...For the exclusive use of X. XIAO 2177 APRIL 11, 2008 LARRY E. GREINER ELIZABETH COLLINS A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products 5:25 A.M. Sweat dripped onto the handlebars of Alex Sander’s StairMaster. Sander was half an hour into a cardiovascular workout, while carrying on a conversation in the fitness center of the downtown condominium complex with a neighbor who was climbing steadily on his own StairMaster. At 32, Alex was the newest, and youngest, product manager in the Toiletries Division of Landon Care Products, Inc., a cosmetics products company headquartered in Connecticut. In just over one year with Landon, Alex had successfully rebranded two national skin care products. In January 2007, Landon had been acquired by Avant-Garde, a multibillion-dollar European beauty company. Alex: I’m getting my first 360° performance review today from my boss, Sam Glass. But I don’t have the time to waste on this exercise. I need every second to focus on my new Nourish product launch, the most challenging marketing assignment I’ve had so far. Avant-Garde sees Landon as their ticket to market share in the United States. But everyone in Landon’s Marketing Department is being 360’d this month, since the vice president of Avant-Garde’s Consumer Products Division started pushing for them. Neighbor: I’ve heard of 360’s, but the biotechnology firm where I work sticks to a traditional review system. How do they actually play...
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...2177 APRIL 11, 2008 LARRY E. GREINER ELIZABETH COLLINS A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products 5:25 A.M. Sweat dripped onto the handlebars of Alex Sander’s StairMaster. Sander was half an hour into a cardiovascular workout, while carrying on a conversation in the fitness center of the downtown condominium complex with a neighbor who was climbing steadily on his own StairMaster. At 32, Alex was the newest, and youngest, product manager in the Toiletries Division of Landon Care Products, Inc., a cosmetics products company headquartered in Connecticut. In just over one year with Landon, Alex had successfully rebranded two national skin care products. In January 2007, Landon had been acquired by Avant-Garde, a multibillion-dollar European beauty company. Alex: I’m getting my first 360° performance review today from my boss, Sam Glass. But I don’t have the time to waste on this exercise. I need every second to focus on my new Nourish product launch, the most challenging marketing assignment I’ve had so far. Avant-Garde sees Landon as their ticket to market share in the United States. But everyone in Landon’s Marketing Department is being 360’d this month, since the vice president of Avant-Garde’s Consumer Products Division started pushing for them. Neighbor: I’ve heard of 360’s, but the biotechnology firm where I work sticks to a traditional review system. How do they actually play out? Alex: It’s basically a feedback...
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...From: [REDACTED] Re: Product Management Regime Change Source: Personal Experience Background Over the last couple of months my work world has been turned upside down – a new Head of Global Product was hired (formally of [REDACTED]); nine of our fifteen Product Managers were fired or laid off; my boss’ boss quit 3 months ago; my boss quit a few weeks ago (and is now MIA); five new Product Managers were hired (all from [REDACTED]) in the last month. During this “regime change”, people began to look at our bureaucratic systems and with a critical eye stated “You’re doing it wrong.” It wasn’t until I read Chesterton’s Fence that I found a way to respond to their criticism and make them think. Pricing, a Bureaucratic System Before a Product Manager can provide a client with a fee schedule (this is revenue to the bank), internal Product partners (Risk, Operations and Markets) are required to sign-off on the new deal. This sign-off takes place at a weekly meeting with approximately 25 attendees. Also, on any given week, 8 - 10 deals can be presented. Once a week sign-offs can be extremely frustrating to clients and our sales professionals. If a deal isn’t approved at the weekly meeting, and additional information has to be gathered, the deal must be presented at the next meeting again. This process means it can take a couple of weeks to provide a client with pricing. In early October, the new regime cried foul at this system and wanted to do away with the weekly...
