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If you want to be a bad product manager, never take risks. Be afraid to try anything new until it’s been tried and tested hundreds of times. You’ve gotten this far by sticking with what works, so there’s no reason to change. If your competitors aren’t doing it, then why should you be doing it? When you try new things, there’s a good chance they might not work out, and there’s no benefit to that. If you want to be a good product manager, experiment and learn. You need to take chances, try out things to see if they work, and get ahead of the market. Even if your experiments do not succeed, you will at least learn something in the process. I owe the “experiment and learn” tagline to my colleague Rafael Sidi, who embodies this good product management trait and has a post on his blog with the same title. He used it to describe a new feature that has been added to his product. The feature likely wasn’t something that was commonly requested by customers, nor was it something that the competition really offered, but Rafael saw an opportunity to leverage ideas taking hold in other areas….

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تعرف على مديرك

بالطبع سؤال يتبادر الى اذهانا و هو ما هى شخصيه مديرى فى العمل و كيف اتعامل معه و اعرف ما يحبه و ما يكرهه فى هذه المدونه سنتعرف على انواع المديرين عن طريق جون ماير الذى قام بتقسيم المديرين الى اربعه انماط كشخصيات النمط الأول: الشخصية العصامية ومن صفات هذه الشخصيه ١) الانغماس في العمل: العصاميون يعشقون العمل، ولا يطيقون صبر ا إذا ظلوا دون عمل ينجزونه. يحسدهم الزملاء على طاقتهم التي ينفقونها في أعمالهم دون كلل أو ملل. يعيبهم شيء واحد وهو أنهم لا يطيقون الكسالى، ويدخلون في صراعات كثيرة مع كل من لا يعمل بنفس  كفاءتهم وإصرارهم. هذه النوعية من المديرين، يكرسون وقتا لعملهم أطول بكثير مما يكرسونه لأسرهم. فهم ينسون أنفسهم في العمل. كثير من العصاميين يخفقون في حياتهم الأسرية وينجحون في حياتهم العملية، إلا إذا كانت زوجاتهم تشاركهم العمل. ٢) حب التخطيط: لدى العصامي قدرة عجيبة على تقسيم المهام إلى مراحل يتابع كل منها بحماس، وهو ينجز المهام الكبيرة طويلة الآجل أفضل مما ينجز المهام قصيرة الآجل. فهو يجيد التخطيط وتحديد الأهداف المرحلية. وتلك هي نقطة القوة التي ينطلق منها العصامي ويتفوق بها على جميع أقرانه في المنظمة. ٣) قوة الشخصية: يتصرف العصامي باستقلالية، وهو لا يبحث عن دعم الآخرين له. فهو واثق من أنه يفعل…

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If you want to be a bad product manager, create mystery around your product. Be coy with your name and message to the market. You want to “build buzz” and by making your soon-to-be-released product an enigma, you can get people excited about it. Telling potential customers what the product does would just ruin the surprise and squash any potential viral marketing opportunities. If you want to be a good product manager, make the product’s purpose absolutely clear. There are rare instances where some mystery and intrigue is really essential to a product’s success (The Blair Witch Project comes to mind). For most products, you need to immediately connect with customers. Grab their attention by communicating the value of your product, not by trying to be sly or overly clever. Especially in this information-overloaded world, the need for a clear message is even more paramount. When customers are flooded with thousands of messages each day, you can’t risk losing some potential interest because people can not figure out what it is your product actually does. Can you clearly communicate the value of your product in 5 words or less? Try it; refine it. Boil the value down to its core…

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علم التجسس على السوق

يبدو العنوان فى هذه التدوينه و كأنها قصه ادهم صبرى التى كنا نقرئها و نحن اطفال من سلسله رجل المستحيل و لكن يعتبر هذا الجزء من علم التسويق اهم جزء فى علم التسويق حيث انه سيحدد المنتج الذى يريده المستهلك و المستهلك هنا هو الطبيب ولهذا تقع معظم شركات الادويه فى العالم العربى فى هذا الخطأ حيث فى الغالب تقوم بتسجيل دواء على حسب رغبه الشركه و هواها و ليس على رغبه العميل نفسه و يبدا المندوب فى المعركه مع الاطباء بكم هائل من الاعتراضات سواء على السعر او على الماده الفعاله او تركيز الماده الفعاله او اسم الدواء او لون علبه الدواء وتكون النهايه فشل الدواء و خسارة اموال ووقت و جهد واحباط المندوب . على ما اظن اتضحت الصورة الان انه علم ابحاث التسويق تعتمد أبحاث السوق على قراءة ما طلبه / يطلبه / سيطلبه الناس. ولذا على المُسوق دائماً قياس المنفعة المنتظرة من هذه الأبحاث، ومقارنتها مع تكلفة الحصول عليها، والفترة الزمنية المطلوبة للحصول عليها، ثم اختيار مستوى الدقة المناسب. ولكن، ما هي الأسباب القوية والداعية للقيام بأبحاث السوق؟ 1- فهم السوق ووصف ما يجري فيه (البحث التوصيفي) أبحاث السوق تصف وتصور وتشف لك ما يحدث الآن في السوق، فهي مثلاً توضح لك الفئة العمرية التي تستخدم منتجاتك،…

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If you want to be a bad product manager, treat all aspects of the job as equally important and try to do everything yourself. Make sure you balance your time equally between studying the market, talking with customers, writing requirements, monitoring development, and supporting sales. You don’t want to neglect your duties in any one area, nor do you want to give the impression that one aspect of the product is more important than any other by focusing your time there. You need to personally spend a bit of your time on all of the different responsibilities of product management. If you want to be a good product manager, focus on the most important areas of your job and find people who can help with other aspects of product management. Treating every aspect of product management equally is a noble idea but is neither realistic nor necessary. Most products have one area that needs more attention. Maybe the vision and strategy is clear but the requirements and development are issues. Maybe development is fine but there is no long-term product roadmap. Maybe the product itself meets customer needs but customers are unaware of it. Good product managers focus on the…

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If you want to be a bad product manager, use market research to justify a decision you’ve already made. You’re the product manager, after all, and you know what the product should do and how it should do it. You’ve done your research already. If someone else has research that conflicts with what you’ve found, then it must be a problem with how they conducted the research. Either way, what you’re doing is so new and innovative that there’s no way to do research about it because it’s something people haven’t ever seen before and have no way of evaluating it. And even if the market could, you don’t want to be a robot that just does everything market research tells you to do, do you? If you want to be a good product manager, use market research to inform your decisions. Part of being a market-focused product manager is listening to what the market has to say, whether you like it or not. At times, that may mean overturning a decision you’ve made. It could lead to the company squashing a pet project that you’ve been working on for months. There’s potential that you will get a good dose…

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If you want to be a bad product manager, insist on arbitrary and inflexible release dates. It’s vitally important that you get this product out in the market as soon as possible. The sooner you launch the sooner you can start making money. It also doesn’t hurt that the release date is a few weeks before that big vacation you’ve scheduled. And you told senior management that you would have it released by then and don’t want to look bad in front of them. And you’re hoping to show it off at that conference coming up — of course, no sales will come out of that conference and there’s another similar conference a few months later, but you’d still like to be able to show it there. Hold firm to your release date — if you start budging now then it will show weakness and you’ll never be able to get a firm date for any progress on the project. If you want to be a good product manager, be realistic about the necessity of meeting release dates. In almost all cases you want to launch a new product or product enhancement sooner rather than later. There are many benefits…

