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Products & Services ( Div / Inst ) Rick Marboe, VP-Elect, P&A Session Objectives. At the conclusion of this session, you should: Be aware of available ASME products and services and how to access them

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Products & Services (Div/Inst)

Rick Marboe, VP-Elect, P&A

session objectives
Session Objectives
  • At the conclusion of this session, you should:
  • Be aware of available ASME products and services and how to access them
  • Gain an ability to understand and execute the principles of product portfolio assessment, prioritization, implementation, and management.
  • Leave with ideas of how your unit could increase its value to its members and customers through development of new products and services
session outline
Review available ASME products & services

ASME’s, K&C and Institutes Sectors’ Strategic Priorities

Stage Gate Management Process

Case Studies

Help create potential solutions - scenario

ASME’s Product Portfolio Development Approach => Your Unit Use

Session Outline
session schedule
Session Schedule


(5 mins) Session introduction

(20 mins) Overview of available products and services

(5 mins) Questions & discussion

(5 mins) Review of Strategic Priorities

(25 mins) Selection via Stage Gate Management Process

& Case Studies

(30 mins) Process Application Exercise

(20 mins) Group reports & discussion

(10 mins) Wrap up

what is a product service
What is a Product/Service?
  • Something offered to a customer
  • Has a perceived value
  • Doesn’t necessarily have to be sold for money
product development model
Product Development Model


e.g. Members and prospective members

Customer needs

Product Development

Typically a volunteer-staff partnership


ASME Products & Services


content delivery
Content & Delivery
  • Content is predominately developed by ASME volunteer membership
  • Delivery mechanisms are mostly developed or facilitated by ASME staff
  • You can create member engagement and maintain technical interest by repackaging content and using multiple delivery methods


asme product service types with examples
ASME product/service types with examples
  • Codes & Standards
    • Codes, Standards, Certifications, Training
  • Publications
    • Magazines, Books, Journals, e-Library
  • Membership and Member Benefits
    • Student, Member, Affiliate, Life, Fellow, Honorary
    • Insurance, Financial Products, Discounts, ThomasNet product search
    • Community and Content
  • Education
    • Courses, Seminars, Training, Webinars, AMA discounted courses
  • Events
    • Conferences, Meetings, Career Fairs, Early Career Forums, Exhibits
  • Competitions & Opportunities
    • Contests, Awards, Internships, Fellowships, Volunteer Opportunities
  • Resources
    • Networking, Websites, Newsletters, White Papers, Online membership directory


technical content information
Technical Content & Information
  • Live training courses and seminars
  • On Line courses on technical topics, management, college credit and leadership
  • ASME Journals and Conference Proceedings
  • ASME Press Books
  • ASME e-Library (75 interactive books)
  • Codes & Standards
  • Technical conferences
  • Technical, managerial and ethical topics related to licensure

(Also the potential to develop and contribute technical content for several of the above products)


community building and networking
Community Building and Networking
  • Local Section activities and programs
  • Technical Division/Institute activities and programs; Technical Chapters
  • ASME Code committees
  • Affinity Groups
  • Conferences
  • Tours and Social Events
  • ASME on Peerlink, Facebook, LinkedIn, Twitter


career resources job search
Career Resources & Job Search
  • Career Center (articles and tips)
  • Resources for Entrepreneurs
  • Job Board
  • Salary Survey
  • Professional Practice Curriculum
  • Joint Society Memberships
  • E-Mentoring (currently being re-vamped)


volunteering giving back
Volunteering & Giving Back
  • Leadership positions in your unit and the international ASME
  • Mentoring students and early career engineers
  • Mentoring student design teams (pre-university and university levels)
  • Supporting ASME Student Section activities
  • Judging student design teams and Old Guard Competitions
  • Supporting Engineers Week in your local community


awards recognition
Awards & Recognition
  • Society awards
  • Dedicated Service Award
  • Unit awards
  • Lecture Award
  • Fellow


  • Included in Membership:
    • ME Magazine
    • ASME News
    • ASME e-Library
    • Networking: Join Technical Divisions/Institutes/Local Sections/Affinity Groups
    • Email Alias (


  • Discounts on personal resources/benefits:
    • ASME journals, conferences, courses, books
    • Insurance
    • Bank of America Financial Products
    • Financial Advice
    • FedEx shipping
    • Amer Mgmt Assoc courses, books, seminars


general resources
General Resources
  • ME Magazine
  • ASME News
  • Government Relations/Public Policy
    • Advocacy for the Profession
    • Capitol Update
    • Federal Fellows
  • Environmental Scans
  • Ethics Center
  • History Center (ME landmarks)


specifically for early career engineers
Specifically for Early Career Engineers
  • ME Today newsletter
  • Early Career Technical Seminars
  • Early Career Forums
  • ECLIPSE Internship


k 12 outreach
K-12 Outreach
  • Public awareness of the engineering profession
  • Workshops for educators and engineers
  • Resources for pre-college teachers and counselors
  • Financial support for FIRST Robotics competition
  • Teacher Workshop Guide (for ASME Sections)
  • Career guidance material
  • Hands-on curricula
  • Heroes of Engineering (comics)


what is a product service19
What is a Product/Service?
  • Something that fills a market need
  • Something offered to a customer
  • Impact can be financial or mission oriented …

