Professional Documents
Culture Documents
Value Innovation
practiced to define market
offerings leveraging the Design channels and
firm's core competencies build a network of
by adopting value complementary offerings
engineering as the to leverage their
guiding principle in capabilities and
translating customer complementary assets to
value drivers to realize offer augmenting
market offering concept offerings and deliver
that offer superior superior value to the
Customer differential value. Value customers. Value
Value Creating Value Based Delivering Value Channels &
Modelling Pricing Networks
Value Value
Understanding Innovation & Capturing Proposition Communicating
Value Value
Engineering & Positioning Value
Extensive research to Value based pricing
identify critical customer practiced to define price Integrated marketing
needs and benefits, to policies and structure communications for
determine customer value enabling the firm to distinct product
based segments and to charge appropriate price positioning extended by
create respective premiums consistent with value selling tools to
customer value models greater value created and ensure customers
estimating the potential thereby maximize resonate with the
for differential value. profitability. differential value.
Competitive Analysis
What are the dynamics impacting the Identifying strategic imperatives from industry/market
firm's profitability potential? Are you structure analysis (firm positioning and structure
better than your competitors in dynamics), external factors analysis (firm KPI dynamics)
leveraging opportunities and negate and competitive key success factors analysis
(prioritize competitive bases) and benchmarking, for
threats emerging from the dynamics creating sustained competitive advantages.
in external factors?
Win/Loss Analysis
You probably are tracking your lost Learn how buyer scenarios are often as important as user
scenarios when designing the product and prioritizing
opportunities closely, but do you truly your feature-set. Understand the elements of a good
know why you are winning with process of conducting win/loss analysis with and without
customers? sales teams involved.
Performance Analysis
Is your firm's volume market-share Evaluate the firm's market-share, revenue and
profitability on multiple levels to assess success of
growth leading to lower profitability? current strategies against stated objectives. Redefine
Is your firm's profitability skewed performance targets considering market planning inputs
towards high-risk segments? Have to set the stage for strategic planning.
you assessed your firm's Innovation
Success?
Requirements
Are your product requirements
Best practices in translating customer-market
derived more from product features requirements to product requirements with efficient
and functionality as opposed to being feature prioritization balancing product time-to-market,
driven by customer value drivers and development costs and competitively superior value to
customer needs? Is feature the customer.
prioritization determined using
customer value ranking or ease of
development?
Product Roadmap
Is your current product roadmap Practice efficient road-mapping with clear and actionable
reflecting your product strategy in details for cross-functional alignment with unified
action? Are you communicating too portfolio and individual product level views. Leverage
much or too little to your external roadmaps as powerful competitive tools to drive customer
stakeholders? confidence, product trial and adoption.
Product Positioning
Is the customer value created by the
Product positioning that communicates superior product
product communicated powerfully to capability to target key customer value drivers and to
the customer? Are all external influence the customer's perception of the product and
communications derived from product create unique associations.
positioning and in-sync with internal
messaging?
Routes to Market Identify direct v/s indirect sales for target product-
How do you chose and prioritize markets. Design and manage channels to maximize
between direct sales and channel market performance by delivering competitively superior
sales? Is your competition able to solutions leveraging channel partner capabilities.
create a greater value proposition
leveraging channel capabilities?
Launch Plan
Was your launch plan built in a Ensure all the necessary stakeholders/departments are
vacuum? Lots of action items but fully ready before the launch actually begins. In the new
world where everybody is trying to get your customer's
are they aligned with the real attention learn how to truly engage with them.
objectives?
Channel & Sales Training For multi-tier distribution of products its very critical to
Are your product managers and focus on channels. Creating sales tools and training
technical staff heavily involved in programs for your channel might be different than your
presales activities? Are your product end customers. Explore the creation of case-studies,
process templates for qualifying and converting leads, and
demos too complicated for your special sales enabler tools to expedite closure.
channel partners to run
independently?
Customer Relationship
Management Define effective customer out-reach strategies to
leverage the potential of existing customers to drive
Is referral and repurchase potential of revenue growth –up/cross selling, new product
your customers assessed and development. Create & evolve Customer Loyalty as a
leveraged in market growth planning critical asset. Practice customer co-creation to refine the
and execution? Do you have a cross- market analysis and future road-mapping to target
functional customer interface team? adjacencies.