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If you want to be a bad product manager, just focus on your product on its own. Don’t worry about how it works with other products. You’re not responsible for those products, you’re responsible for your own. Why should you care about other products that your company produces? Your product needs to be good enough that it stands on its own. Plus, any issues with how your product works as part of a system with other products is really an issue for those other product managers to figure out, not you, since the problems are probably with their products. If you want to be a good product manager, think of your product as part of a system. The old adage that the whole is greater than the sum of the parts is definitely true here. While you may view products as separate and structure your organization appropriately, customers may view them all as part of one system from one company and expect added benefits and efficiencies when using them together. Peter Merholz provides two good examples. First, the Apple music universe — iPod, iTunes music management, iTunes store. Though there may be different product managers in charge of each of…

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If you want to be a bad product manager, always try to compete in the biggest market available. Even if you’re a small player in that market, if you can take just a tiny percentage of market share (which has to be really easy, right?) you’ll be wildly successful. It’s much better to grab a small piece of a big market than waste your time trying to get a substantial portion of a small market. After all, once you’ve done that, where do you go next? If you want to be a good product manager, realize that bigger is not always better. One of the most common misconceptions is that it is easy to take just a small piece of a huge market. Though the percentage may be small, the competition can be very tough, much more so than a smaller uncontested space in the market. Usually when you have a big market, you have major players who are fighting tooth and nail for every piece of market share they can get. Another misconception is that a product which is the biggest fish in a small pond has nowhere to go. ZIGZAG Marketing offers this tip: Many successful technology companies…

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If you want to be a bad product manager, react swiftly to any objections pointed out during the sales process. Any issue that customer raises could potentially cause you to lose a sale, so you must make immediate changes to prevent that from happening. If a competing product has a type of content that yours doesn’t, start a special project to create and add that content into your product. If a customer comments that they’d like to be able to export to 10 different file types, not just eight, add in those other two. When a potential customer asks if your product supports OS/2 and PCL 4 printers, make sure to stop all other development work and prioritize those features. After all, being a product manager is about giving customers what they ask for, right? If you want to be a good product manager, identify and focus on areas that are actually impacting sales. There may be some issues that are creating uncomfortable moments during the sales process, but you should not immediately react to them. Instead, when issues are pointed out during the sales cycle, ask yourself three questions: Does this fit with the overall strategic direction for the…

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If you want to be a bad product manager, use customer visits as an opportunity to sell your product. You’ve got the attention of key decision makers for an extended period of time, so why wouldn’t you want to promote your product? If they’re current customers, try to up-sell them or plug other products from your company. You need to do all you can to drive revenue since it’s one of your key objectives. Salespeople will appreciate your help in closing sales and customers will value your in-depth knowledge of your product. What better use of time with customers could there be? If you want to be a good product manager, use customer visits as an opportunity to conduct voice of the customer research. Selling product when you visit customers may have some short-term benefit, but understanding customer needs and market problems will provide much more value in the long term. Customers are constantly being sold to, by your sales staff and others. They do not need someone else coming in and trying to sell to them. In fact, they likely will appreciate talking with a vendor who is not trying to sell anything but instead interested in hearing about…

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If you want to be a bad product manager, treat everything you do very seriously. This is business, after all, and there’s no time for fun and games. You need to earn the respect of the other members of the product development team, so keep your discussions professional and focused. Having fun just takes away from time you could be working. If you want to be a good product manager, have fun. Yes, this is business, but that does not mean you need to be keep things serious. In fact, having fun with your product and projects is a great way to increase the likelihood of succeed. Most people would rather work on a project team where the environment is one of fun, excitement, levity, and regular challenges as opposed to one where the environment is staid, serious, and predictable. Some of this is a function of the project itself, but most is a function of the environment you create for the projects associated with your product. If you as a product manager are clearly having fun with what you do, that will begin to rub off on others. If others are having fun, they will be more committed, more…

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If you want to be a bad product manager, stick with what you know. You don’t need to look outside your current market or customers, since your current strategy has proven successful so far. Take feedback from customers at face value. Don’t bother digging deeper, as there is likely nothing important to be uncovered. Keeping up with trends and innovations is probably a waste of time, since it’s unlikely any of them will ever impact your product, and if they do, you’ll have plenty of advance warning. What you know right now should be plenty to keep you going for a long time. If you want to be a good product manager, be curious. Product managers need to have a genuine interest in learning more about the market, customer needs, new technologies, and other trends. It’s not a question of whether or if these will impact your product, it’s a question of when. Product managers need to constantly be learning, adapting, and evolving. They need to keep current with changes in everything from society and government to technology and innovation. You can not rest on your laurels — look at every day as an opportunity to learn something new that…

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If you want to be a bad product manager, develop your plans for new enhancements on your own. You’re the manager of the product so it’s your decision what comes next for the product. Why would you need to discuss that with anyone else? Don’t bother talking with your sales staff about whether you could get additional revenue with the new features. Don’t check with marketing to see if they have the resources to support the promotional plan you’ve devised. Don’t talk with engineering to get estimates on how much it will cost and how long it will take. Don’t get input from user experience designers on the impact these new aspects will have on the usability and utility of your product. At some point you can figure those things out, but you don’t need to work those things out until you start working on the new enhancements themselves. If you want to be a good product manager, involve stakeholders as you plan additional projects and changes. While you as the product manager should be the authority and have the decision about what the product should do, by no means should that be developed in a vacuum. Keeping stakeholders in…

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If you want to be a bad product manager, treat the project kickoff as a formality that gets in the way of starting the project. Just schedule a meeting, review the Gantt chart, and then start working on the first thing on the list. If you can’t find a time when all of the right stakeholders are available, just email notes from the meeting to those who were unable to attend. If there are people on the periphery who might be interested, don’t worry about including them as they’ll eventually find out about the project in due time. If you want to be a good product manager, build enthusiasm around the project kickoff and carry it through the entire project. Starting a new product development effort is a major milestone and an opportunity to create a shared vision. Setting expectations and establishing a common understanding up front will make the rest of the project much more smooth and successful. On event: the development kick-off, Bob Corrigan notes: We celebrate product launches. We stage elaborate meetings at customers for product training. We hold focus groups and beta summits. But do we get the team together at the start of a development…

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If you want to be a bad product manager, choose the same decision-making strategy for all decisions. You need to be consistent and reliable in how you make decisions, and you can’t do that if you change your ways with each new question that comes along. You can choose to make all the decisions on your own all the time — you’re allowed to, since you’re the product manager after all — or get input from others in varying degrees. The important thing is to make it clear how you’re making decisions, since you want others to be prepared and familiar with your strategy. If you want to be a good product manager, choose the decision-making strategy that is right for the decision you need to make. Consistency is not important and even detrimental as it relates to how decisions are made, since every issue and question will be different. Product managers need to know all of the different options and choose the one that is right for the situation. Author and columnist Marie G. McIntyre has a great summary of the five decision-making strategies: Make the decision by yourself. Get information from others, then decide by yourself. Before deciding,…

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If you want to be a bad product manager, make it hard for customers to give feedback. If you publicize that you want feedback, you could potentially overwhelmed with hundreds or thousands of inquiries, so don’t even go down that path. Don’t put your email address online because it will likely just bring in spam. Don’t set up surveys because people won’t respond unless you offer them incentives, and it takes too much work to figure out the legal aspects of holding contests or giveaways for respondents. Don’t go to trade shows because time you want to spend selling your product might be taken up by customers who want to give feedback. If you do get feedback, then it’s going to take up too much time to collect it, organize it, and respond to it. When you want input from customers, you’ll go out and get it, but feedback any other time just gets in the way. If you want to be a good product manager, make it easy for customers to give feedback. The easier it is for customers to provide you with feedback, the more feedback you get; the more feedback you get, the more likely you are…

