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When this occurs typically a company will have to scramble to explain why all their commitments about a new product only partially were delivered, if at all. This and the precise market positioning of a new product to ensure existing products are not cannibalized require product managers to have a unique and expert-level skill set (Guide, Li, 2010).
Why the Industry Needs the Product Development and Management Association (PDMA) and New Product Development Professional (NPNP) Certifications
The role of the PDMA is to support the continual education and attainment of excellence in product development and management, creating opportunities for professional advancement for its members while ensuring a consistently high level of professionalism and thought leadership. The PDMA often hosts seminars and promotes opportunities for learning among its membership base, which is global in scope. In addition to its commitment to continual learning, the PDMA also works to define and continually improve on best practices in each area of product development and product management. As a result, the association has created one of the worlds' most extensive collection of new product development, new product introduction, product management, pricing, and team leadership knowledge available globally today (Pickton, 2003). The PDMA also sponsors the annual global conference on Product Innovation Management and sponsors events that further learning and best practices in product lifecycle and product management. The PDMA is best known in many communities for its extensive support in local chapter meetings and its ability to attract senior managers, directors and CEOs who have experience in product management as speakers at their monthly meeting. Product management training organization Pragmatic Marketing for example is often invited to PDMA chapter meetings to present on a variety of product management topics....
Based on all these attributes, it is apparent that the PDMA is a very valuable organization for anyone entering into a career or already working in the field of product management.
The New Product Development Professional (NPDP) certification is highly valuable for any product management professional because it provides a solid foundation of tools and techniques in the areas of strategy, portfolio management, the new product development and launch process, and the use of tools and metrics. The NPDP certification also provides useful knowledge on which market research techniques are best to use for a given information need, in addition to providing guidance on how to succeed as a cross-functional leader. These are all skills that are indispensible for any product management professional, and the methodology the NPDP certification integrates them all together into a cohesive foundation of knowledge. The testing and scoring are rigorous and also bring an element of personal achievement to the process, which further acts as a motivator to learn more. Anyone going into product management as a career needs to seriously consider the NPDP certification as a foundation of lifelong learning.
References
Choi, J., Kristiansen, E., & Nahm, J.. (2010). VAPORWARE. International Economic Review, 51(3), 653.
Guide, V., & Li, J.. (2010). The Potential for Cannibalization of New Products Sales by Remanufactured Products. Decision Sciences, 41(3), 547.
David Pickton. (2003). The PDMA Toolbook for New Product Development. R & D. Management, 33(4), 459-461.
Schmidt, J., Sarangee, K., & Montoya, M.. (2009). Exploring New Product Development Project Review Practices. The Journal of Product Innovation Management, 26(5), 520.
Market Orientation of Medical Diagnostic Units Dissertation for Master of Health Administration i. Introduction ii. Objectives iii. Description iv Administrative Internship v. Scope and Approach vi. Growth vii. Methodology viii. Hypothesis ix. Survey Questionnaire x. Research Design xi. Observation and Data Presentation xii. Test provided xiii. Analysis of findings Marketability of Patient Satisfaction Importance of Employee Satisfaction xiv. Conclusions and Recommendations xv. Bibliography xvi. Notes xvii. Appendices Market Orientation of Medical Diagnostic Units
General Electric (Collis, Montgomery, 2008) pioneered the development of this framework, working in conjunction with the Boston Consulting Group to tailor its specific market sizing and profitability measures to the conglomerate of businesses that comprised GE at the time. One of the key assumptions of the BCG Growth/Share Matrix is that there must be continual monitoring of the market, specifically competitors and relative market share growth over time. Only
There are several kinds of scenarios. However, in this paper, we limit our discussion to the decision-driven and vision-driven scenarios as proposed in the work of Courtney (2003). We however extend this discussion to involve the three levels of performance as proposed by Rummler and Brache (1995). The argument of course is based on the general consensus that the vision-driven scenarios are best suited for issues occurring at the organizational level
A third strategic effort made by eBay in conquering the Asian market is represented by diversification -- not the diversification of its operations or provision of services, but the diversification of the markets served. Traditionally focused on China as a source of increased gains, eBay has come to redirect its attention to other countries as well. The online auction company is as such focusing on launching and expanding operations in
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