ASME product/service types with examples:

OK – We have some ideas – now how do we choose what to do?

asme strategic objectives http strategy asme org
Energy – Serving as an essential energy technology resource

Global Impact – Providing locally relevant standards, certification, technical information, networking, and advocacy

Engineering Workforce – Expanding the capacity and effectiveness of the engineering workforce

ASME Strategic Objectives
strategy integration roadmap example
Strategy Integration Roadmap Example

New Product

Idea Generation

New Products

that Align to ASME’s

Strategic Objectives

Knowledge Based


Approach for New






Attract Students

& EC Engineers

Better Access

To P&S


Volunteer Workload






knowledge and community sector strategic objectives
Attract and retain students and early career engineers

Balance the volunteer workload

Reduce K & C’s operating subsidy

Improve communication effectiveness: with members, with units

Make it easier for members to access ASME products and services.

Knowledge and Community Sector Strategic Objectives
institutes sector board strategic objectives
Serve as communication link to and from the ASME BOG

Facilitate the development of new institutes.

Share best practices among the Institutes and within ASME.

Facilitate communications and awareness with other ASME Sectors.

Recommend mergers and acquisitions of outside organizations to become Institutes of ASME (interface model).

Institutes Sector Board Strategic Objectives
a knowledge based business development process
Why do we need it?

Make decisions that address business opportunities

More effective use of finite volunteer and Society resources

Aligns products and services to meeting Society and technical unit objectives and enhancing member customer value

A Knowledge Based Business Development Process
stage gate process
A Stage-Gate Process is a roadmap for moving a new-product project from idea to launch. The Stage-Gate divides the process into distinct stages separated by decision gates. At each stage, a prescribed set of tasks or criteria must be met in order to proceed to the next stage. The Stage Gate Process allows for:

Well-defined decision criteria

Significant resources to be allocated only after preliminary requirements are met

Clearly identified and accepted roles and responsibilities

Stage Gate Process
selection filter
Selection Filter


Filter 1-Alignment to ASME vision, mission and core values and external trends

Filter 2-Alignment to ASME’s technical communities or institutes interests and expertise

Filter 3-Prioritization of ideas



management process overview emerging technologies example
Management Process Overview:Emerging Technologies Example

ET selection

(draft completed)

Product portfolio development & enhancement

(work in progress)

phase 1 strategic assessment
Phase 1: Strategic Assessment


CONTENT- Scope- Rationale

IMPACT- Funding trends- Audience

CONTRIBUTORS & COMPETION- Current Players- Potential Collaboration

*Please see proposal template for compete list of questions

Gate 1

phase 3 prioritization phase
Phase 3: Prioritization Phase

Gate 3

ET Assessment Dashboard

collaboration portfolio development
Collaboration & Portfolio Development

Product/Service Roadmap




News +

white papers

Areas for research

committees to develop



Balanced mix of revenue and mission products

Possible disciplines

for standards


Enhance portfolio

of products in

existing disciplines


SPC: Strategic Planning Committee (K&C – Technical Communities)

ETC: Emerging Technology Committee (K&C-TC)

CRTD: Center for Research & Technology Development (K&C-TC)

BoND: Board on New Development (Standards & Certification)

EESAB : Energy & Environmental Standards Advisory Board (S&C)

IC: Interdisciplinary Council (K&C-TC)


Tech Div: Technical Division (K&C-TC)

Gov’t Rel: Government Relations





case study product portfolio development nano engineering health care
ASME Journal : Nanotechnology in Engineering and Medicine

1st Global Congress : NanoEngineering for Medicine and Biology

Case Study:Product Portfolio Development :Nano Engineering & Health Care

To-do list : How can we?