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If you want to be a bad product manager, give your requirements to development without any explanation. Their job is just to build what you tell them to build — they don’t need to understand why. Any time you take telling them why the requirements are important is time taken away from actually building the product. If you want to be a good product manager, articulate to development why requirements are important. Developers and engineers are not just order-takers but an important part of the product development team. In order for the requirements to be fulfilled, everyone needs to understand their purpose and value. When there is common understanding of the “why” behind a requirement, those responsible for “how” the product can fulfill that requirement — designers, developers, etc. — can come up with the best possible solution. Without understanding the purpose of a requirement, teams will question whether it needs to be fulfilled, whether it needs to be changed, how valuable it is to the customer, and whether there isn’t some other better requirement to be working on. Mike Lunt calls this The Other Side of Product Management. If one side is “gathering requirements and selling the products to…

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فيديوهات أخرى للدكتور محمود بهجت خمسة أسئله في المقابلات الشخصيه يتجاهل الكثير التحضير لاجاباتهم كيف تترقى ؟ للمندوب الذي يعمل خارج المدن الرئيسيه تابعونا على الفيس بوك

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مندوب الـ Remote area في الغالب يكون أقل الناس حظوظا في الترقيات لأنه بعيد عن العين هناك شركات بها نظام قوي يسمح بتقييم كل المندوبين في كل المناطق و لكن الأغلبية يعملون بطريقة “البعيد عن العين بعيد عن القلب” د. محمود بهجت مسئول التخطيط و التطوير بشركة ساجا لمنطقة الشرق الأوسط و أفريقيا يوضح للمندوب الذي يعمل خارج المدن الرئيسية كيف يجد طريقه للترقيه و يرحب بكل الأسئله و التعليقات بالأسفل فيديوهات أخرى مقدمة التفكير و التخطيط الاستراتيجي و كيفية تحقق أي هدف في حياتك خمسة أسئله في المقابلات الشخصيه يتجاهل الكثير التحضير لاجاباتهم تابعونا على الفيس بوك

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If you want to be a bad product manager, only spend time on the messaging over which you have control. Put lots of effort into designing nice brochures and press kits. Agonize over details on your web site. Focus on search engine optimization. Put a lot of resources into a nice trade show booth. These are the important elements of your marketing, and though people will always be saying things about your product in other contexts, since you can’t control them you should just not worry about them. If you want to be a good product manager, monitor customer perception of your product from all channels. You may spend a lot of time crafting your positioning statement, designing advertisements, putting together a newsletter, and creating brochures, but potential customers are finding out about your product from may different directions. In many cases, the avenues over which you do not have control can be much more influential in a purchase or use decision. It can be very easy to get wrapped up in the communication you are creating internally and totally overlook the other communication that exists. Blogs, message boards, and mailing lists are prime locations for discussions and opinions about…

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If you want to be a bad product manager, just look forward in time to new enhancements and releases. What’s done is done, and you need to focus on what’s coming next. The important thing is what you’re working on to make the product better. It doesn’t make much sense to review the past because you can’t do anything about it now. If you want to be a good product manager, monitor and analyze the past, present, and future. Product management is not just about what’s coming next. While new releases and changes are important, it’s equally important to analyze the past and keep tabs on the present. My friend and fellow UX-turned-PM Chris Baum had a great insight he shared with me — product managers are one of the few roles in product development that need to look backward and forward at the same time. Most other members of the product development team are just looking forward. Developers are working on code to support new features. User experience specialists are conducting usability testing to refine the interaction of new functionality. QA is testing new builds to ensure they work properly. The project manager is looking at the project plan…

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أصدقائي الأعزاء مرحبا بكم في أولى الحلقات المصوره على مجلتكم قهوة الصيادله ابتداء من اليوم ستستمعون و تتفاعلون مع عمالقة صناعة الدواء في مصر, السعوديه و الخليج ضيوفنا عقدوا العزم على القاء دورات تدريبيه ليعطوا لنا عصارة خبراتهم و الآن نترككم مع الدكتور محمود بهجت , مسئول التخطيط و التطوير لمنطقة الشرق الأوسط و أفريقيا – شركة ساجا للأدويه د.محمود سيتحدث عن خمسة أسئله هامه يتجاهل الكثير التحضير لهم قبل المقابله الشخصيه ( يمكنك وضع تعليقك أو أسئلتك بالأسفل و سيجيب عليها د.محمود) فيديوهات أخرى مقدمة التفكير و التخطيط الاستراتيجي و كيفية تحقق أي هدف في حياتك كيف تترقى ؟ للمندوب الذي يعمل خارج المدن الرئيسيه تابعونا على الفيس بوك

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If you want to be a bad product manager, build your platform as you’re building your product. You know you want your products to work as a system (as described in Make Your Products Part of a System) and to do that you need to build a platform. The easiest thing to do is to build the platform at the same time you’re building your products. That way, you only have to undertake one project, and by doing it all at once you’ll make sure that you’ll include all of the requirements you need. Plus, you need to get your products out as soon as possible, and you don’t have time to wait while a platform is being built. By building everything at once you can save some time and get to the market faster. If you want to be a good product manager, build your platform, then your products. Making your products part of a system is a good idea and having a common platform is the easiest way to help everything work together and be part of one family. It would seem to make sense to build the platform at the same time as the product, but there…

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أشهر 3 طرق للحصول على الوظائف الخاليه للصيادله

اليوم سنعطي تحليلا سريعا لأشهر 3 طرق للحصول على الوظائف الخاليه للصيادله يمكنك قراءة تفاصيلهم و اختيار ما يناسبك منها ,, فلو كنت من محبي استخدام الفيس بوك ستجد طريقك اما لو كنت تفضل استخدام الايميلات و مزاجك بلاكبيري قستجد أيضا ما تبحث عنه. الطريقه الأولى: الايميل عند تسجيل ايميلك في سجلات Pharmacists coffee magazine ستصلك رساله كل يوم جمعه بها كل الوظائف الخاليه للصيادله و مرتبه بالشكل التالي 1- KSA to KSA و هي الوظائف التي تشترط على متقدمها ان يكون مقيما أصلا بالسعوديه 2- Egypt to KSA الوظائف التي يطلب فيها صيادله من مصر لمؤسسات صيدلانيه في السعوديه 3- Egypt to Gulf الوظائف التي يطلب فيها صيادله من مصر للالتحاق بالعمل باحدى دول الخليج 4- Egypt to Egypt الوظائف التي يطلب فيها صيادله من مصر للعمل بشركات أو صيدليات في مصر 5- Emirates to Emirates و هذا قسم جديد للصيادله المقيمين أصلا في الامارات و لكي تشترك في هذا النظام برجاء اتباع التالي: 1- أضغط هنا و سجل ايميلك 2- ستصلك رساله خلال خمس دقائق فقط قم اعادتها reply (ملحوظه هامه : اذا لم تجد الرساله في صندوق البريدالوارد Inbox فربما تكون في صندوق البريد غير الهام Junk or spam ) 2- كل يوم جمعه قبل الساعه 8…

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If you want to be a bad product manager, put all your innovation emphasis on a few groundbreaking projects. Since you need radical innovation, these may be high risk, but that’s what innovation is about, right? You know that you need to innovate, and this is a perfect formula to make sure that you are focusing energy on the most beneficial innovations — those big new ideas that are likely to create the most value. If you want to be a good product manager, build a portfolio of innovation initiatives. Though many frequently think of innovation as being dramatic and substantial, most innovation is less groundbreaking and more about refining current ideas, processes, and systems. Focusing only on major innovation projects is more risky and neglects the real benefits you can obtain through incremental enhancements. Of course, some companies focus only on these minor improvements without looking at more dramatic and radical innovations. This is too conservative an approach, destined to leave you playing catch-up as competitors introduce major innovations. The key is to balance your innovation efforts. In Innovation: The Classic Traps, Rosabeth Moss Kanter of Harvard Business School discusses the mistakes that companies make with innovation and “offers…

