пятница, 22 декабря 2023 г.

Есть идея: 10 сервисов для брейншторма в команде

 

Источник: freepik.com


Для эффективного брейншторма нужны не только классные идеи, но и инструменты, которые помогут их систематизировать и отфильтровать. Делимся подборкой 10 онлайн-сервисов для мозгового штурма в команде.

Подборка сервисов для брейншторма



Miro

Это онлайн-инструмент для коллаборативной работы и визуального планирования. В нем можно создавать диаграммы, схемы, карты и другие графические элементы для управления проектами и командной работы. Во время работы на онлайн доске участники смогут увидеть саму доску и при необходимости вносить свои идеи, наглядно показывать взаимосвязи между ними.


Trello

В нем можно создавать карточки с задачами, перетаскивать их по спискам, добавлять комментарии и прикреплять файлы. Для брейншторма можно создать несколько колонок для фильтрации идей. Например, первичные идеи, промежуточные и финальные. На каждую карточку поставить тег с обозначением, от какой команды эта идея, а в описании написать ее подробнее.



Stormboard

В этом онлайн-инструменте можно не только генерить идеи, группировать их, но еще и голосовать за лучшие. На доску можно загружать изображения, видео, файлы.



MindMeister

Инструмент для создания ментальных карт и организации информации, который позволяет создавать диаграммы, связывать их, добавлять комментарии и прикреплять файлы. На платформе есть уже готовый макет карты, но вы можете создать и свою.



Ideaflip

Онлайн-инструмент для коллаборативного брейншторминга и визуализации идей, который позволяет создавать заметки, перетаскивать их по доске, добавлять комментарии и фильтровать по тегам. Ideaflip также предоставляет выбор шаблонов и возможность экспорта в различные форматы, такие как PDF и PNG.



GroupMap

На этой платформе вы также можете создавать карты, добавлять идеи, группировать их и голосовать за лучшие. GroupMap подходит для различных — для принятия решений, планирования проектов и проведения обучения.



RealtimeBoard

Онлайн-инструмент для совместной работы и визуального планирования, который позволяет создавать диаграммы, схемы, карты и другие графические элементы для управления проектами и командной работы. Из преимуществ — синхронизация с другими онлайн-инструментами, такими как Google Drive, Dropbox, Trello.



Conceptboard

Этот инструмент позволяет создавать диаграммы, схемы, карты и другие графические элементы для управления проектами и командной работы. Он также позволяет создавать доски, на которых можно рисовать, добавлять текст, изображения, видео, файлы и другие элементы. Есть возможность комментирования и обсуждения каждого элемента на доске, что упрощает коммуникацию и сокращает время на обсуждение идей.



Creatlr

В этом сервисе можно создавать заметки, перетаскивать их по доске, добавлять комментарии и фильтровать по тегам. Идеи создаются в виде цифровой карточки, которую можно дополнять текстом, изображениями, видео и другими элементами.



Stormz

Помимо того, что в этом сервисе можно создавать идеи, группировать их, добавлять комментарии и голосовать за лучшие, также есть функция создания кастомизированных игр и упражнений. Их можно адаптировать под конкретные задачи и цели мероприятия.


Любовь Карась

Bain's Management Toolkit. Part 2

 
















https://youexec.com/

четверг, 21 декабря 2023 г.

Principles of Marketing. Unit 1 Setting the Stage. Chapter 1 Marketing and Customer Value. 1.2 The Marketing Mix and the 4Ps of Marketing

 

Figure 1.4 The Marketing Mix and the 4Ps of Marketing (attribution: Copyright Rice University, OpenStax, under CC BY 4.0 license)

Marketing Mix Defined

Having a great product or service is just the first step in establishing a successful business or building a successful brand. The best product or service in the world won’t translate to profits unless people know about it. How do you reach customers and help them connect with your product? That’s the role of the marketing mix.

The marketing mix is commonly referred to as the tactics a company can use to promote its products or services in the market in order to influence consumers to buy. The marketing mix is also known as the 4Ps: product, price, place, and promotion (see Figure 1.4). Let’s look more closely.

  • The product is the good or service that the company provides.
  • The price is what the consumer pays in exchange for the product.
  • The place is where the product is purchased.
  • Promotion is comprised of advertising, sales, and other communication efforts the company utilizes to attract the customer.

The 4Ps of Marketing

To this point, we’ve been talking marketing in somewhat of an abstract manner. Instead of continuing with a theoretical discussion of the marketing mix and the 4Ps of marketing, we’re going to approach these topics using an example of a product you probably already own—a backpack. Let’s get started.

Product

Remember: product refers to a good or service that a company offers to its customers. Let’s consider a product that many of you likely own as a college student: a backpack (see Figure 1.5).


