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Author(s): Klaus J. Aumayr
Publisher: Springer Gabler
Year: 2023
Language: English
Pages: 330
City: Wiesbaden
Preface to the Fifth Edition
Preface to the First Edition
Contents
About the Author
Product Management: Positioning, Core Competencies and Organizational Integration
1 A Brief Introduction to Product Management
2 Not a Clear-Cut Matter: How Functional and Product Management Differ from Each Other
2.1 The Functional Manager
2.2 The Product Manager
2.3 Potential for Conflict Between Product and Functional Management
2.4 Definition of product management
3 Setting Boundaries: How Product Managers Manage Interfaces and Delegate Tasks
3.1 Clarification of Interfaces
3.2 Reasons for Delegating Tasks
4 A Fundamental Decision: The Positioning of the Product Manager in the Company
4.1 Positioning Possibilities for Product Management
4.2 Operational and Strategic Product Management
5 A Diverse Spectrum: Job Description and Job Profile of the Product Manager
5.1 Job Description of a Product Manager
5.2 Other Tasks of a Product manager
5.3 Interface Definition in Product Management
5.4 Requirements Profile of Product Managers
5.5 Product Orientation and Market Orientation
6 Open on Many Sides: The Process Levels in Product Management
6.1 The Dispositive Level
6.1.1 Market Growth/Market Share Portfolio
6.1.2 Market Attractiveness/Competitive Position Portfolio
6.2 The Strategic Level
6.2.1 Product Planning
6.2.2 The Agreement on Goals
6.2.3 Strategic Conflicts
6.3 The Operational Level
7 A Complex Project: How to Introduce Product Management in the Company
7.1 Advantages and Disadvantages of Product Management
7.2 Success Factors for Implementation and Introduction
7.3 Recruitment of Product Managers
8 A Major Challenge: The Organizational Integration of Product Management
8.1 Organization in Strategic Product Management
8.2 Organization in Operational Product Management
8.2.1 Assignment to Marketing/Sales Functions
8.2.2 Assignment to Technical Functions
8.3 Special Forms of Organization in Product Management
9 Often Neglected: The Definition of Strategic Responsibility in the Company
9.1 Basic Forms of Organization
9.1.1 The Function-Oriented Organization
9.1.2 The Product-Oriented Organization
9.1.3 The Market-Oriented Organization
9.1.4 The Regionally Oriented Organization
9.2 Definition of Strategic Responsibility
9.2.1 Alternatives to Strategic Responsibility
9.2.2 Criteria for Determining Strategic Responsibility
10 Product Versus System? The Way to System Product Management
10.1 From Marketing Management to System Product Management
10.2 Basic Principles of System Product Management
11 What Will the Future Bring? Current Trends and Developments in Product Management
11.1 The Product Manager as a Profit Center
11.2 The Use of Product Management Teams
11.3 Centralization of Competences in Product Management
11.4 Service Orientation in Product Management
12 The Implementation: Checklist for the Identification of Optimization Potentials
Product Marketing: Structures, Success Factors and Practical Tools
1 Setting the Stage: How Product Managers Structure Complex Markets
1.1 Market Segmentation
1.1.1 Market segmentation Criteria
1.1.2 Market Segmentation Strategies
1.2 Product Segmentation
1.2.1 Product Hierarchies
1.2.2 Revenue and Contribution Margin Analysis (ABC Analysis)
1.3 Product Market Matrix
1.3.1 Product Market Coverage Strategies
1.3.2 Product Market Growth Strategies
1.4 Function Technology Matrix
2 Relevant for Success: The Most Important Control Variables for Product Marketing
2.1 Product and Brand Awareness
2.2 Product Brand and Brand Image
2.2.1 Number of Relevant Alternatives
2.2.2 Building a Product/Brand Image
2.2.3 Market Segmentation and Product/Brand Image
2.3 Performance Advantage and Product Benefit
2.3.1 Price or Performance Orientation
2.3.2 Product Benefit Analysis
2.3.3 Quality Function Deployment (QFD)
2.3.4 Practical Applications
2.4 Price as a Decision Criterion
2.4.1 The Price-Performance Ratio
2.4.2 The Cost-Benefit Ratio
2.4.3 Target Costing and Target Pricing
2.5 Relationship Management
2.6 Customer Satisfaction
3 Clarity Through Numbers: How the Product Manager Determines Relevant Key Figures
3.1 Compilation of Market and Sales Figures
3.1.1 Calculation of Market Figures
3.1.2 Calculation of Sales Figures
3.1.3 Product Planning and Strategic Priorities
3.2 Structure of the Contribution Margin Calculation
3.2.1 Return on Sales (ROS) Method
3.2.2 Return on Investment (ROI) Method
3.2.3 Break-Even Point (BEP) Method
4 Thinking Strategically: The Use of Strategic Analysis Tools by the Product Manager
4.1 The SWOT Analysis
4.2 Creation of an Influence Matrix
5 Gaining Market Share: How Effective Product Strategies Are Developed
5.1 Setting the Product Market Goals
5.2 Basic strategies in Product Marketing
5.2.1 Overview of the Strategy Elements
5.2.2 Strategy Development Using the Strategic Toolbox
5.3 Marketing Mix Strategies
5.3.1 Pricing Strategies
5.3.2 Distribution Strategies
5.3.3 Assortment Strategies
5.3.4 Other Marketing Mix Strategies
5.4 Evaluation of the Strategy Alternatives
6 The Result: Content and Structure of a Product-Related Business Plan
7 The Implementation: Checklist for the Identification of Optimization Potentials
Process-Oriented Product Management: Work Processes, Process-Oriented Marketing and Innovation Management
1 Creating Clarity: How Product Managers Make Their Work Process-Oriented
1.1 Temporary Work Processes
1.2 Permanent Work Processes
2 Always on the Ball: The Development of Measures for the Design of the Product Life Cycle
2.1 The Life Cycle Model
2.2 Product Versus Market Life Cycle
2.3 Age Structure Analysis of Products
2.4 Marketing Mix in the Product Life Cycle
3 The Supreme Discipline: Active Purchase Process Management by the Product Manager
3.1 The Customer Buying Process
3.2 Analysis of the Purchase Process
3.3 Determining the Marketing Mix Specific to the Purchasing Process
4 On Course for Growth: Developing Innovative Products and Successfully Launching Them on the Market
4.1 The Innovation Process
4.2 Situation Analysis/Problem Identification
4.3 Idea Collection/Generation
4.4 Systematic Idea Acquisition/Storage
4.5 Idea Evaluation/Selection and Decision
4.6 Market Launch Concept and Plan
5 Maintaining an Overview: Using Roadmaps as an Important Communication and Control Tool
5.1 Purpose of a Product Roadmap
5.2 Roadmap Contents
5.3 Roadmap Types
5.3.1 Product Roadmap
5.3.2 Technology Roadmap
5.3.3 Market/Strategy Roadmap
5.3.4 Development Roadmap
5.3.5 Vision/Mission Roadmap
5.4 Target Groups for Roadmaps (Internal/External Roadmaps)
5.5 Legally Binding Nature of Roadmaps
5.6 Hybrid Roadmaps
6 Agile Product Management: Product Development and Further Application Possibilities
6.1 Reasons for the Use of Scrum
6.2 The Basic Idea of Scrum
6.3 Participants in the Scrum Process
6.4 Main Elements in the Scrum Process
6.5 The Scrum Process
6.6 Tasks of the Product Owner in the Scrum Process
7 The Implementation: Checklist for the Identification of Optimisation Potentials
Further Reading
Index