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If you want to be a bad product manager, do anything you can to get publicity. It’s a crowded marketplace, and you need to “build buzz” and “get eyeballs.” Do anything you can to get attention, even wacky stunts that aren’t really tied to your product. Sure, it may not be too relevant to your business, but it will get PR, right? If you’re trying to drive traffic to your web site, use all the tactics you can to get visitors. Even if most of the visitors not necessarily exclusively in your target market, some of them are bound to be possible customers. If you want to be a good product manager, focus on getting the right kind of publicity. Often with marketing and public relations, people get caught up in what seem to be good attention-grabbing ideas, not realizing that they are not tied to specific goals or that some small short-term benefits will be outweighed by long-term repercussions. Too frequently focus is on the idea rather than the objective. Justification is provided because something is possible, without thought to whether it is the right thing to do. At ack/nak, Bob Corrigan gives his take on the old adage…

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If you want to be a bad product manager, create as many different product support materials as possible. If you’re launching a new product or enhancing an existing product, you need to communicate what’s new or improved. To do this, put one set of materials together for your sales staff, another for customer service, another to provide to new customers, a different set for partners, and more versions for other audiences. There might be slightly different needs across the groups, so it’s best just to create each one separately to make sure they are tailored to the audience needs. This might take a bit more effort, but in the long run it will help make sure you are passing along the right information. If you want to be a good product manager, create a core set of product support materials and reuse them as much as possible. Tailoring your materials to different needs is a good idea, but is it really necessary? Are the different internal and external audience needs really as different as you think? Do you really need to create one FAQ for customer service, a different one to post on the web site, and a different one…

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الطبيعي أن يكون بداخل كل منا طموح يحركه , والأحلام هي ملك الجميع و لكن الواقع في الغالب يكون ملك من هم على اتم استعداد لاقتناص الفرصه .. و هذا هو تعريف الحظ الجيد ,وهو استعداد المرء لتلقي مع ما يواتيه من فرص. فلو كنت تطمح ان تكون مدير منتجات في المستقبل أو تريد ان تنجح في احدى امتحانات الترقيات داخل شركتك فأجعل العلم هو سلاحك . لذلك في مجلتك قهوة الصيادله قمنا بوضع الكثير من الاستعدادات التي نتمنى ان تلاقي استحسانك و ان تكون مفيده لتحقيق هدفك: 1- قائمه بالجامعات التي تدرس الMBA مع الأسعار و التفاصيل http://pcm.me/mbaguide/ 2- مقاله تحذيريه عن الدراسه في جامعات مزيفه http://pcm.me/fakemba/ 3- كتاب Product manager handbook أكثر من رائع http://pcm.me/pm-handbook/ 4- ملخص لجميع مواد الـ MBA (مجاني و مفيد جدا( http://pcm.me/quickmba/ 5- مقالات عن الـ Recent techniques in Marketing لتضمن أن تكون مميز http://pcm.me/category/life-career-skills/business-skills/product-managers/ أما لو اردت التميز التام و ان تكون متواصل مع الـ Pharmaceutical Marketing باستمرار فقم بتحميل التول بار التالي: http://pharmacistscoffee.ourtoolbar.com/ و ايضا يمكنك الانضمام الى من هم مهتمين بنفس اهتمامك على الفيس بوك : 1- صفحة MBA for professionals http://www.facebook.com/pages/MBA-for-professionals/159324794093706 2- صفحة Pharmaceutical marketing http://www.facebook.com/pages/Pharmacutical-marketing/162405547123635 لو لديك أي استفسار أو تعليق برجاء وضعه بالاسفل بالتوفيق يا صديقي

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If you want to be a bad product manager, keep your product development team uninformed about how your product is performing. Why would a graphic designer need to know about revenue? Why would a product support representative need information about competition? Why should an engineer care about market share? Those are things for you to worry about and for you to communicate only to those people within the company who absolutely need to know. If you want to be a good product manager, share information about your product with other stakeholders and interested parties within your organization. Product managers usually are the internal “face” of the product, and as such should keep others informed about the product’s revenue, market share, profit, competition, and future plans. It is important to connect what an individual contributor is doing on a daily basis to the bigger picture. Putting each person’s efforts into context can help align tactical efforts with product and organizational strategy. One of the best ways to keep everyone informed is with a “State of the Product” meeting. Similar to the State of the Union and State of the State addresses, a State of the Product meeting is an opportunity to…

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If you want to be a bad product manager, don’t recognize achievements until the release is finished. The whole team should be aligned with the same end goal — completing the project and launching the product. If you celebrate achievements along the way, it sends the message that getting to the release isn’t what everyone should be focused on. Some people may think that this means that they have finished their work and can relax now. Why would you want to celebrate anyway — the project isn’t done yet? If you want to be a good product manager, celebrate accomplishments and milestones along the way. This simple yet often overlooked act can help bring the product development team together to recognize the work that has been completed and help motivate for the work still left to be done. With many projects taking months if not years, you need to have milestones along the way or else people will lose focus and the desire to keep going. Taking a break to showcase achievements can help connect each person’s work with the bigger picture, helping to put all of the efforts in perspective. It serves as a good checkpoint for where the…

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If you want to be a bad product manager, insist on finding the perfect software solution to use in product management. Spend months and months evaluating different packages, comparing the features and evaluating their functionality. Finding the right tool is important, because it can fix all of your product management problems. The ideal software is out there and you will discover it if you put enough time into finding it. If you want to be a good product manager, find good tools that support your product management needs. Software that can help collect customer feedback, manage requirements, and plan roadmaps is beneficial to product managers. However, great tools can not make up for bad product management, and great product managers can do fantastic work without great tools. Sports provides a useful analogy for the utility of product management tools: product management software is to product managers what golf clubs are to golfers. Would Tiger Woods still be a good golfer even if he had a beat-up old set of golf clubs? Probably — maybe not as dominating as he is now, but he would still be one of the greatest. If I buy the same golf clubs that Tiger Woods…

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Besides winning business practices, is there a set of winning marketing practices?  One frequently hears of one-liner formulas that promise marketing success. Here are nine of the more prominent one-liners:  1. Win Through Higher Quality Everyone agrees that poor quality is bad for business. Customers who have been burned with bad quality won’t return and will bad-mouth the company. But what about winning through good quality? There are four problems.  First, quality has a lot of meanings. If an automobile company claims good quality, what does it mean? Do its cars have more starting reliability? Do they accelerate faster? Do the car bodies wear better over time? Customers care about different things, so a quality claim without further definition doesn’t mean much.  Second, people often can’t tell a product’s quality by looking at it. Consider buying a television receiver. You go into Circuit City and see a hundred different sets with the picture on and the sound blaring. You Look at a few popular brands that you favor. The picture quality is similar with most receivers. The casings may differ but hardly tell you anything about the set’s reliability. You don’t ask the salesperson to open the back of the…

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Pharmaceutical marketing sometimes called medico-marketing, is the business of advertising or otherwise promoting the sale of pharmaceuticals or drugs. Evidences show that marketing practices can negatively affect both patients and the health care profession.[1] Many countries have measures in place to limit advertising by pharmaceutical companies. Pharmaceutical company spending on marketing far exceeds that spent on research.[2][3] In Canada, $1.7 billion was spent in 2004 to market drugs to physicians; in the United States, $21 billion was spent in 2002.[4] In 2005 money spent on pharmaceutical marketing in the US was estimated at $29.9 billion with one estimate as high as $57 billion.[3] When the US number are broken down 56% was free samples, 25% was detailing of physicians, 12.5% was direct to consumer advertising, 4% on hospital detailing, and 2% on journal ads.[4] Contents 1 History 2 To health care providers 2.1 Free samples 2.2 Continuing medical education 2.3 Pharmaceutical representatives 2.4 Peer influence 2.5 Journal articles 2.6 Private and public insurers 3 To consumers 4 Economics 5 Regulation 6 Evolution of marketing History The marketing of medication has a long history. The sale of miracle cures, many with little real potency, has always been common. Marketing of legitimate…