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...process for the product of polymers. 2. Each division head works on the project that makes the most for them, but it doesn’t necessarily help bring new products to the market. 3. There is a lack of coordination within the company’s operations. 4. The company is experiencing a decrease in sales and profits. 5. There are operational conflicts within the major departments. 6. There is no uniformity of command. B. Micro: 1. The existing structure cannot adequately coordinate complex projects. 2. Sales executives tend to question the sales estimates issued by the product managers. 3. The coordination between marketing and the new product development department is insufficient. 4. The product development division is experiencing problems with the marketing division. 5. The product manager has been unsuccessful in coordinating the activities. 6. The company is having difficulties in producing a team concept within the departments. II. Causes 1. The product development division was given responsibility for market research, but the tasks of sales analysis and forecasting remained in the marketing division. 2. For each separate group of products, a project manager was appointed who was responsible for the coordination of all company activities for the product. 3. Estimates are usually based on the total product market rather than on Exley’s share, which often tends to inflate sales estimates. 4. Implementation of separate divisions to handle product development has...
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...A product manager investigates, selects, and develops products for an organization, performing the activities of product management. A product manager considers numerous factors such as intended demographic, the products offered by the competition, and how well the product fits with the company's business model. Generally, a product manager manages one or more tangible products. However, the term may be used to describe a person who manages intangible products, such as music, information, and services. A product manager's role in tangible goods industries is similar to a program director's role in service industries. Diverse interpretations regarding the role of the product manager are the norm. The product manager title is often used in many ways to describe drastically different duties and responsibilities. Even within the high-tech industry where product management is better defined, the product manager's job description varies widely among companies. This is due to tradition and intuitive interpretations by different individuals. In the financial services industry (banking, insurance etc.), product managers manage products (for example, credit card portfolios), their profit and loss, and also determine the business development strategy. In a Scrum environment, a Product Manager is also referred to as the Product Owner, and usually has the main role of representing the product to the customer.[1] Some of the responsibilities of the Product Owner include marketing of the...
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...Summary Lisa Benton is a Harvard MBA who had completed a very successful internship with Right-Away stores, a convenience store chain in Chicago. Although she was offered an attractive position at Right-Away, Benton chose to accept a lower-paying, more junior position at Houseworld because of the company’s greater prestige and reputation for offering excellent classical marketing training in a structured environment. Benton had met several members of the Houseworld product management team during the recruiting process and been impressed with how knowledgeable and friendly they were. However, Benton’s first day of work as an assistant product manager in the Home Care division did not match her expectations. Benton’s new boss, Deborah Linton, offered a cool reception. Linton made clear during their first meeting with Benton that she didn’t like Harvard MBAs and gave the impression that she had no time to help train and orient her new employee. Instead, Benton was shown around by Linton’s other report, associate product manager Ron Scoville, who struck her as condescending and also derisive of MBAs. During her first weeks at Houseworld, Benton developed a good relationship with others in the company. However, she continued to be frustrated by her team. She was consistently relegated to analysis and excluded from strategy and, as such, felt that her talents and training were not being fully utilized. Benton was also troubled by her boss’s lack of interest in her development and noted that...
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...SCATS SALES AND CUSTOMER TRACKING SYSTEM Software Requirements Specification VERSION: FINAL 1.0 CONTENTS 1. INTRODUCTION 3 1.1 Purpose 3 1.2 Scope 3 1.3 Definitions, Acronyms, and Abbreviations 3 1.4 References 3 1.5 Overview 3 2. Overall Description 4 2.1 Product Perspective 4 2.1.1 User Interfaces 4 2.2 Product Functions 4 2.3 User Characteristics 4 2.4 Assumptions and Dependencies 4 2.5 Apportioning of Requirements 4 3. User requirement definition 5 4. System architecture 5 5. System requirements specification 5 5.1 Use Case Diagram for SCATS 5 5.2 Specification of actors 6 5.2.1 Customer 7 5.2.2 Sales Manager 7 5.2.3 Sales Person 7 5.3 Specification of Use Cases 8 5.3.1 Use Case 1. Employee Registration 8 5.3.2 Use Case 2. Product Registration 8 5.3.3 Use Case 3. Sales Registration 9 5.3.4 Use Case 4. Customer Registration 10 5.3.5 Use Case 5. SystemLogin 10 5.3.6 Use Case 6. Update Information 11 5.3.7 Use Case 7. System Output 12 5.4 External Interface Requirements 14 5.5 Performance Requirements 14 5.6 Design Constraints 14 5.7 Software System Attributes 14 5.7.1 Security 14 5.7.2 Maintainability 14 5.7.3 Portability 15 6. System models 15 7. System evolution 15 8. Appendices 16 Introduction 1 Purpose The purpose of this System Requirement Specification document is to describe the system services and...
