최PM의 블로그 - 제약 마케팅, 영업, 전략, 기획

하버드 비즈니스 리뷰에서 꼭 읽어봐야 할 10가지 아티클이라는 제목의 글입니다.
최근에 시간이 없어서 많이 못 읽었더니 이런 제목의 글이 눈에 띄는군요.
9월 중에 10개 아티클 모두 다 읽겠다고 다짐했습니다.

새삼 가장 무서운 적은 내 자신이라는 말이 실감납니다.
왜 이리도 게으르고, 왜 이리도 쉽게 지치는지...
스스로 부끄러울 따름입니다.
오늘도 열심히 살아봐야죠.^^

10 Must-Read Articles from HBR
by Clayton M. Christensen, Michael Overdorf, Thomas H. Davenport, Peter F. Drucker, Daniel Goleman, Robert S. Kaplan, David P. Norton, Rosabeth Moss Kanter, John P. Kotter, Theodore Levitt, Michael E. Porter, C. K. Prahalad, Gary Hamel

151 pages. Publication date: Mar 20, 2009. Prod. #: 13292-PDF-ENG

HBR Article Collections save you time by synthesizing and distilling the essence of selected Harvard Business Review articles that, together, help you meet a specific management challenge. One-page overviews draw out the main points. Annotated bibliographies point you to related resources. Includes original HBR articles.

If you read nothing else, read these 10 articles from HBR's most influential authors:
1) "Meeting the Challenge of Disruptive Change," by Clayton M. Christensen and Michael Overdorf, explains why so few established companies innovate successfully.
2) "Competing on Analytics," by Thomas H. Davenport, explains how to use data-collection technology and analysis to discern what your customers want, how much they're willing to pay, and what keeps them loyal.
3) "Managing Oneself," by Peter F. Drucker, encourages us to carve our own paths by asking questions such as, "What are my strengths?" and "Where do I belong?"
4) "What Makes a Leader?" Not IQ or technical skills, says Daniel Goleman, but emotional intelligence.
5) "Putting the Balanced Scorecard to Work," by Robert S. Kaplan and David P. Norton, includes practical steps and examples from companies that use the balanced scorecard to measure performance and set strategy.
6) "Innovation: The Classic Traps," by Rosabeth Moss Kanter, advocates applying lessons from past failures to your innovation efforts. She explores four problems and offers remedies for each.
7) "Leading Change: Why Transformation Efforts Fail," by John P. Kotter, argues that transformation is a process, not an event. It takes years, not weeks, and you can't skip any steps.
8) "Marketing Myopia," by Theodore Levitt, introduces the quintessential strategy question, "What business are you really in?"
9) "What Is Strategy?" by Michael E. Porter, argues that rivals can easily copy your operational effectiveness, but they can't copy your strategic positioning--what distinguishes you from all the rest.
10) "The Core Competence of the Corporation," by C.K. Prahalad and Gary Hamel, argues that a diversified company is like a tree: the trunk and major limbs its core products, branches its business units, leaves and fruit its end products. Nourishing and stabilizing everything is the root system: its core competencies.

마케팅의 4P 중에 Price도 있다는 거 아시죠?^^
가격은 제품 구매를 결정하는 여러가지 요인 중에서 가장 현실적이고 가장 직접적인 요인중에 하나입니다.

사실상 관행적인 약 10% 수준의 유통마진 이상은 불법으로 규정하는
한국의 전문의약품 시장환경 하에서 가격정책이라는 것은 좀 현실과 떨어진 이야기처럼 들리기도 합니다.
하지만  PM이라면 가격전략에 대하여 진지하게 고민해 봐야 합니다.
법 따로, 현실 따로인 따로국밥 현상이 제약시장에서 비일비재하게 나타나기 때문입니다.

너무 깊게 이야기하면 잡혀갈 소지가 있기 때문에 오늘은 하버드비지니스리뷰에 최근 소개된
"Pricing Strategies for the Downturn"이라는 제목의 Article을 하나 소개합니다.

한번쯤 읽어보고, 스크랩해둘만한 글이네요.^^

Pricing Strategies for the Downturn
7:20 PM Tuesday March 3, 2009
by Paul Nunes

Tags:Customers, Marketing, Sales

I used to love the television game show "The Price is Right." Beyond the insane level of excitement of the show was the oddly compelling quest to discover the right price of everyday items like refrigerators and bar stools. I always wondered how people could be off by multiples of the actual price--"people" including me, I confess.

But guessing prices on television is not the same as paying prices in stores. In real life, shoppers aren't so easily bamboozled. In fact, these days, they're paying especially close attention to prices, and are much more likely to know exactly how much they're paying for that bottle of shampoo or packet of shredded mozzarella.