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If you want to be a bad product manager, don’t ever spend time working on things that are not product management duties. You’re part of a product development team, and each team member is responsible for his or her own area. You handle the product management tasks, the marketing person performs the marketing tasks, the designers and developers take care of their areas, the testers are responsible for their deliverables, and so on. Working with those other groups just encourages them to slack off and show that other people will bail them out if they can’t complete their work. Focus on the product management deliverables and push others to make sure they contribute their fair share. If you want to be a good product manager, help out when needed in areas outside of product management. Product managers should be more strategic than tactical and should avoid micromanaging members of the product development team, but on every project the time comes where team members need to assist with other areas. There’s a difference between diving into the details to fill in gaps that are not finished and diving into the details to change work that someone else on the team has…

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Encourage bad ideas

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If you want to be a bad product manager, immediately reject any bad idea. There’s no point in discussing an idea with which there are serious and obvious flaws. Putting any effort into them just wastes everyone’s time. Clearly communicate the problems with the idea, put it to rest, and move on. If you want to be a good product manager, encourage all ideas, even bad ones. You might be expecting the “there are no bad ideas” pep talk, but there are in fact bad ideas. Face it — some ideas are just better than others. However, just because an idea is bad does not mean that you should not even entertain the idea or spend any time with it. Accepting all ideas — even ones that appear to be totally awful and worthless to even think about — benefits your product in several ways: It establishes an environment in which people are encouraged to offer suggestions and comments. The idea that you think is horrible is one that the contributor thinks is brilliant. If you quickly shut that person down, how likely do you think that person is to contribute in the future? Customers, team members, and partners should…

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If you want to be a bad product manager, just deliver the most-requested features. You need to be “customer focused” and provide features that customers want. Survey your customers, tally up the most-requested features, and provide those. Don’t bother wasting your time on things that aren’t mentioned as important by customers or are ranked lower. If those were important features on which to concentrate, they would have been rated as more important in your research. If you just focus on the aspects of the product that are ranked highest when you survey your customers, how can you go wrong? If you want to be a good product manager, identify compelling differentiators to include in your product. Every product needs to provide a certain basic set of benefits, but the best products solve unmet needs that customers could never have expressed. If you just build the most requested features, your product will likely not be solving any different problems than your competition nor solving them better. Over on Hitchhiker’s Guide to 650, Will Hsu describes this as Competing at the Margins – In many industries, especially online given the low barriers to entry, hyper competition has commoditized almost any “idea” that…

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If you want to be a bad product manager, don’t give your sales staff a preview of product enhancements or new product launches. Their job is to sell the products that you produce, not to help create them — why would it matter what they think? Any time they spend talking with you is time that they’re not selling, and you don’t want to have a negative impact on their sales performance. Plus, if you did preview for them what you’re working on, they’d just go out and start selling that immediately, even though the work in progress may not be exactly what you’ll release. Since there’s potential to confuse or unintentionally mislead customers, it’s best not to show your sales staff anything until right before it’s ready for release. Of course, you will probably be doing so many other things right up to launch that you might not get a chance to show it to them until it’s already out the door! If you want to be a good product manager, engage your sales staff in the product development stage. They have good information to share — they’re on the front lines with customers every day. Sales representatives have…

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If you want to be a bad product manager, publicize your launch date well in advance. Your customers need to know when they can expect a new product or product enhancements. They’re going to ask anyway, so you might as well just start publicizing it. Plus, if you get any pushback from engineering/development/production on the launch date, you can tell them that you have to make the date because you’ve already told customers about it. Having a launch date that everyone knows about is a great way to motivate the team to get the project done on schedule. If you want to be a good product manager, be very careful in how you promote your launch date. Obviously you want to let customers know about new products and new versions of products, but that doesn’t mean you need to publicly commit to a specific date months in advance of the actual launch. Over at brainmates, Fern Jones-Middleton offers five fantastic suggestions for Launching New Products Successfully, including: Don’t release a launch date in the market unless you’re 110% sure you’re going to make it. Your company can look pretty silly in the eyes of a customer if it’s not available…

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فنون تعامل الصيدلي مع المريض

المصدر د وسام كمال http://futurepharmacist.net/forum/showthread.php?t=27 من مؤهلات الصيدلى الناجح هو قدرته على التواصل مع من يتعاملون معه بنجاح مثل المريض عائلة المريض الطبيب الصيادلة الممرضات وكل من لهم صلة بالتوعية الصحية 0 0 فهل تملك تلك القدرة؟ هل تتمتع بالقدرة على الاتصال الجيد مع المرضى مهما اختلفت ظروفهم وحالاتهم: الطفل كبير السن ذوى الاحتياجات الخاصة وغير ذلك؟ 0 0 0 0 0 0 0 لكى يصب هذا التواصل الناجح فى مصلحة المريض؟ هل لك القدرة على الاتصال الناجح مع الطبيب او الممرض او الصيدلى الاخر 0 0 0 هل تتمتع بقدرتك على التواصل الصحيح بينك وبين المرضى فى المستشفى او الصيدلية او عند التحدث مع المريض عبر التليفون؟ 0 0 0 تابعونا فى حلقات مهارات الاتصال للصيدلى الناجح والتى ساعدنى فى اعدادها لمنتدى صيدلى المستقبل د/ايات عفيفى لكى نتعرف على كل هذا وهذا وذاك 0 0 0 0 0 0 0 0 0 مبدئيا دعونا نتعرف على ما هو الاتصال؟ الإتصال هو : هو تبادل للمعلومات بهدف تحقيق فهم مشترك بين الأطراف المعنية، وهو يشمل تبادل الحقائق والأفكار والانفعالات 0 0 متى يكون الاتصال فعالا؟ 0 يكون الاتصال فعالا عندما يفسر المستمع الرسالة بالطريقة التي قصدها المتحدث 0 0 0 والآن ما هى مهارات الاتصال بالنسبة للصيدلى؟ هى قدرة الصيدلى…

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If you want to be a bad product manager, include only those features customers have identified as necessary on your “must have” list. It’s hard enough to get all of the necessary features into your next release, so you can’t clutter it up with things that may be neat but are really not necessary. If customers haven’t asked for it, then it must not be necessary. Focus on providing those pieces of functionality that really must be included in the next release of your product. If you want to be a good product manager, include some “inspiring/exciting” features on your “must have” list even if they may not be “necessary.” There are a few reasons to have non-requested and non-”must have” features in your list of top items to add to your next release: Just because a customer did not ask for a feature does not mean it may not be a highly valued or used feature. There are many great examples of good additions to products that came from a need that was not articulated but observed by a user researcher, or a “crazy” idea from a brilliant engineer. Including just the “must have” features puts you in perpetual…

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 يعتبر من أفضل الكتب في ادارة المنتجات أستفاد منه الألوف من مديري المنتجات حول العالم The Role and Operation of Product Management ( New product & cross functional role)   Planning Skills for Product Managers ( Marketing, Customer value & Annual product plan )   Product Skills ( Portfolio, strategic planning & financial side )   Functional Skills ( ex. Pricing & other marketing Techniques) Download here pm_handbook  

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If you want to be a bad product manager, wait until questions are asked to answer them. Making people have to ask you a question to get an answer — rather than letting them figure out the answer on their own — is a great way to show your value as a product manager and show your “customer service” by actually responding. Plus, there are just too many possible questions that can be asked, so it doesn’t make sense to try to prepare. If you want to be a good product manager, anticipate the questions you are likely to hear and answer them before they are asked. Rather than having to scramble on your feet to come up with an answer, make sure that the question does not come up in the first place. This does not just apply to questions from customers — it is a general philosophy that can be applied to all areas of product management. Product managers get all types of questions from customers, sales, customer service, executives, and other internal and external stakeholders. Anticipating questions that may be asked saves you time, allows you to provide more consistent information, and makes you appear much more…