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...active and healthy living programs, building sustainable communities, cutting our carbon emissions, establishing a sustainable water operating creating a safe work environment and recycling packages. Today, Coca-Cola has a brand that is recognized all around the world. Coca-Cola is one of the most iconic soft drink manufacturers in the world. Coca-Cola offers more than 500 brands in over 200 countries and serves over 1.6 billion servings each day. The company operates a franchised distribution system dating back to 1889. The company's top line promotions includes the promotional activities intended towards mass consumers using mass consumers using mass media. Coca-Cola was one of the first companies to recognize the power of coupons for sales promotion purposes. In 1887, Asa Griggs Candler helped to launch the...
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...great grandmother, a long-time resident of Smith Island, Maryland. The OCOO’s first clients were friends and neighbors in Virginia Beach. Ms. Lipton charged a fair price for a quality product so Company sales grew quickly from word-of-mouth reviews by the neighbors. Two Norfolk, Virginia restaurant Owners became aware of SSoSI's products and began to use the seasonings at their restaurants. Ms. Lipton learned a great deal about the food supply business from these clients. This early success made the OCOO realize there was potential for the Company to grow much larger. To that end, Ms. Lipton established a website and presence on Facebook and Google+ for SSoSI. By the end of the first year of operation, the OCOO moved the operation from the kitchen to her two-car garage and incorporated SSoSI in Virginia. Ms. Lipton began going to food trade shows to market SSoSI’s products. The trade shows not only allowed the OCOO to showcase the Company’s products, but provided Ms. Lipton access to quality spice dealers with reasonable prices for producing the Company's products. Within two years, the OCOO purchased a 30,000 square foot building in the Ocean View section of Norfolk (See Figure 1). The building was renovated to provide a product manufacturing facility, offices for product sales, and a Retail Shop. In...
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...conglomerate that represent the potato growers of northern Maine and Eastern Canada and also oversee the collection, processing and distribution of potatoes and potato products. They have functioned as a local cooperative for years. They have a local center where potatoes are simply weighed, washed, graded, bagged and distributed in various size and weight bags. They have recently built a large manufacturing building in northern Maine with a new focus on higher value products which will include a frozen division line, (French fries, gourmet stuffed potatoes and the like) a dried food division line, (instant mashed potatoes, potato pancake mix etc.) and the traditional potato food line. Bu doing this, they hope to increase their revenue by three times the amount they are currently generating. The next phase of their project calls for a nationwide distribution and sales program. Their major strategy is to recruit the right sales force and develop a system for selling and distributing the product. Down East Spud Busters is currently leading towards the concepts of hiring sales associates who will work out of their homes in strategic locations around the United States. The sales associates hired will then be responsible for a number of things involving meeting a quota, overseeing the sale and any other issues with the sale. The final stage of their plan is to eventually build a second manufacturing center in five years and oversee an increase in crop planting. They then want to hopefully...
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... Product sales in all channels Phone banking Product development Collection Product Launch Product Marketing & ATMs Marchant Acquiring Marketing campaign for all channels Priority Banking Customer Service Market Intelligence DSE Management Relationship Management Tele Sales Product Secured, Unsecured, Liabilities Branches Direct Sales Credit Corporate and Institutional Banking Sr. Relationship Manager Sr. Relationship Manager Relationship Manager Sr. Relationship Manager Relationship Manager Relationship Manager Relationship Manager Sr. Credit Analyst Credit Risk Manager Credit Risk Manager Sr. Sales Supporting Credit Risk Officer Credit Risk Officer Sr. Business Dev. Manager Sr. Relationship Manager Business Dev. Manager Relationship Manager (Trade, Projects, Cash, Trade, Manager --FI, Sales Support Sales) Manager...