For bigger-ticket purchases such as TVs and car insurance, they're helped with a myriad of comparison tools on the Internet--and by social networks that spread the word about how to get the best deals. And now, with applications such as ShopSavvy on the latest smartphones, shoppers can make instant in-the-store price comparisons just by taking photos of product barcodes.

But with such pricing transparency just a thumb-stroke away, does that mean that shoppers are never willing to pay full price?

Not quite. Pricing power doesn't necessarily decrease in a downturn. Although sales and discounts seem to be the order of the day, vendors have more opportunities to maintain prices than they may think. For example, there is often a segment of loyal customers who do not expect or need to be persuaded with a discount to purchase. And although there's no end of grumbling, customers can be surprisingly tolerant of across-the-board price hikes that they understand are related directly to increases in raw input costs such as fuel for airlines or milk for ice cream.

Aside from the obvious profit loss caused by hasty discounting, there is the more pernicious reality that discounting and promotions condition the buyer to expect lower prices. This customer mindset makes it hard to raise prices later when times are better. In addition, in what Accenture calls the discount trap, a reduction in price requires a stiffer increase just to bring the price back to par--thus a 30 percent drop requires a 43 percent increase. So customers are likely to perceive future upward price adjustments as larger than the discounts.

Before discounting, companies should consider several factors to determine if they can instead hold the line. First, consider whether customers still need your specific products. Are substitutes readily available, and if so, how attractive are they? While demand may be down, the customers who are still buying might be brand loyal and willing to pay a premium for the smaller volumes they are purchasing. What risks do your customers mitigate by buying your products instead your competitors? Are you uniquely positioned because of your ability to provide timely deliver or servicing?

All of which points to the need to quickly and clearly segment your customers by their price sensitivity, gauging the likely effect that discounting will have on their current and future purchases. Having a strong pricing capability will help.

But then let's say you've assessed your customer base and your market share goals and you realize that you still have to offer discounts. (If you're an apparel retailer with excess inventories, for example, you don't have much choice, as a certain high-end fashion retailer recently learned to its cost earlier this year.) What then? There are plenty of ways to minimize the overall impact on your realized average price.

Here's my suggested starter list:

Be mindful of the customer's 'paycheck cycle.' The Wall Street Journal recently reported on how companies are successfully discounting based on how close customers are to payday. All buying power is relative--and it can vary greatly from week to week and even from day to day.

Create a perceived discount by including an extra amount "free." It's an old trick, but still a good one: Giving customers "20% more!" product may cost a lot less than offering them a 20 percent discount while appearing equal in value to the customer.

Discount on a customer-by-customer basis. Haggling is back. And it's everywhere. Customers are now prepared to ask for discounts even in grocery stores. Companies should let their sales people know how much leeway they have to negotiate a deal, and should train them to ensure they consistently realize the best negotiated price.

Offer old-school financing. Remember layaway? These payment-deferral programs are back, enjoying a revival among some retailers like Kmart, for example. And a new firm, eLayaway , has updated the concept, allowing customers to choose products from about 1,000 local retailers online. The site arranges for monthly deductions from customers' bank accounts in return for a 1.9 percent service charge.

So what are you seeing out there? Where is pricing power holding up, and why? Where are discounts going wild--and what is that doing to those industries? Any discounts that seem too extreme?

하버드 비지니스리뷰에 실린 최신 글입니다. PM에게도 도움이 될만한 글인 것 같아 퍼 왔습니다.^^
품목 매출이 줄어들고 있는 PM 에게는 특히^^;;

Three Opportunities to Seize in the Downturn
5:12 PM Friday February 20, 2009

One of the most pernicious tendencies companies fall victim to in downturns is to focus on and project out near-term data points. The result? An inaccurate reflection of the future. The current extreme economic conditions only exacerbate this tendency.

So what can you do about it? The key to winning now is to focus on business basics. Real 101-type stuff. To again quote Warren Buffet, "In the short term the market behaves like a voting machine and in the long term it behaves like a weighing machine." In this economic climate, a company should focus on what makes any business great - superior cash flow and sustainable growth. This implies one of two solutions: a defensive survival position, or, if resources allow, being more aggressive on opportunities that will be rewarded in the long-run.

My business is venture and growth equity investing in smaller private companies. The entrepreneur and pragmatist in me suggests we bolster our strong performing companies, cut more aggressively on losing propositions, but continue to selectively invest in good opportunities. In this downturn, cash may have been promoted from king to God. If you have it, now is a time of opportunity. If you don't have it, now is the slap in the face reminder to get it. Our message to our companies therefore is to ensure sufficient cash on the balance sheet and cash flow generation. If that is in place, then we urge them to consider the opportunities emerging through recalibrations happening in the market.

I see three major resets continuing through 2009: talent, valuations, and competition.