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Source: Cox, Kathryn J. (editor) 1979, revised 2005. “20 Questions” Get Acquainted Team Building Activity. Columbus, OH: OSU Extension. The original source of this activity is unknown. Variations have been published in several compilations of team building and group training exercises. However, versions were used as early as the 1960’s in Ohio 4-H camp programs and conference sessions. This activity has been used successfully in Ohio’s State 4-H Leadership Camp Staff Orientation, and by the counselors with their camper groups, each year since 1979.  Objective: As a result of participating in this activity, group participants learn each other’s names and get to know each other at a deeper level in a shorter period of time than is often possible with other types of group introductory activities. Time Required: At least 15-20 minutes for the question & answer portion, plus 5 minutes for processing/ reflection at the end. If time is limited or groups are very large, divide participants into sub-groups of 10 to 25 people per group. It also works well to divide this activity into shorter rounds of questions & answers between other activities. Directions:         • Have participants seated or standing in a circle, so that everyone is…

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Plan for misuse

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If you want to be a bad product manager, assume everyone will use your product as directed. You include all of that documentation for a reason — step by step directions, a detailed manual, a Help section. That details how the product is supposed to be used. Blame your customers when you realize they are using your product in different ways. Tell them that they shouldn’t be using the product in a way it was never intended and actively take steps to prevent them from misusing it. If you want to be a good product manager, assume that people will use your product in ways you never intended and make it easy for them to do so. It is not a question of if people will find new uses for your product, it is a question of what those uses will be. Designing your product to support misuse and new uses can help market your product, increase sales, and reduce costs. One example of a product that should have been designed better to support misuse is the Nintendo Wii. While the Wii is a fantastic product, one flaw in the design was the strength of the wrist straps for the…

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   What does the boss actually do? Your job is to help the boss achieve their objectives. They probably have wider-ranging objectives than you, and you are responsible for only a part of what they hold responsibility for. For example, they may be responsible for sales throughout the country, while you are responsible only for sales in the south-west region. Or they may manage the entire accounts department, while you deal only with bought ledger. So identify your boss’s objectives. For example, their job may be to boost positive PR coverage for the whole organization, or to ensure a smooth and cost-effective dispatch system for all goods sent out to customers. Whatever their precise function, it’s likely to be more comprehensive  and to have more impact on the organization than yours. The point of this exercise is two-fold. That is to say, it will help you to understand:  _ How much greater your boss’s responsibilities are than your own. This helps you to put their relationship with you in perspective. Much as they may want a strong relationship with each of their team members, you may be a much smaller part of their working life than they are of yours…

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   Your relationship with your boss is probably the most important relationship you have at work. So it needs to be excellent. You don’t have to be best mates outside working hours, but you do need to get on well at work, and to trust and respect each other personally and professionally.  The better you understand each other, the more enjoyable, easy and rewarding it will be working together.  A good boss will be working hard at this relationship, and you need to work at it too. Not only will the relationship be far better if you are both giving it your best, but you are in a position to make the biggest contribution.  After all, you have only one direct boss (or perhaps two at most) to concentrate on, while your boss may have several team members to build relationships with. If you’re also a manager yourself, you’ll recognise this difference in your approach between your boss and your team members.  And in the end, you have more to lose if the relationship doesn’t gel.  You rely on your boss for motivation, support, pay rises, promotion, even the fact that you have a job in the organisation at all. Your boss doesn’t need you as badly as you need them….

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If you want to be a bad product manager, ask customers to tell you why they love your product. You want to know what you’re doing well so you can keep doing it. Make sure you understand your strengths and core competencies. Avoid discussing areas that might be weaknesses — you don’t want your customers to think about them. If they start voicing their discontent on specific aspects of your product or company, quickly defend yourself and change the conversation back to more positive areas. If you want to be a good product manager, ask customers to tell you why they hate your product. While it is inspiring to hear customers describe talk about how great you and your product are, not as much can be learned from this as can be learned from listening to customers complain. It may seem counterintuitive to ask customers to talk about things they hate. Product managers need to be helping to promote their products and make customers want to buy and use them, right? Of course, and the strange paradox is that by telling you about what they dislike about your product you can actually help keep those customers as customers. There’s a…

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هل أنت ذو خبره و مضى زمن طويل لم تحضر المقابلات الشخصيه أم  مقبل على أول مقابله شخصيه في حياتك في جميع المواقف فقراءتك لهذا الملف سوف يعطيك الدفعه التي تريدها لأنك ستكون قادر على الاجابه على أصعب الأسئله و لن يكون هناك شئ غير متوقع أجمل شئ في هذا الملف أنه يوضح لك السؤال ثم لماذا يسأل و ما هي الاجابه النموذجيه بالتوفيق ان شاء الله للتحميل أضغط هنا How to Answer The 64 Toughest Interview Questions

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السلام عليكم ورحمة الله كيف تكتب سيرة ذاتية نموذجية ؟ HOW TO WRITE AN IDEAL CURRICULUM VITAE ? يسأل الكثير من الإخوة عن الخطوات الصحيحة لكتابة السير الذاتية الخاصة بهم ، و فيم يلى نعرض فى عجالة عناصر السيرة الذاتية النموذجية مع كيفية كتابتها : تنقسم السيرة الذاتية إلى عدد من النقاط الهامة التى ينبغى أن يراعيها المتقدم لشغل الوظيفة : ملحوظة هامة : قد تختلف بعض هذه العناصر من العنصر الأول : المعلومات الشخصية Personal Information و يضم العناصر التالية : 1-Name: 2- Date of birth: 3-Place of birth: 4-Marital Status : 5-Nationality : 6-Address: 7-City and State: 8-Phone number: E-mail address:9- 1- الاسم : 2 – تاريخ الميلاد : 3- محل الميلاد : 4- الحالة الإجتماعية : وهى إما متزوج married أو أعزب Single 5- الجنسية : 6- العنوان : 7- المدينة و المحافظة : 8- رقم التليفون : و ينبغى إضافة رقم المحمول إذا كان لديك Cellular Phone 9- البريد الإلكترونى: العنصر الثانى : التعليم أو المؤهلات Education or Qualification و تضم مؤهلات الشخص التى حصل عليها و ينبغى أن تكتب فى صورة تنازلية بمعنى ترتب الشهادات التى حصل عليها حديثا أولا ثم الأقدم فالأقدم. العنصر الثالث : الخبرة المتصلة الوظيفة التى يتقدم الفد لشغلها Relevant Experience…

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If you want to be a bad product manager, ignore issues and risks. Try to pretend they don’t exist and hope they go away. Don’t tell other people about them — especially higher-ups — since if they find out, it will make you look weak and like you can’t control your product. Downplay the likelihood of risks becoming issues, and downplay the impact of issues that have come up. You want to look like you know what you’re doing, and you can’t do that if people are focusing on all of the things that are going wrong. If you want to be a good product manager, identify and proactively manage risks and issues. Project managers know this, and product managers should too. Though this is most often the responsibility of the project manager, product managers can not just offload this on the project manager and remain removed from the situation. Rather than trying to ignore or downplay risks, product managers can work with project managers to confront these risks and issues head-on. Issues are anything that are impacting your product or project negatively, and risks are anything that has the potential to impact your product or project negatively. You need…