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...Sales and distribution Management Unit-1 Sales Management and Salesmanship : Introduction, scope and importance, personal selling: concept and scope, process of personal selling, types and qualities of salesman. Definition The American Marketing Association has given a current day definition of sales Management as: “ The planning, direction and control of personnel selling, including recruiting, selecting, equipping, assigning, routing, supervising, paying and motivating as these tasks apply to the personnel sales force.” Sales management is the management of the sales force and personal selling efforts to achieve desired sales objectives Objectives of sales management : • Qualitative Objectives (long term ) : 1. 2. 3. 4. 5. 6. 7. To do the entire selling job. To service existing accounts (customers) To search and maintain customer cooperation. To assist the dealer in selling the product line. To provide technical advice wherever necessary. To assist in training of middleman’s sales personnel. To provide advice and assist the middleman. Nature of Sales Management • Its integration with marketing management HeadMarketing rtis ManagerPromotion Manager – Market Research Manager – Sales Manager – Market Logistics Manager – Customer Service • Relationship Selling Transactional Relationship Selling Value – added Collaborative / Relationship / Partnering Selling Relationship Selling / / Varying Sales Responsibilities / Jobs Sales Position...
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...Curriculum Vitae Daniel Alex Wache Kapila Tel: Mobile: +260 977 12 33 91 or +260 972 45 95 63 or +260 954 12 15 58 email: dwaj2007@yahoo.com |PERSONAL PROFILE | | | | | |SEX: MALE | | |DATE OF BIRTH:29TH August, 1973 | | |AGE: 39 YEARS | | |Married and Children : 4 ( two Boys and two Girls ) | | |Nationality: Zambian ...
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...The Oriflame Manager Success Plan Executive Director THE SUCCESS TREE Regional Director 11 10 • EXECUTIVE CAR ALLOWANCE £5000pa A Dynamic Income Opportunity • DIRECTOR CAR ALLOWANCE £5000pa • As RD + Opportunity to join International Gold Director Incentives If you plan to succeed “The sky is the limit!” • RM Allowance + All UK Trips • £120000 sales 4 x Regional Managers • As RD + 0.125% on all 5th line RM’s • As SRM + 0.25% on 4th level RM’s • FREE PRODUCTS • FREE PRODUCTS • FREE DELIVERY • FREE DELIVERY • 30% Discount District Manager • £80000 sales 3 x Regional Managers • 30% Discount 6 • DM Allowance • £5000 sales 2 x Group Managers Regional Manager • As GM + 4.5% on all teams 8 Senior District Manager • FREE PRODUCTS • FREE PRODUCTS • FREE DELIVERY • 30% Discount • £40000 sales 2 x Regional Managers • As SDM + 2.5% on 2rd line DM’s + 2.5% on 1st level RM & 1% on 2nd level RM • Commission as DM + 6% on down line DM’s • RM Allowance + New Projector • £15000 sales 2 x District Managers • £10000 Team Sales 1 x District Manager • CAR ALLOWANCE £4000pa • RM Allowance + NEW Laptop • SDM Allowance • 30% Discount 9 • CAR ALLOWANCE£3000pa 7 • FREE DELIVERY Senior Regional Manager • As RM + 0.5 % on 3rd level RM’s • FREE PRODUCTS • FREE DELIVERY • FREE PRODUCTS Senior Group Manager • 30% Discount • FREE DELIVERY ...
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.... Because of the fast shifts in market sales of the product groups tension among the members of the product groups emerged . Each product group wanted to have better performance in market than the rest which is not actually negative at all for the firm because it motivates everyone however the product groups became factions that are not helping in the coordination of all units in the company With the intention to meet the need of increasing production , the company 's executives formed the new product development division . The function of this new division overlaps with that of the research division and marketing department because the extent of functions they perform was not closely discussed and limited by the top-level management Implementation of separate division to handle product development has disrupted the previous cohesive interaction between prior existing divisions. New product development division has taken on a life of its own, opting to market its new developments instead of passing the new products to the other divisions to handle their usual responsibilities. I. The development division has taken over other division’s responsibilities without continuing to gather input and build a relationship with these divisions that already have the knowledge and specialized skills The separation and newly divided responsibilities for divisions created the disruption which previously was not occurring between prior existing divisions In spite of its independence...
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