Figure 1.5 Marketing analyzes customer product needs to determine new product models or features that customers would value, such as a padded computer sleeve in a backpack for students. (credit: “Incase Backpacks” by albertoziveri/flickr, CC BY 2.0)

In terms of the first of the 4Ps, marketing analyzes the needs of consumers who buy backpacks and decides if they want more and/or different bags. For example, marketing will analyze what features consumers want in the bag. Do they want a water bottle pocket, padded shoulder straps, reflective tape, a padded laptop sleeve, or organizer pockets? Think about your own bag for a moment: Why did you buy this particular product? What features did it have that made it appealing to you?

Armed with market research knowledge, marketing then attempts to predict what types of backpacks different consumers will want and which of these consumers they will try to satisfy. For example, are you selling bags to adults for their children’s use? Are you selling them to young adults who might want more (or different) graphics on the bag? Are you selling to adults who will use these bags for work or for school?

Marketing will then estimate how many of these consumers will purchase backpacks over the next several years and how many bags they’ll likely purchase. Marketing will also estimate how many competitors will be producing backpacks, how many they’ll produce, and what types.

Price

Price is the amount consumers pay for a product or service. There’s a delicate balance here. On one hand, marketers must link the price to the product’s real or perceived benefits while at the same time taking into consideration factors like production costs, seasonal and distributor discounts, and pricing product lines and different models within the line.

Marketers attempt to estimate how much consumers are willing to pay for the backpack and—perhaps more importantly—if the company can make a profit selling at that price. Pricing products or services can be both an art and a science. In the case of our backpack example, the company wants to determine two things:

  • What’s the minimum price that the company can charge for the backpack and still make a profit?
  • What’s the maximum price that the company can charge for the backpack without losing customers?

The “correct” answer usually lies somewhere in between those points on the price continuum.

Promotion

Promotion includes advertising, public relations, and many other promotional strategies, including television and print advertisements, internet and social media advertising, and trade shows. A company’s promotional efforts must increase awareness of the product and articulate the reasons why customers should purchase their product. Remember: the goal of any promotional activity is to reach the “right” consumers at the right time and the right place.

In terms of our backpack example, marketing now needs to decide which kinds of promotional strategies should be used to tell potential customers about the company’s backpacks. For instance, should you use TV advertisements to make customers aware of the backpack? If so, you’ll want to run your commercials during programs that your target audience watches. For example, if you’re selling backpacks to children (or trying to entice them to badger their parents to purchase them), children’s cartoons may be the most cost-effective avenue to reach your target market. If your backpacks are designed for work or school, you’ll likely decide to advertise on television programs that target younger adults.

Perhaps you’ll decide to run magazine print ads. If so, you’ll need to decide in which magazines you’ll place the ads. Most magazines have a very specific readership demographic consisting of factors such as age, gender, and interests. If you’re going to advertise those backpacks with print ads, you’ll want to leverage readership demographics to ensure that your message is being seen by the right consumers—those who are most likely to buy your backpacks.18

What about internet advertising? Internet advertising (sometimes known as online advertising or digital advertising) is a promotional strategy in which the company utilizes the internet as a medium to deliver its marketing messages. If you’re going to go the digital route, what types of internet advertising will you use? Search engine marketing? Email marketing? Social media ads? TikTok videos?

Place

Place considerations focus on how and where to deliver the product to the consumer most likely to buy it. Where did you buy your backpack? Did you buy it in a big box store, online, in an office products store, or perhaps even the school bookstore? Once again, through market research, marketers determine where potential customers will be and how to get the company’s backpacks to them.

One important factor to note about the importance of place in the marketing mix is that it doesn’t refer to the location of the company itself but rather to the location of the customers or potential customers. Place deals with strategies the marketer can employ to get those backpacks from their present location—a warehouse, for example—to the location of the customers.

Knowledge Check

It’s time to check your knowledge on the concepts presented in this section. Refer to the Answer Key at the end of the book for feedback.

1.
Which of the following is NOT one of the 4Ps of marketing?
  1. Product
  2. Price
  3. Place
  4. Positioning
2.
Which of the 4Ps focuses on determining how much consumers would be willing to pay for a product or service?
  1. Product
  2. Price
  3. Place
  4. Promotion
3.
Which of the 4Ps of marketing focuses on how and where to deliver the product to the consumer most likely to buy it?
  1. Product
  2. Price
  3. Place
  4. Promotion
4.
DiJuan, a marketer for a soft drink company, ensures that his company’s products are available in numerous locations—vending machines, convenience stores, restaurants, and supermarkets. Which element of the 4Ps is DiJuan addressing?
  1. Product
  2. Price
  3. Promotion
  4. Place
5.
You’re a marketer trying to determine which trade shows you might want to include in your marketing mix. Which element of the marketing mix would address this concern?
  1. Product
  2. Price
  3. Place
  4. Promotion

https://openstax.org/

среда, 20 декабря 2023 г.

