Tuesday, February 21, 2012

Industrials Strong -- Transports: not so much

1 comment:

sell structured settlement said...

his is a perfect moment for industrials companies — the companies that make and maintain heavy machinery, construction and building components and equipment, energy products such as turbines and windmills, and similar products — to invest in developing distinctive capabilities.

One of the most promising is improved product management. At too many companies, decision making is fragmented across a variety of functions. Sales decides which products to maintain and which to kill; R&D determines when an enhanced version of a product is ready for release; and operations may have the final say in choosing suppliers. Product managers are little more than administrators without much decision-making power; they police the results, focused on one or two broad mandates. At a low-cost manufacturer, they nix costly features that are nice but unnecessary; at a premium company, they block cost-saving initiatives that would erode the customer experience. Although narrowly valid, this siloed approach often results in customer insights that are gathered but never used, slow innovation, and disappointing product profitability.