First, consider talent. People everywhere are finding that their stock options are underwater and probably will remain so. This creates a window for a smaller growth company to get that experience at a discount through more aggressive use of head hunters and job marketing. There are also numerous good people who have been collateral victims to necessary cut backs, or even worse, company collapses. I often think of an accounting firm we work with that has become one of the largest regional players from its start as a very small local shop. How? By picking up the Arthur Andersen accounting talent after the Enron fiasco, they not only got good people, but the clients that came with those people.

Second- the reset in the valuations of public and private companies creates a buyer's market. The rules around betting on fundamental strengths don't change, but there's a lot of quality that is now "on sale." If you have the cash, this is not a time to try and time the bottom - such strategies usually fail - but to look at this as an extended sale period in which you are not trying to get the very best price, just a very good price.

The third reset is closely related to the first two: In the fallout of any major economic upheaval, new winners and losers will appear. For stronger companies, now is a time to sharpen marketing messages and consider taking or building share while others competitors may not be in a position to do so. Even without acquisitions, businesses that can should step up and reinforce what makes them stand apart and why they are resilient in this market. Customers are more careful in their purchase decisions in these times- tell them why you deserve it.

Most of us will be subject to some macromyopia and will miss the exact bottom, but we should stay focused on what it will take to win the marathon and not this mile marker. For businesses owners and managers who are struggling, defend your position vigorously and do whatever it takes to preserve and generate more cash - surviving this period is worth at least a silver medal in the downturn. But if you have flexibility and resources, an eventual gold can come from some more offensive moves now while others are frozen. The answer is to not to go from irrational exuberance to irrational indifference. Naturally being macromyopic is forgivable, not recognizing that tendency and not acting on the appropriate measures within one's control, is less so.

본 글은 하버드 비지니스 리뷰에서 퍼온 글입니다.
자신을 어떻게 팔것인지...
유달리 이직이 많은 PM이라면 누구나 한번쯤 고민해 볼 만한 문제라고 생각합니다.

How to Sell Yourself -- Carefully

How good are you at the delicate art of self-promotion? Overdo it, and you're a grandstander. But take an "aw, shucks" attitude about your accomplishments or, worse, say nothing at all, and you miss out on the credit -- and visibility -- you deserve. Read this article to discover how you can promote yourself with tact and finesse.

Leaders: Frame Your Messages for Maximum Impact

Your job as a leader is to motivate people toward achieving a common goal, and that requires skillful communication. How you frame an issue -- whether it's a problem your team needs to solve or a change initiative they must embrace and carry out -- influences how they perceive it and respond to it. Effective framing involves anticipating obstacles and tailoring the message to your audience, enabling them to focus their attention where it needs to be focused. This article will help you strengthen your ability to frame your message -- and achieve the results you want.

Tension in Teams

Conflict within teams is inevitable. And that's a good thing, because conflict is a catalyst for creativity and fresh ideas -- the very hallmarks of a successful team. So how can you, as a team leader, manage conflict to best effect? This article synthesizes the wisdom of management experts who urge setting ground rules and building trust among team members, while at the same time "staying with the tension" when it arises. With practice, you can maximize the positive effects of conflict and lead your team to greater heights of success.

Why You Need Sleep in Order to Succeed

Sleep. Your body craves it; your brain demands it. And your performance at work will suffer if you try to get by on too little of it. In this article, two sleep specialists explain how sleep works and why depriving yourself of it can significantly undermine your ability to concentrate, think creatively, process social cues, and multitask -- in other words, to do the work of a manager. Reading it definitely won't put you to sleep, but it might persuade you to go to bed earlier.

 
 [2009년 1월 15일 목요일]   
 
 
 
'어떻게'(how)가 아니라 무엇을'(what)이 먼저다 
 
(예병일의 경제노트, 2009.01.14)

한 최고경영자가 나에게 이런 말을 한 적이 있다. "나는 예전엔 대부분의 시간을 '어떻게 할 것인가' 하는 문제를 고민하는 데 보내곤 했다. '어떻게 일할 것인가?' '어떻게 운영할 것인가?' '어떻게 효율성을 추구할 것인가?' 등등 말이다.
그러나 이제는 '잡을 기회가 무엇인가?' '형성할 파트너십은 무엇인가?' '지원할 기술은 무엇이며, 시작할 실험은 무엇인가?' 등 '무엇을 할 것인가'를 고민하는 데 시간을 보내고 있다."
(36p)

게리 해멀 지음, 이동현 옮김 '꿀벌과 게릴라 - Harvard Business School Press 경제.경영 총서 15' 중에서 (세종서적)

스스로에게 '좋은 질문'을 던지는 것이 중요합니다. 그리고 먼저 던져야하는 질문은 '어떻게'(how)가 아니라 무엇을'(what)입니다.