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If you want to be a bad product manager, do not seek out advice from other product managers. The problems you are facing in your job are so unique that surely no one has ever encountered them before. Your product is special and different, and there is no way that someone else could provide advice. Even if there was someone who could help, you certainly couldn’t share any details because of confidentiality, security, and intellectual property issues. Plus, solving problems on your own is good for your character. You’re never going to learn if you’re always asking other people for help, right? If you want to be a good product manager, ask a good product manager for advice when you need help. So often, product managers get too focused specific tasks and day-to-day duties. They do not take the time to step back from trying to solve specific problems and think about whether they are approaching the issue in the best way. Think back to a product management challenge you had in the past week. Did you immediately know the best approach? Did you handle the situation perfectly? Were there resources you could have utilized, but didn’t because you were…

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If you want to be a bad product manager, don’t escalate any issues to your boss. You don’t want to show that you’re incapable of doing your job, so don’t ask for help unless you really need it. If you do need help, make sure your boss knows all of the ins and outs of the problem, including the whole backstory, and don’t specifically ask for help — just communicate the story and see what he/she says. You don’t want to actually “ask,” you want to just explain what’s going on and see what the response is. If you want to be a good product manager, escalate issues appropriately. While there are many decisions for which you as a product manager are responsible and accountable, there will always be some issues that require escalation. Part of managing your relationship with your boss and managing issues and risks is knowing when and how to escalate issues. Escalating too many issues is just as bad as not escalating any. Escalate too frequently, and it will appear as though you are not competent in your job. Escalate too rarely, and others may have to help clean up problems that could have been avoided…

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If you want to be a bad product manager, accept what you hear. Resign yourself to be constrained by what others tell you. Give up whenever you face resistance. Don’t push back when something doesn’t seem right. Just accept things as they appear, and work within those limits. If you want to be a good product manager, prevent yourself from getting lulled into complacency. The most powerful force working against product managers isn’t the competition or problematic customers or other groups within your company — it’s yourself. Product managers need to advocate what is best for their customers and their product. There will be situations where forces are working against you, where you hear phrases like It’s always been done that way It’s against our policy That’s not possible We’ve never tried that before We don’t know how I don’t think that’s a good idea It is very easy to forget what you are trying to accomplish and accept these answers. There will always be obstacles along the way, and you may need to fight for what you believe is right. This is a necessary part of product management and often may be crucial to your success. Do not accept…

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If you want to be a bad product manager, create new products based on business desires and existing assets. If your organization is missing one key part of a product line, it needs to be filled. If a competitor has a product with which you can’t compete directly, you need to make sure you create a product to go head-to-head. If there’s a market that you would like to go in to, figure out a way to take existing assets and competencies and use those to create a product, even if it’s not a perfect fit for that market — it’s better than nothing, right? If you want to be a good product manager, create new products that fill customer needs that are not currently being met. Too often, organizations define products based on the company’s existing intellectual capital, competencies, and physical or virtual assets. While there might be great ideas for products that solve a market need, by constraining the product to what the company currently has, it prevents them from really coming up with a good solution. Other times, organizations change their strategy or create products based on markets they want to capture, even though it does not…

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Keep your mind open to agile product development

If you want to be a bad product manager, reject any notion of Agile product development. It’s probably just a ploy by bad engineering groups to take the blame off of them when they can’t finish everything you’ve requested. You’ve spent a lot of time perfecting your requirements documents and then handing them to development. The reason why things go wrong is because they can’t do their job, not because you can’t do yours. If you want to be a good product manager, keep an open mind about Agile methods in product development. “Agile” is really an umbrella term for a variety of different methods of product development and project management. The Agile Manifesto describes what Agile proponents value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Many companies are turning to Agile methods to help them be more responsive to changes in the market. It also can create better working relationships among all the team members, increase shared accountability, keep projects focused on…

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Here are some guidelines on branding, and for planning and managing advertising and promotion activities for small businesses. The principles transfer to very large businesses. In fact many very large organisations forget or ignore these basic rules, as you will see from the featured case-study example. Branding Branding refers to naming a business or product or service. A brand will typically also have a logo or design, or several, associated with it. Facebook  is a brand. So is Cadbury (a company brand, although now a division of a bigger one), and so is Milky Way (a Cadbury product brand). So is Google (so big a brand and a part of life it’s become a verb, ‘to google’). So is Manchester United (upon which a vast merchandise business has been built). And so increasingly is your local school, hospital, and council. Brands are everywhere. If your name is John Smith and you start a landscape gardening business called John Smith Landscape Gardening, then John Smith Landscape Gardening is a brand too. Branding is potentially a complex subject because it extends to intellectual property and copyright, trademarks, etc., for which, if you are embarking on any significant business activity, you should seek…

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If you want to be a bad product manager, use conferences and trade shows where you are exhibiting as a time to sell. When prospective customers approach your booth, quickly greet them and go in to your product pitch. Demo all of the features and point out the aspects where you are superior to your competition. Push for a sale, a trial, or a specific follow-up before the person walks away. You’ve paid good money for your booth, after all, so you need to close some sales to make up for it. If you want to be a good product manager, use conferences and trade shows where you are exhibiting as a time to learn. One of the worst things you can do in a booth is to automatically try and sell to everyone who walks in, using the same standard pitch. Many people may just be casually browsing, and pitching to them is a waste of your time and theirs. Visitors likely have different levels of knowledge from your product, from those who have not heard of it before all the way to those who are about to make a purchase decision. The information you provide needs to be…

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If you want to be a bad product manager, don’t evaluate your performance or attempt to improve. Assume you’re doing a fine job and leave it at that. You were hired for the job and you’re still in it, so you can’t be doing that badly, right? You’ve read some articles and part of a book a few years ago, so you’ve got the basics covered, and since you’re actually doing product management, that’s the best way to learn. If you want to be a good product manager, measure your effectiveness and work to improve. It sounds so obvious but is such an easy thing to miss. To a very small percentage of people, being a good product manager comes naturally. Most need to learn how to be good product managers and continue to evaluate their efforts and work to continuously improve. In her article Are You Decent? The Naked Truth About Product Management Performance, Alyssa Dver provides several suggestions for assessing your effectiveness as a product manager and improving. First and foremost, get feedback from relevant stakeholders: Talk with key people in all the functions you interact with: Engineering, Finance, Marketing, Support, and most importantly, Sales. Talk to your…

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If you want to be a bad product manager, worry about your current competitors. They are the ones taking sales away from your product right now. Going forward, they are the ones you need to worry about most since they are already in your market. Your current competitors are products which potential customers already buy and use, and your focus should be on converting those people over to your product. If you want to be a good product manager, worry more about your potential future competitors than your current competitors. Understanding and monitoring current competition is an important part of being a market-focused product manager — you obviously need to understand the market. However, current competitors pose much less risk since you know who they are and can be on the lookout for them. The competitors who have the potential to blindside you and totally change your market are the ones who should be of more concern. Blockbuster Video was focused on competitors like Hollywood Video, smaller chains, and pay-per-view on cable and got blindsided by Netflix. Tower Records was focused on physical competitors like Virgin Megastore and online competitors like Amazon.com when they really should have been worried about…

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What Not to Say About Someone’s Appearance Don’t say: “You look tired.” Why: It implies she doesn’t look good. Instead say: “Is everything OK?” We often blurt the “tired” comment when we get the sense that the other person feels out of sorts. So just ask. Don’t say: “Wow, you’ve lost a ton of weight!” Why: To a newly trim person, it might give the impression that she used to look unattractive. Instead say: “You look fantastic.” And leave it at that. If you’re curious about how she got so svelte, add, “What’s your secret?” Don’t say: “You look good for your age.” Why: Anything with a caveat like this is rude. It’s saying, “You look great―compared with other old people. It’s amazing you have all your own teeth.” Instead say: “You look great.” Don’t say: “I could never wear that.” Why: It can be misunderstood as a criticism. (“I could never wear that because it’s so ugly.”) Instead say: “You look so good in skinny jeans.” If you slip, say something like “I could never wear that…because I wasn’t blessed with your long legs.” What Not to Say in the Workplace Don’t say: “That’s not my job.” Why: If…

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1. Leaders do the right things; Managers do things right. 2. Leaders focus on people; Managers focus on systems. 3. Leaders ask what and why; Managers ask how and when. 4. Leaders innovate; Managers administer. 5. Leaders develop; Managers maintain. 6. Leaders inspire trust; Managers rely on control. 7. Leaders have a longer-term perspective; Managers have a short-term perspective. 8. Leaders originate; Managers imitate. 9. Leaders have an eye on the horizon; Managers have an eye on the bottom-line. 10. Leaders are their own person; Managers emulate the classic good soldier. 11. Leaders challenge the status-quo; Managers accept the status-quo.

