Background
Every senior manager
who has sat through presentations by eager product managers touting
hockey-stick growth curves
for proposed
products knows that financial projections like net
present value
alone may not provide a meaningful assessment of a product's
potential market
success. Yet, given
no viable alternatives, most will either
shoot from the hip
or resign themselves to going by
the numbers - even
when
such economic
measures involve an uncomfortable amount of guesswork.
 Leading
companies know that there is a better and simpler way. The key to
choosing products that contribute to sustainable profitability lies
in changing the business focus of portfolio management from
financial metrics to customer value. Paradoxically, by putting aside
financial data and giving more weight to customer value data when
making product portfolio decisions, companies will in fact improve
financial performance. Customer value, defined as the customer's
perception of how well a solution meets their needs, is the only
proven course to drive profit. And, unlike
many financial projections (and contrary to the beliefs of many),
customer value is based on something real, which you can
accurately measure to yield trustworthy results.
This intensive
two-day seminar will tell you how to focus
voice-of-the-customer (VOC) research to drive portfolio management
and innovation decisions.
You will learn how to develop and
manage a Value Innovation Portfolio (VIP) to yield growth and
success, including all aspects of a customer-centric portfolio
selection and product family definition process. You will complete
key VIP Management activities to develop a deep understanding and
gain basic execution skills. Most importantly, you'll learn how to
dynamically balance your portfolio so your company can flourish in
any market.
By
understanding what customers value beginning at the fuzzy front-end,
you will be able to reduce the number of engineering dollars spent
on projects that get cancelled or changed late in the game, after
precious resources have already been spent. |
