 How Thomson Reuters Lightens Up Its
Product Lines
Serious people like to have fun too
You don’t have to be a bleeding-edge technology startup to support genuine innovation, to make yourself memorable to customers, or to have a good time. The venerable Thomson Reuters information service has formalized a way to make it happen while pleasing some of the world’s most famously unsmiling clients. Product Management Director Michael Koppelmann explains how they did it.
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 IBM’s Tight-Fitting Middleware
Tailoring generic software to specific vertical industries
For more than ten years, IBM has directed its formidable resources toward making some of its underlying software a better fit for customers in different industries. That involves choreographing a whole horde of development partners. Lonne Jaffe, who leads that effort for the company’s Public Sector segment, explains how they do it.
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Looking Around the Corner at the Future
Turning market intelligence into a strategic weapon
Chessboarding and Forward Viewing are powerful tools which, in the right hands, can enable a company to anticipate where its markets and competitors are headed and to prepare itself accordingly. In her capacity as executive vice president and chief marketing officer for data center technology provider Egenera, Inc., Christine Crandell applies those disciplines to her company’s business development, alliances and global market strategy. Here she explains how and why to use them.
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 Earning Your Stripes Every Day
How high-speed SaaS markets force providers to excel
SaaS is more than traditional software delivered online. It’s a whole different type of business with its own distinctive set of challenges. Greg Coticchia, who has worked in both types of business, explains the difference.
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When Do You Determine Your Product’s Positioning?
The sooner, the better
Positioning has historically been about creating comparative advantage - particularly in differentiating the perceptions that customers hold of competing products. But, according to GE Healthcare product line manager Erin Cosgrove, that kind of positioning comes much too late in the cycle of product commercialization. It needs to happen even before the product is conceived.
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 The Solutions Strategy - The Concept: (Part I of IV)
Selling solutions has become routine, delivering them rare
To boost sales and elevate their company's perceived customer value, many companies are transforming themselves from traditional product and service organizations into “solution” providers. In principle, this transition can create attractive outcomes such as minimizing competition, access to higher level decision-makers, and a higher top line. But there are significant hurdles to overcome along the way.
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 SaaS – The Remote Revolution – Part I of IV
It’s quietly sucking the brains out of your computer
Under several different names, Software as a Service, or SaaS, has been around for a long time. But now that business model is poised to revolutionize small business and consumer applications just as it has transformed the IT function of large enterprises over the past several years. Carnegie Mellon University professor Bob Monroe, a veteran of SaaS pioneer Ariba, has been tracking the evolution of SaaS. In this, the first of a series of four articles highlighting Monroe’s analysis, he explains the genesis of the revolution.
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