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- Balancing Customer and Enterprise Needs
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Contact centers have the ability to collect massive amounts of customer information.
Type: Articles and White Papers Topics: Customer Relationship Management, Customer-focused Processes and Functions, Customer Segmentation, Product and Service Innovation, Innovation Processes: 2.1.2.2 Identify potential new products and services, 2.1 Manage product and service portfolio, 2.1.2 Define product/service development requirements, 2.2.2.2 Conduct customer tests and interviews, 2.2 Develop products and services, 2.2.2 Test market for new or revised products and services, 3.1.1.2 Identify market segments, 3.1 Understand markets, customers, and capabilities, 3.1.1 Perform customer and market intelligence analysis, 3.1.2.2 Determine target segments, 3.1.2 Evaluate and prioritize market opportunities, 3.1.2.3 Prioritize opportunities consistent with capabilities and overall business strategy, 3.2.1.2 Develop value proposition including brand positioning for target segments, 3.2 Develop marketing strategy, 3.2.1 Define offering and customer value proposition, 3.2.1.3 Validate value proposition with target segments Industry: Computers, Electronics, Financial Services/Banking, Software- Relevance: 74%
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- Using Customer Segmentation to Innovate
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Customer segmentation is about more than marketing. It can translate into better new product/service development and innovation.
Type: Articles and White Papers Topics: Customer Relationship Management, Customer-focused Processes and Functions, Customer Segmentation, Product and Service Innovation, Innovation Processes: 2.1.2.2 Identify potential new products and services, 2.1 Manage product and service portfolio, 2.1.2 Define product/service development requirements, 2.2.2.2 Conduct customer tests and interviews, 2.2 Develop products and services, 2.2.2 Test market for new or revised products and services, 3.1.1.2 Identify market segments, 3.1 Understand markets, customers, and capabilities, 3.1.1 Perform customer and market intelligence analysis, 3.1.2.2 Determine target segments, 3.1.2 Evaluate and prioritize market opportunities, 3.1.2.3 Prioritize opportunities consistent with capabilities and overall business strategy, 3.2.1.2 Develop value proposition including brand positioning for target segments, 3.2 Develop marketing strategy, 3.2.1 Define offering and customer value proposition, 3.2.1.3 Validate value proposition with target segments Industry: Chemicals, Consumer Products/Packaged Goods, Electronics, Entertainment, Financial Services/Banking, Hospitality, Printing & Publishing, Restaurant- Relevance: 74%
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- Winning at New Products: Early Kills
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What does it take to consistently produce profitable new products?
Type: Benchmarks and Metrics Topics: Product Development Processes: 2.2.1.1 Assign resources to product/service project, 2.2 Develop products and services, 2.2.1 Design, build, and evaluate products and services, 2.1.5.1 Introduce new products/services, 2.1 Manage product and service portfolio, 2.1.5 Manage product and service life cycle, 2.1.6 Manage product and service master data, 2.0 Develop and Manage Products and Services, 2.2.1.6 Build prototypes, 2.2.2 Test market for new or revised products and services, 2.2.2.3 Finalize product/service characteristics and business cases- Relevance: 62%
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- Improving New Product Development Performance and Practices - Report Overview
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This overview of APQC’s Improving New Product Development Performance and Practices report highlights the practices of top new product development (NPD) performers at the project and organizational levels.
Type: Best Practices and Business Drivers Topics: New Product Development, Product Development Processes: 2.0 Develop and Manage Products and Services, 2.2 Develop products and services, 2.2.2 Test market for new or revised products and services- Relevance: 55%
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- Nonmember Price: Download FREE
- Critical Elements of a Successful New Product Strategy
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As APQC's Improving New Product Development Performance and Practices report outlines, countless studies have indicated a need for organizations to have a product innovation and technology strategy.
Type: Best Practices and Business Drivers Topics: New Product Development, Product Development Processes: 2.2.2 Test market for new or revised products and services, 2.0 Develop and Manage Products and Services, 2.2 Develop products and services- Relevance: 48%
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- Effective Tools for Project Prioritization
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APQC's perspective on best practices in Effective Tools for Project Prioritization, featuring case examples from Bausch & Lomb, Texas Instruments, Ford Motor Co., Raytheon Integrated Defense Systems, NASA.
Type: Best Practices and Business Drivers Topics: Project Management, Organization and Management Processes: 2.2.2 Test market for new or revised products and services, 2.0 Develop and Manage Products and Services, 2.2 Develop products and services- Relevance: 45%
- Member Price: FREE
- Successfully Analyzing Project Potential
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APQC's perspective on best practices in Successfully Analyzing Project Potential, featuring case examples from Texas Instruments and Bausch & Lomb.
Type: Best Practices and Business Drivers Topics: Project Management, Organization and Management Processes: 2.2.2 Test market for new or revised products and services, 2.0 Develop and Manage Products and Services, 2.2 Develop products and services- Relevance: 45%
- Member Price: FREE
- Improving New Product Development Performance and Practices (Best Practices Report)
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Discover the practices of top New Product Development (NPD) performers at the project and organizational levels and examine the overall impact of NPD best practices in Improving New Product Development ...
Type: Reports and Books Topics: New Product Development, Product Development Processes: 2.0 Develop and Manage Products and Services, 2.1.2.2 Identify potential new products and services, 2.1 Manage product and service portfolio, 2.1.2 Define product/service development requirements, 2.2.1 Design, build, and evaluate products and services, 2.2 Develop products and services, 2.2.2 Test market for new or revised products and services- Relevance: 44%
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- Nonmember Price: $295.00
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- Implementation of the After Action Review at Sprint
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Taken from, "Taking Knowledge and Best Practices to the Bottom Line" , Dan Falvey of Sprint and Orin Nagel of Booz-Allen and Hamilton discuss the positive impact of the After Action Review at Sprint.
Type: Articles and White Papers Topics: Business Excellence, Process, Product Management and Planning, Product Development Processes: 12.4.3 Implement change, 12.0 Manage Knowledge, Improvement, and Change, 12.4 Manage change, 2.2.2 Test market for new or revised products and services, 2.0 Develop and Manage Products and Services, 2.2 Develop products and services- Relevance: 44%
- Member Price: FREE
- Quality Approaches for the New Millenium - Chevron Case Study
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This two-page profile of Chevron Corporation provides background information, along with the oil and gas company's best practices in quality approaches.
Type: Case Studies Topics: Quality, Business Excellence Processes: 2.2.2 Test market for new or revised products and services, 2.0 Develop and Manage Products and Services, 2.2 Develop products and services- Relevance: 44%
- Member Price: FREE
- Nonmember Price: $50.00
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