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Global Product Management and Marketing Strategy Meeting Insights - December 2013

The Global Product Management Meeting on December 2, 2013, focused on strategic developments for the DACH market. The meeting emphasized a matrix-based organizational structure where each Business Unit (BU) is responsible for its global market strategy. Key discussions included aligning different BU approaches, enhancing product-based market penetration, and leveraging unique competencies for regional growth. Priorities were set for high-potential projects, operational planning, and resource allocation to drive M&A activities while ensuring compliance, quality management, and innovation.

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Global Product Management and Marketing Strategy Meeting Insights - December 2013

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  1. Global Product Management Marketing & Sales Meeting – Dec 2th 2013

  2. Strategy • The strategyof BU IS (old) hasbeendevelopedfortheDACH market. • From 2013… Every Business Unit isresponsible foritsbusinessworldwide. driverforproductbasedmarketentry / development / penetration

  3. Matrix-based organisation Matrix-basedorganisation Organisation before 2013 …. BU 3 BU 5 BU 1 BU 2 BU 4 push Germany TNI  Products BU 2 … BU 1 RM1 Region 1 Region 2 RM2 + Region 3 pull RM3  Regions Region 4 RM4 Region 5 ….. Region 6 Region 7 no link between BUs DACH / BU International Different approaches havetobealigned

  4. Market based Matrix DRAFT BUs  Push “product” based view Global approach  driving BU growth Regions Pull “country / local” based view Regional approach  driving regional growth Unique competencies(experts) Localmarket / competitiveintelligence & networking (e.g. M&A sourcing) Product / Know-Howtransfer & innovation Regional / crosscountryopportunities / synergies (e.g. sharedressourcedeployment) Compliance / risk- / qualitymanagement Strategyimplementation, keypilotprojectexecution Standardisation (quality/ costbenefits) Local: fast execution / flexibility / agility / talents Head of Business Unit (BU & RM) • Vision  approving (S)BU and regional strategy  high-level financial targets & KPIs/CPCs • setting business priorities along products and regions / countries/ focus on high potential projects (stepwiseapproach)  projectapproval • Driving business development, M&A growth strategy in line with Corporate M&A process • Allocationofresources (capital / HR)  investmentapproval • Approving operational business planning

  5. Global Product Manager (GPM) within BU ISDefinition of topics for GPM has been done in cooperation with RM Strategy BU IS Mr. Theike GPM Food, Agri- culture, CSR Dr. Böckmann GPM Renewables Mr. Dr. Sitzki GPM Nuclear Mr. Remstedt 2013-05-01 2013-06-01 2013-08-01 GPM ProductCertification Mr. Böttcher 2013-05-01 • areresponsiblefor a productgroupwith a worldwideturnoverofmorethan 10 Mio. EURO and a profitmarginofmorethan 5 % in fiveyearslatest. • drivetheproductstrategydevelopmentfor BU IS (directreportingline) • presenttheproductstrategyto Head ofBuisness Unit • control/ reviewstrategicapproachforproduct • PM implementapprovedproductstrategy (perhapspartoftheworkinggroup) andreportfunctionallyto GPM

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