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 Build, Buy, or Partner?
Three paths to product development
Getting innovative products to market can be brought about in different ways. FiServ product manager Desiree Wolfe examines three of the most common approaches and suggests how to weigh the tradeoffs of each.
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Creating the Business Case: Part II
Product managers know that making a strong business case for funding their new product is critical. But how does the person on the receiving end of that case think about it? In a recent Product Strategy Network Talkcast, Evan Facher of the Corporate Development unit of Medrad, a division of Bayer HealthCare, and Kevin Mendelsohn, Venture Partner with JumpStart, responded to questions submitted by participants and moderated by PSN President Jim Berardone. Both Facher and Mendelsohn have reviewed hundreds of business cases for new products and business ventures during their careers and know exactly what they're looking for.
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Creating the Business Case: Part I
Product managers know that making a strong business case for funding their new product is critical. But how does the person on the receiving end of that case think about it? In a recent Product Strategy Network Talkcast, Evan Facher of the Corporate Development unit of Medrad, a division of Bayer HealthCare, and Kevin Mendelsohn, Venture Partner with JumpStart, responded to questions submitted by participants and moderated by PSN President Jim Berardone. Both Facher and Mendelsohn have reviewed hundreds of business cases for new products and business ventures during their careers and know exactly what they're looking for.
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Making the Case
Preparing and presenting your business case is serious business
Building a compelling business case around a breakthrough product idea or new development projectrs is an essential step in securing funding and resources. So getting the case right is critical. But it’s almost always addressed to a notoriously tough audience – senior corporate executives and potential investors with famously short attention spans. At a recent Product Strategy Network forum four seasoned executives, representing the receiving side of the pitch, discussed what worked for them, what didn’t, and why.
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 You Mean to Tell Me I Have to Pay for That?
Going from free to pay is a huge step for both sides of a transaction
For years, the culture among companies which bought Respironics' home care therapy products included the expectation that certain features, especially software, would be thrown in free of charge. Those were also the expectations of Respironics' own sales staff. So when the company decided to start charging for its new software feature, it had to tread carefully. Philips-Respironics Global Product Manager Bob Barker describes how a market price was determined for the company's new software.
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Make Them an Offer They Can’t Refuse
How meaningful value propositions really come about
Too many value propositions are cobbled together from business clichés, unprovable claims of superiority, and assertions that many buyers find lacking in credibility. At a Product Strategy Network Member Roundtable, participants shared their own journeys along the route to crafting compelling value propositions for their own products.
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