Produktmanagement im Maschinenbau | PRINT

VDMA 2012
40 pages

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Product management provides systematic decision-making aids and thus makes a decisive contribution to a company's success. More and more mechanical and plant engineering companies are recognizing the opportunities offered by product management and are introducing it. However, the organizational connection, the assignment of responsibilities and tasks as well as the qualification of future product managers pose major challenges for these companies. Product management is considered standard in the consumer goods industry. It is geared towards mass production and easily segmentable product portfolios. However, the solutions and tools cannot be transferred one-to-one to mechanical engineering. A VDMA working group in the Bavarian regional association has developed a guideline to provide information on when product management makes sense and how it can be implemented successfully and quickly.

Contents:
1 Introduction
2 Why do you need product management in mechanical engineering?
2.1 Increasing complexity of markets and products
2.2 Benefits
3 What is product management?
4 What are the typical roles and tasks of product managers?
4.1 Life cycle manager
4.2 Contact and representative
4.3 Controller and leader
4.4 Innovator
4.5 Planner (operational and strategic)
4.6 Implementer/realizer
5 What requirements must a product manager fulfil?
6 Core processes of product management
6.1 Product strategy
6.1.1 Market definition
6.1.2 Positioning
6.1.3 Marketing strategy
6.1.4 Operational product-market concept
6.2 Tracking product strategy implementation
6.3 New product development
6.3.1 Idea management
6.3.2 Project plan
6.3.3 Specifications
6.3.4 Product development
6.4 Market launch
7 Tools and methods in product management
7.1 Product life cycle management
7.2 Marketing factbook
7.3 Polarity profile
7.4 4-field matrix
7.5 SWOT analysis
7.6 Product-market matrix
7.7 Contribution margin analysis
7.8 Portfolio concept
7.9 ABC analysis
8 Common key figures, information sources and analysis tools in product management
8.1 Documentation and monitoring of market and product data
8.2 Planning new products
8.3 Product development process
9 Possible organizational integration
9.1 Product management assigned to technology
9.2 Product management assigned to sales
9.3 Product management independent of technology and sales
10 How to start product management?
11 Product management in practice
11.1 FELLA-Werke GmbH, Feucht
11.2 Rieter Ingolstadt GmbH, Ingolstadt
11.3 JUNGHEINRICH MOOSBURG GmbH, Moosburg
Bibliography
Further reading

Editors:
Wolfgang Lott, Markus Lutz