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The estimated amount of time this product will be on the market is based on a number of factors, including faculty input to instructional design and the prior revision cycle and updates to academic research-which typically results in a revision cycle ranging from every two to four years for this product. Pricing subject to change at any time.
The estimated amount of time this product will be on the market is based on a number of factors, including faculty input to instructional design and the prior revision cycle and updates to academic research-which typically results in a revision cycle ranging from every two to four years for this product. Pricing subject to change at any time.
Section Two: Upstream product management: Strategic new products & initiatives
Chapter 6. Roadmaps, strategic plans and innovation directives
a. Visualizing the future: three time horizons
b. Time management of the pipeline
c. Making buy, build or partner decisions
Chapter 7. Managing the fuzzy front end of new product processes
a. Balancing breakthroughs and incremental changes
b. Defining current and future customer need-drivers
c. Generic NPD processes and stage-gates
Chapter 8. Creating – and getting approval for – business cases
a. Understanding the importance of the business case
b. Estimating and validating demand
c. Requirements planning, management and clarification of feasibility
d. Framing and justifying the investment
e. The provisional marketing plan
Chapter 9. Overseeing new product projects
a. Attributes and responsibilities of core teams
b. Team decisions and processes
c. Managing scope creep
d. Guiding gate reviews and readiness to move to each level
e. Improving beta programs
Chapter 10. Formulating and executing launch plans
a. The major components of the launch document & process
b. Incorporating belief builders
c. Building in early tracking measures
d. Preparing red alert strategies
e. The final analysis: project and process reviews
Section Three: Downstream product management: Marketing and ongoing support
Chapter 11. Generating brand equity
a. Cultivating brands and positioning from the outside in
b. Brand elements, structure and strategy
Chapter 12. Lifecycle management and marketing
a. Categorizing products for streamlined efforts
b. Defensive and offensive considerations
c. Revitalization programs: product versioning
d. Revitalization programs: refocused marketing schema
e. Right-pricing your products
Chapter 13. Supporting sales and channel efforts
a. Lead generation, referrals, and collateral
b. Call support, demos and presentations
c. Converting product marketing plans into sales calls
Chapter 14. Marketing communications, SEO and social networking
a. Who should write the copy and what should it say
b. From broadcast to narrowcast approaches
c. Make the message resonate with the right customers
d. Manage the sales funnel
Chapter 15. Sunsetting
a. Defining kill criteria: the "Cockroach" problem
b. Evaluating alternative approaches for product elimination
Section Four: Fine-tuning
Chapter 16. Establishing a global mindset
a. Global versus multi-local products: decision points
c. Working with cross-cultural co-workers on project teams
d. Communicating across borders and cultures
Chapter 17. Goal and performance alignment
a. Linking goals, directives and initiatives
b. Defining appropriate product manager performance measures
c. Coaching toward proficiency
Linda Gorchels
McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide
Section Two: Upstream product management: Strategic new products & initiatives
Chapter 6. Roadmaps, strategic plans and innovation directives
a. Visualizing the future: three time horizons
b. Time management of the pipeline
c. Making buy, build or partner decisions
Chapter 7. Managing the fuzzy front end of new product processes
a. Balancing breakthroughs and incremental changes
b. Defining current and future customer need-drivers
c. Generic NPD processes and stage-gates
Chapter 8. Creating – and getting approval for – business cases
a. Understanding the importance of the business case
b. Estimating and validating demand
c. Requirements planning, management and clarification of feasibility
d. Framing and justifying the investment
e. The provisional marketing plan
Chapter 9. Overseeing new product projects
a. Attributes and responsibilities of core teams
b. Team decisions and processes
c. Managing scope creep
d. Guiding gate reviews and readiness to move to each level
e. Improving beta programs
Chapter 10. Formulating and executing launch plans
a. The major components of the launch document & process
b. Incorporating belief builders
c. Building in early tracking measures
d. Preparing red alert strategies
e. The final analysis: project and process reviews
Section Three: Downstream product management: Marketing and ongoing support
Chapter 11. Generating brand equity
a. Cultivating brands and positioning from the outside in
b. Brand elements, structure and strategy
Chapter 12. Lifecycle management and marketing
a. Categorizing products for streamlined efforts
b. Defensive and offensive considerations
c. Revitalization programs: product versioning
d. Revitalization programs: refocused marketing schema
e. Right-pricing your products
Chapter 13. Supporting sales and channel efforts
a. Lead generation, referrals, and collateral
b. Call support, demos and presentations
c. Converting product marketing plans into sales calls
Chapter 14. Marketing communications, SEO and social networking
a. Who should write the copy and what should it say
b. From broadcast to narrowcast approaches
c. Make the message resonate with the right customers
d. Manage the sales funnel
Chapter 15. Sunsetting
a. Defining kill criteria: the "Cockroach" problem
b. Evaluating alternative approaches for product elimination
Section Four: Fine-tuning
Chapter 16. Establishing a global mindset
a. Global versus multi-local products: decision points
c. Working with cross-cultural co-workers on project teams
d. Communicating across borders and cultures
Chapter 17. Goal and performance alignment
a. Linking goals, directives and initiatives
b. Defining appropriate product manager performance measures
c. Coaching toward proficiency
Linda Gorchels
McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide
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