Product-Led vs Customer-Led? It's About Balance

 


By JANA PAULECH

It’s no secret that at Brainmates we see product management as the engine of growth in every organisation. This means that we see a ‘product-led’ direction as the path that modern organisations should follow to achieve sustainable and innovative growth.

We talk about product-led thinking, we have a Product-Led Program, and we even advocate to senior executives and boards across Australia and New Zealand that being product-led is the secret sauce of growth.

But, as many executives have in the past, you may ask yourself why product-led?

Don’t we want to be ‘customer-led’?

This gets to a fundamental misunderstanding. Product-led does put customers at the heart of decision-making, but customers are only half of the equation.

Product-Led Is About Balance

Product-led is about balancing customer and organisational value. Creating great outcomes for the customer and delivering great outcomes for the organisation.

-This balance avoids the pitfall of solving the wrong customer problems – ones that aren’t really valuable for the organisation to solve.

If you have ever asked the question “why are we building this”, and the only answer was “because XYZ customer wants it”, you would understand what happens if we don’t have balance when considering customer needs. It makes for products with no realisable market potential as they are built for one customer who yells the loudest.

Balancing both sides of this equation necessitates you knowing a LOT more about your customers than you may think.

Not only do we need to know their problem, but also how painful the problem is.

How many other similar customers (in our realisable target market) have this problem?

Is it sufficiently painful that they will exchange something of value with us to solve it for them?

How much would they exchange?

How often?

Being a product-led organisation means your whole organisation aligns around this balance of customer and organisational value. At a more tangible level for product leaders, it means your teams have the skillsets of customer research and commercial acumen in balance as they discover and communicate product opportunities.

Less than 50% of product teams actually engage with their customers.

Engaging with customers directly, continuously and meaningfully is still the best way to gain a shared understanding of their needs, and is essential to being truly product-led.

Product-Led Is About Customer Research

‘Know your customer’ – or some version of this – is the core tenant of many product practice theories, and most product teams think they do indeed know their customers.
 
In a recent study, over 50% of product teams believed they had a shared understanding of customer needs. However, 69% of them also said that the products and features they released were not consistently well received by customers.
 
This may have to do with the fact that less than half of product teams actually engage with their customers.
 
Engaging with customers directly, continuously and meaningfully is still the best way to gain a shared understanding of their needs and is essential to being truly product-led.
 
But how do we do this?
 
The three best ways are:
 
• Directly – Actually talk to them! Using product analytics, A/B & multivariate testing and other indirect, quantitative measures is important but not a substitute for actually talking to them. The old adage that numbers can tell you ‘what’ but not ‘why’ only scratches the surface of this – the colour and empathy you get from 5 minutes with an actual customer can never be expressed in numbers.
 
• Continuously – Make talking to customers a habit, and part of your weekly process. This ensures you are walking the talk and truly understanding the needs of customers. It also means you aren’t only talking to one or two customers, but many, to not skew research to the ‘best’ or ‘loudest’ customers.
 
• Meaningfully – being considerate of how you engage customers, and being planned and structured is essential to getting meaningful insight from customer research. Unstructured research is good, but a few minutes of effort to put together a research objective and a few questions will make it even more meaningful. Better yet consider an evergreen research plan that harnesses interactions all team members have with customers to gain meaningful insights for all.

Product-Led Is About Commercial Acumen

If ‘know your customer’ is a core tenant of product practice, ‘know your commercial models’ is the poorer sibling sitting in the corner.

It’s no good to generate customer insight without being able to translate that into a commercial model which the organisation can then benefit from.

Unfortunately in many organisations the commercial potential of a product-led approach is never leveraged or harnessed. This may be as simple as a lack of a baseline understanding across the organisation of the numbers that drive it (costs and benefits). It may be a lack of process for making commercial decisions using robust frameworks and commercial value models. Or it may be a fundamental lack of trust in product to make sound commercial decisions.

In a recent study by the Association of Product Professionals which interviewed over 50 non-product (CEO, CTO, VP, GM, EGM, COO) and product leaders, they found that senior executives “doubt the commercial skills of product managers [and therefore], define the scope and solution before handing over”.

Product-led organisations place an emphasis on all areas of the organisation, including product, being bi-lingual – speaking the language of customer value and organisational value.

They balance their assessment of investment opportunities on two fronts:

• Market Assessment – Focusing on who the target market is in detail and what compelling and painful problem we will solve for them.

• Commercial Assessment – Focusing on the value model for achieving organisational benefits, how we will achieve value for the organisation, how much value will be achieved (revenue & cost) as well as the business risks involved in securing those benefits.

Finally, product-led organisations gain alignment across the organisation more easily to sound opportunities (and see-through vainglorious ones) as they are all speaking the same two languages in balance.

https://brainmates.com.au/