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Fueling Customer Rewards. A New Framework for Customer Segmentation - Judy Bayer and Marie Taillard. By Judy Bayer and Marie Taillard | 10:00 AM June 12, 2013 Her confession was blurted out in the midst of our first conversation about the new digital marketing strategy which we would eventually advise them on: “You know, I don’t think I believe in segmentation anymore.”

A New Framework for Customer Segmentation - Judy Bayer and Marie Taillard

She said it fast and softly, almost in hope that the sounds around us would make it inaudible. But we did hear it, and responded, “Well, we don’t either.” For us, this exchange was the culmination of a reflection that had started in the classroom and in client engagements, where we were finding an increasing disconnect between telling people about segmentation, targeting and positioning on the one hand, and about the increasing shift of control from brands to consumers, on the other. In one presentation, we were exuberant about Big Data and Little Data, and in the next, speaking what seemed to be 1960′s voodoo psychographic language.

Agile Requirements Modeling. Table of Contents 1.

Agile Requirements Modeling

Agile Requirements Modeling in a Nutshell Figure 1 depicts the Agile Model Driven Development (AMDD) lifecycle, which depicts how Agile Modeling (AM) is applied by agile software development teams. The critical aspects which we're concerned about right now are initial requirements modeling, iteration modeling, model storming, and acceptance test-driven development (ATDD). The fundamental idea is that you do just barely enough modeling at the beginning of the project to understand the requirements for your system at a high level, then you gather the details as you need to on a just-in-time (JIT) basis. Figure 1. 1.1 Initial Requirements Modeling At the beginning of a project you need to take several days to envision the high-level requirements and to understand the scope of the release (what you think the system should do). Products - Revel Systems - iPad POS System Products. Startup Clinkle Gets $25 Million to Create Mobile Payment Standard. A startup founded by a recent Stanford grad has scored $25 million in funding from several top Silicon Valley venture capitalists to solve the problem of mobile payments.

Startup Clinkle Gets $25 Million to Create Mobile Payment Standard

Accel Partners, Andreessen Horowitz, Intel and Intuit are among the investors for Clinkle, which plans to release an app for university students "in the upcoming year. " Lucas Duplan, Clinkle's 22 year-old founder, remained vague about how Clinkle will work, only stating that he is "building something that’s fundamentally different from everything else out there. " Duplan, pictured above, says the idea stemmed from a trip abroad during his freshman year of college. "The exchange of value is one of humanity’s most important inventions," he wrote in a blog post.

"But somehow, the way in which we transact hasn’t significantly changed in decades. Jim Breyer, a partner with Accel, said he was impressed by Duplan and his team (the staff is approaching 50 employees). Product Portolio Management. Product Portolio Management Aligning Strategy to Resources Managing the lifecycle of a product isn’t a clear cut or an easy task.

Product Portolio Management

Managing the lifecycle of multiple products or product lines can be daunting. How do you decide where to invest and where to hold? Why Product Managers Wear Sneakers. Posted on September 2, 2010 by steveblank I gave a talk last night to the Silicon Valley Product Management Association.

Why Product Managers Wear Sneakers

It’s a San Francisco Bay Area forum for networking, jobs and education for over 500 Product Management professionals. This is one of the Silicon Valley organizations that remind you why this is a company-town whose main industry is entrepreneurship, (and a great example of an industry cluster.) The published title of the talk was, “How to Create a $100M Business and Out Innovate your Competition.” I read that and thought, “If I knew how to do that I would have been a VC.” The gist of the talk was to observe that: Product management & the product manager. Product management involves the management of the business of your product.

Product management & the product manager

Often an overlooked function in a new company, its function is key for delivering successful products that meet your market’s needs and your company’s revenue expectations. How to Prosper as a Product Manager - Redefining and Strengthening the Product Manager’s Role. The title “product manager” is the most commonly held marketing position.

How to Prosper as a Product Manager - Redefining and Strengthening the Product Manager’s Role

Product managers are essential to a company’s efforts, yet the position is fraught with frustration. Often, product managers are disappointed to discover that tactical coordination requires so many of their working hours. Why does the strategy-oriented job they thought they had accepted so often become lost among the rest of the position’s demands? Most literature in the field has focused on factors affecting a new product’s success or failure, including the quality of market research or a product’s superiority. Mohanbir S. What, exactly, is a Product Manager? 1.5K Flares1.5K Flares × © 2011 Martin Eriksson.

What, exactly, is a Product Manager?

Re-use with appropriate attribution. Product management job description. Steve Blank on Customer Development: The Second Decade. New Product Development Synecticsworld/Anderson School of Management. Product Management as CEO Training. Product Beautiful: Building Product Management by Paul Young. Product Management: How do you become a product manager. Three Keys to Product Management Success. As product managers you have a significant responsibility for the success of your company.

It’s easy to get bogged down in the countless tasks that are thrown your way every day. With all the meetings, floods of email, and requirements to manage, the thought of spending time on areas of strategic focus can seem overwhelming. However, with planning and a little effort you can make the difference. Start by focusing on three simple, yet powerful, keys to success: Know your market: Get a clear understanding of the market where your products compete, and work diligently to stay out in front of new trends and technologies. These three practices cover the most important bases for creating successful products. Product Manager 101: What Does A Product Manager Actually Do?