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After almost 30 years of research I have determined that there are five essential skills that leaders must have if they are going to succeed in increasing employee engagement. They are: 1. Building Trust. Trust is an essential ingredient in increasing engagement. The first thing leaders need to know about building trust is that it does not happen just because you are trustworthy. People do not know how trustworthy you are until you demonstrate it by using trust building behaviors, and the most important of these behaviors is to trust others. We build trust by trusting others. This requires a basic belief in people… a belief that people are essentially trustworthy. After all, if you have untrustworthy employees, why did you hire them and why are they still there? 2. Mentoring. The relationship between the employee and his or her immediate manager is a critical factor in how engaged the employee will be. We have to get away from the idea that Managers cannot mentor the people who report to them. The Gallup research is very clear on this point. Employees need feedback… they need to know how they are performing, not just once a year at review time, and be…

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You can bet that you find hundreds of leaders everyday, But we agree with you that successful ones are little!. Set aside one hour each day to absorb new information. Don’t let yourself be the person who is unaware of a major development or situation that needs attention. Recognize the power of questions. Stop thinking in terms of what you have to say and start thinking in terms of what you have to ask. Managers and employees will respect you for asking their viewpoints and you are likely to learn more in the process. Send powerful nonverbal messages. Consider how you can make better use of body language and how to modulate your voice for greater impact. Learn to laugh at yourself. Stop taking yourself so seriously. Whenever you say or do something foolish (and we all do), be the first to see the humour in it. Laugh at yourself in front of your direct reports, and they won’t laugh at you behind your back. Learn to speak with conviction. If you don’t sound as if you believe in what you’re saying, don’t expect anyone else to believe you. An executive once said, “Your managers and employees will never get…

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Organisational Character Index (OCI) ~~~~~~~~~~~~ ~~~~~~~~ The Organisational Character Index is an instrument that is used to measure the preferences, values and decision making style of a team, department or organisation. Based on the ideas of Swiss psychologist Carl Jung, it applies the theory of “Type” to the organisation. Developed by American author and consultant William Bridges to show how the organisation can have specific preferences in four areas of opposing tendencies: *Extraversion* (E) or *Introversion *(I) The organisations focus, reality and how it gains its energy. is the organisation focused principally outwards towards markets, clients, competitors and regulators (E) or does it prefer to look inwards and focus on developing its own ideas, technology, products, it’s leader’s vision or even it’s own culture (I)? *Sensing* (S) or *Intuition *(N) How it gathers information, what is pays attention to and how it perceives things in and around it. Is the organisation focused on the here and now, understanding the details of the current situation (S) or does it look at the big “global” picture and the possibilities of any given idea or situation (N)? *Thinking* (T) or *Feeling* (F) How the organisation processes information and makes its decisions. Is the…

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Do as professional Active listeners Sixteen Commonsense Listening Tips 1. Let others tell their own stories first. 2. It is impossible to listen and talk at the same time. 3. Listen for the main ideas. 4. Be sensitive to your emotional deaf spots. 5. Fight off distractions. 6. Do not trust to memory certain data that may be important. 7. React to the message, not the person. 8. Try to appreciate the emotion behind the words. 9. Use feedback. 10. Listen selectively. 11. Relax. 12. Try not to be critical of the other person’s point of view. 13. Listen attentively. 14. Create a positive listening environment. 15. Ask questions. 16. Be motivated to listen.

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ألا تشعر بالضيق والانزعاج عندما تسترسل في حديث ما لتجد أن من تحدثه أبعد ما يكون عن ما تقول، لا يسمع ولا يتفاعل؟ لماذا لا ينصت الناس إلينا أحياناً؟ ماذا نفعل لدفعهم إلى الإنصات المثالي؟ إليك عزيزي القارئ ثمان طرق أساسية تجعل الآخرين ينصتون إليك : 1. وضوح هدف الحديث : قد يؤدي عدم وضوح هدف المتحدث من كلامه إلى انصراف المستمعين عن حديثه، بطريقة أو بأخرى. وستكون مهمة المنصت مستحيلة، إذا كان المتحدث نفسه لا يعرف عن ماذا يتحدث. عدم وضوح الهدف ربما يولد فهماً مغلوطاً لدى المستمع، ومثال ذلك عندما يناديك شخص ما وأنت على وشك القيام من المجلس ويقول: أريد معرفة رأيك في موضوع معين” دون أن يوضح ماذا يريد، فإن ذلك يؤدي إلى مللك وشرودك عن حديثه 2. حركات العين : توزيع النظر أثناء الحديث يشحذ انتباه المستمعين، لذا ينصح بإمعان النظر فيمن تشعر بأنه قد شرد ذهنه قليلاً، فمن شأن ذلك أن يعيده إلى تركيزه عليك . ولقد أثبتت الدراسات العلمية أن حركات العينين الانتقالية للمتحدث هي أكثر وسيلة لإظهار التفاعل مع المستمعين. يقول السيد تشولار في مقال له بعنوان “في رمشة عين ” أن “زيادة الرمش بالعين قد يعني أن المستمع يمر في مرحلة ضغط نفسي أو جسماني مثل القلق أو الغضب أو الملل”….

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10-point recipe for success of the Wipro Chairman No matter what we achieve, it is important to remember that we owe this success to many factors and people outside us. This will not only help us in keeping our sense of modesty and humility intact but also help us to retain our sense of proportion and balance. 1: Dare to dream 2: Define what you stand for 3: Never lose your zest and curiosity 4: Always strive for excellence 5: Build self-confidence 6: Learn to work in teams 7: Take care of yourself 8: Persevere 9: Have a broader social vision 10: Never let success go to your head Wipro chairman Azim H Premji, one of India’s most successful entrepreneurs, on Friday prescribed a 10-point recipe for success, based on the very lessons he had learnt during his last 35 years in the organisation. “You should dare to dream, define what you stand for, never lose your zest and curiosity, always strive for excellence, build self confidence, learn to work in teams, take care of yourself, preserve, have a broader social vision and finally never let success go to your head,” Premji said. The Wipro chairman was delivering the convocation…

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1. FORGING uses constructive conflict to uncover and validate new ideas and strategies. Like a blacksmith�s forge, ideas are subjected to the �heat� of discussion and the �blows� of contention until a practical solution begins to take shape. When the Wright brothers launched into one of their �spirited debates,� forging happened naturally. 2. TACKLE THE TYRANT is based on the idea that within each problem there is a potential �tyrant,� a subset of the problem that, if not resolved, will prevent the ultimate solution. By putting the tyrant first, costs are limited if a solution proves unachievable. Refuting prevailing assumptions, the Wright brothers identified control and balance as the �tyrant��the primary obstacles to manned flight. 3. FIDDLING says new ideas and approaches can be created by tinkering with portions of a problem in an effort to understand, repair, or improve it. Fiddling, the art of making connections and contrasts, depends on both tactile and conceptual tinkering. The Wright brothers were inveterate tinkerers. 4. MIND-WARPING encourages flexing the mind, allowing it to consider possibilities beyond the borders of thought established (and limited) by policy, tradition, and personal experience. It is the ability to think �outside the box,� without abandoning the box….

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