BY PAULA ANDRUSS | March 20, 2012|
brought to you by Entrepreneur Mag Online
There's no better way to dissect the how-tos of branding than to dig deep into the companies everybody knows and trusts. To accomplish this,Entrepreneur teamed with The Values Institute at DGWB, a Santa Ana, Calif.-based think tank that focuses on brand relationships, on a consumer survey that explored the reasons some brands manage to stay on top.
What became clear: Though they may not have the biggest sales or market share in their categories, today's most trustworthy brands have created relationships with consumers through experiences that trigger a visceral response.
"We're seeing more of an emphasis on brands building emotional relationships with consumers because it's powerful and it works," says branding consultant Jim Stengel, former global marketing officer of Procter & Gamble and author of Grow: How Ideals Power Growth and Profit at the World's Greatest Companies. "When you do it, you have a much stronger affinity, a much stronger business, much stronger growth and much stronger results.
"When we looked at brands [at P&G] that had a very, very strong emotional benefit vs. our competition," Stengel adds, "our shares were much, much higher. And the margin of growth vs. our competitor was much higher than those that had just a functional superiority."
By Scott Sehlhorst | January 24th, 2006
brought to you courtesy of Tyler Blain
They key to writing a great spec is knowing how to specify software that mets our customers’ needs.
It can be a daunting task. First, we have to define what our customer needs. High level requirements are just requirements that are too vague or high-level to be directly actionable. “We must reduce our cost of fullfilling orders by 20%” is a high level requirement. We can’t start writing code with only that information. In an early post, we talked about functional requirements being written at the right level – don’t confuse the level of clarity required for writing a functional spec with that required to define goals.
A market requirements document (MRD), as we discussed earlier, discusses the problems (to be solved) or the needs of the market. When working with a customer, that customer will identify one or more strategic objectives.
As an aside – this case study demonstrates use of the OST (objectives, strategy and tactics) approach to initiating and managing projects. Check it out for context. You can just skim the bold parts in the OST sections if you want to stay on topic with this post.
The question is – How do we get from an MRD to a great PRD?
A product requirements document (PRD) captures the capabilities of the software in order to address the market needs. From these key capabilities comes the design of the software. How do we get from needs to ideas?
This is an ideation task. A product manager must apply high level design skills when writing the specification. Haven’t we said repeatedly that requirements should not describe the implementation or design? Yes. Previously, we talked about the importance of asking why, this is the same issue, approached in the other direction – starting with the why and askinghow.
We’re not talking about specifying implementation details – just articulating capabilities. Here is a list of “market need : product capability” that demonstrate the transition from MRD to PRD.
Organizing, validating, and prioritizing these capabilities is the hard part. The output of this effort is a PRD. A product roadmap (a vision of what a product will be capable of doing, over time) is another potential output.
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