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Using Requirements to Improve Sales, Marketing & Customer Success Rates |
by John Mansour |
05.26.2010
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The term requirements too often evoke thoughts of detailed product
requirements in any type of product or technology company. But a
different perspective reveals layers of requirements that can be used
to transfer knowledge to the front lines of the organization to improve
the proficiency of sales, marketing, client services and tech support
and ultimately drive more revenue and higher customer success rates.
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Techniques for Uncovering Market & Customer Needs |
by John Mansour |
05.18.2010
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It's easy to get caught in the reactive trap of developing products,features or services customers ask for without first understanding thereal need.No Comments |
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Last Updated ( 08.02.2010 )
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Product Enhancement ROI - There's Got to be a Better Way |
by John Mansour |
04.22.2010
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The intention is good – invest in features that yield the greatest return. But calculating a feature based ROI can be guesswork or subjective at best. Throw in other classifications that attempt to assign value or priority to product enhancements such as market growth features, competitive, customer satisfaction, contractual commitment, etc. and this exercise can turn into something so convoluted it’s not worth the hassle. Worse yet, it’s often difficult to make a direct connection to revenue or market share after new enhancements are released to market. No Comments |
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Last Updated ( 08.02.2010 )
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Product Management's Role in Creating a Culture of Innovation |
by Robert S. Siegel |
01.26.2010
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Every company needs to innovate. Innovation is not just about developing new
products or services; it's about process improvements, greater efficiencies,
and finding new and better methods for everything from sales to internal
communications. Innovation is
about
growing shareholder value.
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Last Updated ( 01.26.2010 )
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Market Requirements Document (MRD) - Great in Theory, Not So Great in Practice |
by John Mansour |
10.16.2009
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No one would argue the value of connecting product features to market needs, the primary objective of an MRD. Yet the reality of how MRD’s are created and used may actually defeat their purpose. 2 Comments |
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Last Updated ( 08.02.2010 )
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Incremental Product Enhancements vs. Game Changers |
by John Mansour |
07.15.2009
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Rewind the clock 18 months and many product companies were motoring along just fine with a product investment strategy of continuous incremental enhancements across all products.But when the market suddenly collapsed, a long festering problem was suddenly exposed as many companies quickly discovered they had no big hits in the product pipeline to cushion the blow of the recession.
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Last Updated ( 08.02.2010 )
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Reactive Product Decisions - Avoiding The #1 Culprit |
by John Mansour |
04.29.2009
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Thesingle biggest reason product decisions are reactive is the absence of acohesive top-down strategy that articulates where you're going, how you'll getthere and why you'll succeed - as a company - with product direction akey component.
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Last Updated ( 08.02.2010 )
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5 Phases of Requirements, 3 Ways They Improve Overall Company Performance |
by John Mansour |
07.13.2008
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A phased approach to requirements goes far beyond product development, building value from top to bottom that collectively improves the overall performance of any product company.
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Last Updated ( 10.07.2008 )
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Requirements - The Problem is the Problem! |
by John Mansour |
05.11.2008
All great products begin with a well defined need. But the reason many
products miss the mark is because product managers have been taught
that business requirements always begin with a problem definition.
Starting your requirements with a problem definition is a problem.
Here’s why.
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Last Updated ( 10.07.2008 )
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Product Management & Product Knowledge - Asset or Liability? |
by John Mansour |
04.01.2008
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Okay product managers, what has all your down-in-the-weeds detailed
product knowledge done for you and your company lately? Entitled you
to more phone calls and emails? Turned you into first line customer
support? Allowed you to write endless pages of detailed specifications
that are more painful than a root canal minus the Novocain? It doesn't
sound like product management.
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Last Updated ( 09.09.2008 )
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