cialisation implementation
case review business review
analysis
Product Development Process – Stage-Gate-Process
Model of the development process with a gate at the end of each phase
Initial Second Decision on
screen screen business case
Gate 1 Stage 1 Gate 2 Stage 2 Gate 3 Stage 3
Idea Preliminary Detailed Development
investigation investigation
Post- Pre commercialization Post
development business analysis implementation
review review
Gate 4 Stage 4 Gate 5 Stage 5
Testing & Full production &
Validation Market launch
Product Life Cycle
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Development Growth Maturity Age
Cash flow Revenue
Profit
Product Life Cycle
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Introduction Growth Maturity Saturation Possible Development
Renewed Growth
Revenue 40-50
III
50% 20-25 20-25 Retire from market
40% II IV
30% 10-15
20% V
10-15 Phases on life cycle curve
10%
0%
I
Product Life Cycle
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Product Life Cycle
Market entry Growing
competitive
pressure
Introduction Replacement
of parts
Units New vehicle
application
End of Elimination
service
Exclusive Threatened by competition Time
Product Management ─ Product Strategy
Three aspects of product strategies (according to performance dimensions)
PriceNew high
PriceProductsmedium
standard
high
Price Quality New
Products
low Product
Strategy Quality
Quality
Brand Manufacturer's brand
Trademark
Generic Brand
Product Management ─ Product line
Product line extension and differed types of product programs
1. Program extension: Price high New Example of program
Products extension with
New product introduction: higher quality
Diversification and innovation
Previous
Product modification: Products
Variation and differentiation
2. Program restriction:
Revision and elimination of products with unsatisfactory
profit.
3. Program conservation:
Current product remains unchanged.
low
low Quality high
Product conception ─ Product dimensions
Dimensions of a product
Extended product Payment Free
(Product related service) terms delivery
Actual product Education Design Packing Construction
(Product appearance) & Training &
Customer benefit Installation
(Product or service)
Core-
Brand Product Quality
On-site Functionality Main-
service tenance
& Care
Customer- Guarantee /
support Warranty
Product Management ─ Product-Influencing Factors
Factors which largely influence the market success of a product
Usage Availability
Form Service
Availability Product Price
Quality
Environmental sustainability
Packing Life term
Image Brand
Product Management ─ Process Phases
Product management as a process with different steps and phases
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6
Situations- Product Development Budgeting Planning, Control
Analysis policy of product product policy application and of performance
objectives strategies instruments implementation
of performance program
program
Integration in Marketing-Mix
Product Management ─ Process Phases
Product management as a process with different steps and phases
Phase 1 Situation analysis of performance program
Phase 2 Product politic objectives Integration in Marketing-Mix
Phase 3 Development of product strategies
Phase 4 Budgeting product policy instruments
Phase 5 Planning, application and implementation
Phase 6 Control of performance program
Product Management ─ Process Phases
Product management as a process with different steps and phases
Phase 1 Situation analysis of performance program
Phase 2
Phase 3 Product politic objectives Integration in Marketing-Mix
Phase 4
Phase 5 Development of product strategies
Phase 6 Budgeting product policy instruments
Planning, application and implementation
Quality / Brand / Packing Innovation / Variation / Elimination
Service / Assortment Differentiation / Diversification
Control of performance program
Product Policy ─ Targets /Objectives
All decisions regarding the creation of the product and the performance program and
their market-driven design
Securing price-/ quality- or market Product
leadership Policy
Improvement of
competitive situation
Achievement of
marketing target
Exploitation of new
target group segments
Risk spreading trough
broad assortment
Product Policy − Customer Benefit
Determination of performance program
Determination of USP Product Creation through
(unique selling position) design, functionality,
Unique customer benefit of
product to differentiate quality, brand and packing
from competitors
Customer
Benefit
Determination of services like warranties, shipping conditions, customer support,
training, etc. (value-added-services)
Product Policy − Gap-Analysis
Analysis to determine product policy objectives
Strategic Target
Revenue Close gap of revenue loss Strategic gap
by diversification
Close gap of revenue loss by
assortments expansion
market development
Profit by improving Securing and
the core business expanding core business
Revenue through core business
t0 t5 Time
Product Management − Scoring Model
Scoring model or point rating system for idea evaluation
Product idea / Product concept No. : xxxxxx Weight Points Weighted point values
(Sum 100%) 1 till10
Assessment criteria
1. Company related criteria
technical feasibility
investment volume
…
2. Customer related criteria
customer benefit recognizable
creation of new customer level
…
3. Trade related criteria
additional trading profile
cooperation willingness of trade
…
4. Competition related criteria
gaining completion advantage
Imitation risk of competitors
…
5. Environment related criteria
juristic restriction
environmental sustainability
…
Sum of weighted product values
Product Policy − Program Structure Analysis
The structure analysis provides information regarding program decisions
Program structure
analysis
Revenue structure Contribution margin Customer structure Age structure
or ABC- analysis analysis analysis analysis
Share of sales on total sales Information about Revenue shares or Representation of the phase of
of the products. product's success revenue of customer the product in the
product life cycle
Distinction between A, B and C Difference between profit Analysis and display
products, depending on the and costs of the product. of importance of certain Life expectancy of products and
volume of revenue share. development of
Representation of customer groups
80% / 20%- principle different dimensions appropriate product and
program concepts
