Dynamic Research Centre & instituteDirector Office of Research Innovation & Commercialization (ORIC) & Professor em Dynamic Research Centre & institute
This lecture is exclusively prepared for MBA student of Institute of Health Management, Dow University of Health Sciences.
Dynamic Research Centre & instituteDirector Office of Research Innovation & Commercialization (ORIC) & Professor em Dynamic Research Centre & institute
5. PRODUCT:
A good idea, method, information,
object or service created as a result
of a process and serves a need or
satisfies a want. It has a combination
of tangible and intangible attributes
(benefits, features, functions, uses)
that a seller offers a buyer for
purchase.
6. A product is anything that can be
offered to a market for attention,
acquisition, use or consumption that
might satisfy a want or a need.
Philip Kotler
7. COMPONENT OF A PRODUCT:
1.Brand name: a brand is defined as the name, term,
symbol, logo, design or a combination of them, which
gives the product and services certain identity.
2.Core product: it is the actual benefit the consumer is
seeking from the purchase.
3.Packaging: it is the pack of the product.
8. COMPONENTS OF PRODUCT MIX:
Retailers carry a mixture of products to satisfy
various customers. The product mix includes
four common elements:
1.Length
2.Breadth
3.Depth
4.Consistency
11. SERVICE:
Intangible products such as
accounting, banking, cleaning,
consultancy, education, insurance,
expertise, medical treatment, or
transportation.
Sometimes services are difficult to
identify because they are closely
associated with a good; such as the
combination of a diagnosis with the
administration of a medicine..
12. A service is an act of performance
that one party can offer to another
that is essentially intangible and does
not result in the ownership of
anything. Its production may or may
not be tied to a physical product.
Philip Kotler
14. In sales, commerce and economics, a
customer is the recipient of a good,
service, product or an idea - obtained
from a seller, vendor, or supplier via a
financial transaction or exchange for
money or some other valuable
consideration. In other words
customer is one who purchases a
commodity or service through cash or
used a credit card.
15. Customer satisfaction as a 'person's
feeling of pleasure or disappointment
which resulted from comparing a
product's perceived performance or
outcome against his/her expectations'.
Philip Kotler
20. DISTRIBUTION CHANNEL:
The process of making a product or
service available for the consumer or
business user who needs it. This can
be done directly by the producer or
service provider, or using indirect
channels with distributors or
intermediaries.
21. “A channel of distribution is a set of
independent organizations involved in
the process of making a product or
service available for use or
consumption by the consumer or
business user.
Philip Kotler
31. SEGMENTATION:
It is a technique used to identify and
satisfy the needs of specific groups of
customers with similar requirements
within a market. Segmentation is an
alternative to offering a “one size fits
all” product to all markets.
32. PRODUCT SEGMENTATION:
It is a flexible way of grouping products.
In a similar fashion to a target group,
a product segment contains all products
that possess a particular combination
of product attributes.
33. PRODUCT MANAGEMENT:
It is an organizational lifecycle function
within a company dealing with the
planning, forecasting, and production, or
marketing of a product or products at all
stages of the product lifecycle. It provides
provides product information for companies
and their extended supply chain enterprise.
34. PRODUCT MANAGEMENT
TOOLS:
1.Product strategy and road mapping.
2.Analytics.
3.Customer feedback.
4.Design and wire framing.
5.User experience testing.
6.User onboarding.
7.Collaboration and productivity.
8.Project and task management.
35. PRODUCT MANAGEMENT PROCESS:
PMP is the end-to-end process of developing
and marketing products throughout their
lifecycle from concept to retirement.
38. PRODUCT MARKET:
It refer to markets in which all kinds of
goods and services are made and traded,
for example the market for airline
travel; smart-phones, new cars;
pharmaceutical products and
the markets for financial services such
as banking, mortgages and pensions.
39. PRODUCT MANAGER:
A Product Manager is responsible for managing
a set of products or product lines over the life of
the product from ideation through development,
launch sale, and finally discontinuance. They
interface between the market and the product
team during development representing the voice
of the customer.
40. PRODUCT MANAGER SKILLS:
1.Know how to run good meetings.
2.Understand code.
3.Know how to sell (to engineers)
4.Be able to support others.
5.Have a solid understanding of ‘street statistics’
6.Take time to talk to customers.
7.Have a way with words.
8.Manage your time.
41. PRODUCT ROADMAP:
It is a powerful tool to describe how a product is
likely to grow, to align the stakeholders, and to
acquire a budget for developing the product. But
creating an effective roadmap is not easy,
particularly in an agile context where changes
occur frequently and unexpectedly.
43. QUIZ # 2 (27.02.2019)
What is the role of a product manager in
an organization?
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Organizational culture is a system of meaning that members share and that distinguishes the organization from others. The dominant culture expresses the core values shared by a majority of the organization’s members. However, subcultures exist in any organization. Developing along departmental or geographical lines to reflect common problems, situations, or experiences faced by members, subcultures include core values of the dominant culture plus additional values unique to members of the department.
If organizations had no dominant culture and were composed, instead, of numerous subcultures, the value of organizational culture as an independent variable would be significantly lessened because there would be no uniform interpretation of what represented appropriate and inappropriate behavior. It is the “shared meaning” aspect of culture that makes it such a potent device for guiding and shaping behavior.
Organizational culture is a system of meaning that members share and that distinguishes the organization from others. The dominant culture expresses the core values shared by a majority of the organization’s members. However, subcultures exist in any organization. Developing along departmental or geographical lines to reflect common problems, situations, or experiences faced by members, subcultures include core values of the dominant culture plus additional values unique to members of the department.
If organizations had no dominant culture and were composed, instead, of numerous subcultures, the value of organizational culture as an independent variable would be significantly lessened because there would be no uniform interpretation of what represented appropriate and inappropriate behavior. It is the “shared meaning” aspect of culture that makes it such a potent device for guiding and shaping behavior.