- Continue to build community

- Continue to build our relationships with

multidisciplinary organizations, experts

case study journal on nanotechnology in engineering and medicine

Community and Stakeholder Engagement

Strategic Assessment and Analysis

Product Roll-out

Decision Making

Idea Generation

Planning, Development and Implementation

Case Study: Journal on Nanotechnology in Engineering and Medicine
case study global congress on nanoengineering for medicine and biology

Data Collection

Strategic Assessment and Validation

Community and Stakeholder Idea Generation

Planning, Development and Implementation

Product Roll-out

Case Study: Global Congress on NanoEngineering for Medicine and Biology
goals of tcob new product development funding process
Goals of TCOB New Product Development Funding Process
  • To provide Technical Communities with the opportunity to be agile, flexible and meet market demand for new products & services
    • To enhance our ability to deliver products that support or align with ASME’s Technical Communities’ value proposition
  • To promote development of new or multidisciplinary technical areas across multiple ASME units
  • To provide funding & a forum to launch new products for which custodial or other resources are not immediately available
mechanics of npd funding process
Mechanics of NPD Funding Process


  • Has two “pitch” elements:

1. Oral pitch

      • Concept for a new product is articulated
      • Product examples: one-time workshop, roundtable, conference track, etc.

2. Written Proposal

      • “Business Plan” template
  • Funding Committee Decision-Making Process:
      • Accept/reject oral pitches; accepted pitches move to “written” phase
      • Review, accept/reject written proposals
      • Allocate $ for new products
your ideas putting them to the test a group exercise
Your Ideas: Putting Them to the Test(A Group Exercise)

Filter 1 - Alignment to ASME and Sector vision, mission and core values and external trends

Filter 2 - Alignment to ASME’s technical unit(s) interest and expertise

Filter 3 - Prioritization of ideas

building community checklist have you included all stakeholders
Division Executive Comm, Technical Committees, etc.


Cross-Sector ASME units




Retired Members




Building Community ChecklistHave you included all stakeholders?
building multidisciplinary relationships checklist
Recommend the non-ASME expert to a :

Division Technical Committee?

Division Executive Committee?

Standards and Certification Committee?



Building Multidisciplinary Relationships Checklist
quick new product launch checklist
Strategic fit

Alignment to ASME strategy?

Alignment with K&C or Institutes Sectors’ strategic priorities


What data supports your concept? market size, potential, etc.

Are you filling a need?

How fast can you deliver?

A few weeks, several months, next year!

Have you considered differing engagement opportunities?

Roundtable, article, webinar, workshop, etc.

Have you leveraged ASME HQ capabilities, tools, etc.?

Execute and evaluate

Would your customers recommend your product?

How do you plan to continue interactions with your customers?

Quick New Product Launch Checklist
product portfolio roadmap
Product Portfolio Roadmap

Research Community

Practicing Engineers & Early Career Engineers

recap of the processes
Recap of the Processes

Tools to help your unit more effectively and efficiently make decisions about creating a portfolio of unit products and services


unit product portfolio development how do you start
Where does your idea fall on the portfolio roadmap?

Engage other stakeholders and staff

Validate concept

Filtering process (Adaptive to your needs)

Consider delivery method options

Plan and Launch

Evaluate and Product Improvement

Unit Product Portfolio DevelopmentHow do You Start?
stage gate approach
Stage Gate Approach

Phase 1: Strategic Assessment

Phase 2: Community Analysis

Phase 3: Prioritization Phase

The stage gate is the continue or

terminate decision made at the

end of each phase.


knowledge into practice
Divide into 2 or 3 groups

(10 min) Brainstorm to develop a list of possible new products and services from your division or institute that are different from any provided now (expand your portfolio). What would create value that would attract or retain new members?

(20 min) Use the tools that you have been exposed to in this session to stage gate these ideas as you might in your executive committee to ‘down’ select one product or service to implement.

(20 min) Discussion with everyone about your product and how the process worked for each group.

Knowledge into Practice

Roadmapping Emergent Technologies by Alan Smith and David Tolfree

Product Innovation and Technology Strategy by Robert Cooper & Scott Edgett

Value Innovation Portfolio Management by Shelia Mello, & Wayne Mackey

(all available on or

contact information
Contact Information
  • Russ Skocypec, Chair, K&C Board on Technical Knowledge Dissemination (BTKD)
  • Raj Manchanda, Director, Emerging Technologies
  • Michael Ireland, Managing Director, Knowledge & Community Sector –
during this session you should have
Reviewed available ASME products & Services

Gained an understanding of the processes and best practices for your unit to develop and implement new products and services that:

are aimed at adding value and meeting the needs of ASME’s members and customers

advance the strategic priorities of ASME and the Knowledge & Community and Institutes Sectors.

Gained an ability to understand and execute the principles of product portfolio assessment, prioritization, implementation, and management .

Gained an understanding of how your unit can approach new product development with the idea of building a portfolio of related products.

During this session, you should have:

It is now up to you to bring this methodology back to your unit executive committee to implement.

You can inspire others to make a difference in your unit and ASME if they know their ideas will get a fair evaluation and you develop a product and services portfolio to appeal to a breadth of customers.