8/20/2015 product management charles a. besio, jr. southern methodist university
TRANSCRIPT
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Product ManagementProduct Management
Charles A. Besio, Jr. Southern Methodist
University
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•Marketing ComponentsMarketing Components
Product Pricing Distribution Promotion (Marketing Communications)
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Overview - Product Overview - Product ManagementManagement
Product Manager-vs.-General Marketing ManagementMany Different titlesManage a Product or Group of Closely
Related ProductsFocus is Tactical-vs.-Strategic
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Product Manager’s Product Manager’s QualificationsQualifications
MBA - vs.-Non-MBA 1/2 requiredSeveral had internal trainingMBA -vs.- Non-MBA
Experience more importantConsumer Product CompaniesSmall Companies Industrial Sector From a Survey of Product Managers
(<$500 Million - 8; >$500 Million - 15)
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Product Manager’s Critical SkillsProduct Manager’s Critical Skills
From a Survey of Product Managers
(<$500 Million - 8; >$500 Million - 15)
OrganizedOrganized EfficientEfficient Excellent Interpersonal SkillsExcellent Interpersonal Skills PersuasivePersuasive Aware of Business EnvironmentAware of Business Environment
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Product Manager’s Product Manager’s ResponsibilitiesResponsibilities
General Mgr. Responsibilities for Their Products Profit & Loss Market Share & Volume Targets
Marketing Planning Planning Product Strategies Implementing Strategies From a Survey of Product Managers
(<$500 Million - 8; >$500 Million - 15)
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Marketing OrganizationMarketing Organization
Product-Focused Organizations Market-Focused Organizations Functionally Focused Organizations Marketing Organizations Implications
of Global Marketing
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Product-Focused OrganizationsProduct-Focused Organizations
Classic P&G Brand Structure (1930s) Product Manager = “Mini CEO”
Assistant Product ManagerAssociate Product Manager
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Market-Focused OrganizationsMarket-Focused Organizations
Segments IndustryChannels of DistributionGeographic Regions
Significant Buyer Behavior Differences
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Functionally Focused Functionally Focused OrganizationsOrganizations
Aligned By Function Most Marketing Orgs. Have Some Coordinated Implementation
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Role of Sales ForceRole of Sales Force
Part of the Marketing Mix Separate from Marketing Organization 3 Structures
Product/ProductProduct/MarketMarket/Market
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Marketing Organization Marketing Organization Implications of Global MarketingImplications of Global Marketing Facilitate within Existing Structure
Change TacticsOften Conflicts w/in Structure
Most Companies Evolve IntoBegin through ExportingStrong Local Organizations Develop
Few Strong Centralized PM Systems Exist
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Changes Affecting Product Changes Affecting Product ManagementManagement
New Ways to Reach Customers World Wide Web
Data Explosion Geographic/Demographic Purchase
Patterns Market Share, Sales, Distribution
Increased Brand Value 90s Sales Promo & Price DiscountsProduct Life Cycles Shortening
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Changes Affecting Product Changes Affecting Product ManagementManagement
Increased Power of Retailers Category -vs.-Brand Perspectivebusiness units retailers organized with category
mgrs. Significant Spending on Sales Promo
90s Sales Promo Passes Advertising Pricing and Value