Price Policy − Determinants of Price Formation
Summary of determinants of price policy and influence factors on determined objectives
Company Determinants of price policy Demand situation
specific costs
Price effect Competition situation
Price expectations
Price policy Price regulations
objectives (public regulations)
Revenue Power Payment- and delivery
profit image conditions
Price willingness Exchange rate and
inflation development
Price categories
Price Policy − Price Policy Objectives Development of new
markets or market niches
Comparison of possible pricing policy objectives
! Eliminate or discourage
Increase and recovery of market competitors
shares Image
Create image for product or
Improvement of revenue product line
situation
Improvement of profit
situation
PriceProduct Policy − Price Strategies
Price strategies and price development in the course of time
Premium price- strategy
Absorption strategy (Skimming- price- strategy)
Penetration strategy
„Follow-the-free“- strategy
Low price- strategy (Promotion price- strategy)
Time
Product Policy − Price Strategies
Comparison and explanation of different price strategies
Premium price Absorption Penetration „Follow the free“ Low price
strategy strategy strategy strategy strategy
Constantly high prices with a high Skimming price strategy Market entry strategy with relatively Extreme form of penetration strategy Promotion strategy with regularly
profit per piece high introduction price which will be low prices for a short term to extend - providing free products in the first low prices with focus on price
reduced successively in the course of the market share step and complementary services in sensitivity
Products of premium value with high time the following sales (example better of customers
quality and high image Focus is to acquire as many product versions)
For new products to maximize profit customers as possible to raise the Relatively small revenue per piece
Only few customers through high and if customers are not sensitive to prices later on Commonly used in the internet and but compensated by high sales
priced product (luxury segments) prices E-commerce volume
Product Management − Diversifications (1) Vertical diversification
Comparison of horizontal and vertical diversification Cultivation
Production
Horizontal diversification Distribution
Decaffei- Coffee Mocha Espresso Trade
nated
coffee Horizontal Vertical
Extension of the current product line with additional Expansion of product line upward or downward to include
products for existing customer pre or post products into own value chain.
Product Management ─ Diversification (2)
Comparison of lateral, concentric and combined diversification
Lateral diversification Concentric diversification
Branch A Juices New products for partly similar customer group.
The company benefits from existing technologies, marketing and
Coffee Branch B sales.
Lateral Combined diversification*
Expanding the program into a different field of activity and to No technological and market-related connections to existing
another step upstream or downstream market. products.
No use of possible synergies.
* Also called conglomerates or heterogeneous diversification
Product Management ─ Types of Diversification
Matrix according to anoff
New products
Related technology Unrelated technology
Same customer type Horizontal diversification
New markets Company is new Vertical diversification
customer type
(or own Customer) (vertical integration)
Similar customer type Concentric diversification Concentric diversification
(distribution and technology is related) (sales is related)
New customer type
Concentric diversification Combined diversification
(technology is related)
Product Management − Objectives of Diversification
Objectives and motives of diversification
Exploitation of potential synergies Increasing of value
Increasing of knowledge
Gain in profitability Diversification
Corporate growth Risk spreading
Securing sales
Increasing market share Utilizing synergies
Overcoming stagnating markets
Product Management ─ Forms of Diversification
Comparison of different forms of realization and entry strategies
Entry strategies Time Costs Risk Advantage Disadvantage
slow high high
Development usage of existing resources long development phase
Licensing fast relatively small usage of potential synergies high use of resources
Cooperation low high chances to succeed high development costs
Acquisition development of own Know-How difficult with entry barriers
relatively relatively high
fast high fast market entry depended on licensor
use of existing technologies only of 1.phase of diversification
relatively high high low investments no own development necessary
fast low risk license costs
risk spreading possible conflict potential
development of synergies protection of Know-How difficult
limited investment
flexibility integration problems
missing market knowledge
fast market entry possible juristic problems
high entry barriers
low development costs
Target Costing
To customize a product variety exactly for one segment with „target costs“
Share of costs Target costs- control diagram Three segments:
Too complex/ Determine target costs
too expensive target price of product
targeted profit
Too simple / total costs
too cheap
Target cost splitting
Share of costs of separate
components of product
Target cost realization
Share of usage
ABC-Analysis ─ Revenue Structure Analysis
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100% C
90%
80% B
70%
60% A
50%
40%
30%
20%
10%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Product Management − Market Diagram Supply
Price development by supply and demand
Demand
Price
Balance price (GP) Optimal price where
supply and demand
curves meet
Balance amount (GM)
Amount
Permanent tasksProduct Management for Services
Continuous tasks / project-related tasks
Global product portfolio planning
Market research, idea generation, innovation management
CI, brand and product strategy
Strategic product planning (life cycle, marketing mix, release planning)
Product controlling (sales, revenue, profit)
Marketing concept, product presentation, sales efficiency control
Support departments (sales, operating units, controlling, R & D)
Other operating activities (especially at the beginning of the product life cycle)
Exemplary project tasks Analysis + Coarse Product Product Piloting Product
product idea conception conception realization introduction
(Multi-) project management