'어떻게'(how) 할 것인가... 이는 '효율'에 대한 고민입니다. 나의 시간을 어떻게 효율적으로 사용할 것인가, 조직을 어떻게 원활하게 운영할 것인가, 생산의 효율성을 어떻게 높일 것인가...
물론 중요한 화두입니다. 그러나 이 질문보다 더 중요한 것이 있지요. 바로 '무엇을'(what)입니다.

'무엇을'(what) 할 것인가... 이는 '효과'에 대한 고민이지요. 도대체 무엇을 하기로 결정할 것인가, 지금부터 한 시간 동안 무엇을 할 것인가, 어떤 혁신적인 신제품을 생산할 것인가...

일을 제대로 하는 것보다 더 중요한 것. 그것은 '제대로 된 일'을 하는 것입니다. 방향이 잘못된 일이라면 아무리 효율을 높인다한들 의미가 없으니까요.

'어떻게'(how)가 아니라 무엇을'(what)이 먼저입니다.
 

본글은 경제, 금융, 경영을 비롯한 리더쉽 이론 등에서 탁월한 성과를 보이고 있는
하버드 비지니스 리뷰의 최근 글입니다.
PM도 MR을 움직여야 하는 리더쉽이 필요하다고 전제한다면,
보다 나은 리더가 되기 위해서 저자가 제안하는 이 세가지 내용은
PM들도 가슴 깊이 새겨야 할 내용이라고 생각합니다.^^

About this Author

1. Look back at where you have come from. / 뒤를 돌아보라.^^

Think back over your personal history and identify the four or five most important events or episodes in your life, the moments that have defined who you are today. Tell the story of these events, in chronological order. For each one, briefly describe the impact the event had on your values and on your direction in life.

2. Define your personal leadership vision. / 개인적인 리더쉽의 비젼을 설정하라.

A statement of your personal leadership vision provides a focus for your long-term and short-term actions. It's expected that you will revise it over time. It will be of most use if your vision is a compelling image of an achievable future, a story or picture that inspires. Describe the kind of leader you want to become, including the most important goals you have for the contributions you want to make to the world - your legacy -- by writing a short history of your future (your life and career) between now and 2025. What will you be doing in 2025 and what impact will you be having?

3. Take the four-way view / 당신의 시간과 에너지를 투자하는 중요도 차트를 작성해보라.

This exercise gives you an understanding of how you are focusing your attention on your four life domains today. It shows how you manage the allocation of your time and energy--the amount of attention you pay to various people and projects in your life--and so helps you assess whether you're actually doing what you care about doing. Complete this chart.

In the first column, distribute the percentages (100% divided across the four domains) based on how important you think each area of your life is, at this point in your life (it is understood that these percentages vary over time). In the second column, distribute the percentages to indicate how much time and energy you actually spend in each area. In the third column, indicate how satisfied you are with how things are going in each domain by circling or bolding a number from 1 to 10, where "1" = "not at all satisfied" and "10" = "fully satisfied." In the bottom right cell, circle/bold the number that best represents how satisfied you are with life in general. Now, the fun part: Reflect on what's important to you, how you focus your time and energy, and how satisfied you are in each of the four areas, and overall.

Readers, what are you doing to prepare for 2009?

How to Sell Yourself When Your Job's at Risk
Posted by Daisy Wademan Dowling on November 13, 2008 11:53 AM

No one, aside from bankruptcy lawyers, can feel secure in their jobs in the midst of the current economic mess. But constantly checking your company's stock price isn't going to change anything. Nor is lingering by the water cooler and snooping for details of the impending layoffs and the severance packages that come with them. It's natural to feel anxious, but those behaviors aren't going to protect you from what might be coming down the pike. The real question now isn't "Are you at risk?" It's "So what are you going to do about it?"

The recent Harvard Business Review article "How to Protect Your Job in a Recession" offered several pieces of advice for managers facing possible job loss: maintain a cheerful attitude; be flexible; be a good corporate citizen.

Here's one more. Remember that old saying that "every job is sales?" That's exactly what you need to do right now: Sell -- yourself.

In my work coaching rising superstars, I've noticed that these consistently high performers tend to fall into one of two categories:

people who let their good work speak for itself
people who communicate their value to their bosses, peers, and direct reports - and to everyone else, too.
When it comes to getting paid and promoted, the second group usually does better. And in bear markets, they tend to survive.

Don't get me wrong. I'm not advocating that you brag - or that there's any substitute for strong performance. What I am offering are specific, actionable ways to self-promote, gracefully and with integrity - ways to put yourself forward as someone the organization needs to keep. In this mess, you can't afford not to. Here's what you should do:

Send an e-mail to your boss praising a young employee's work on a recent project. You'll look like a team player - and a thoughtful manager - while drawing attention to your group's success. It's a nice thing to do for your direct report, too.

Ask your boss for feedback on your priorities (rather than your performance). Make a list of your key projects and goals for the next six months, and walk through the list together. Message to boss: I'm both thoughtful and action-oriented.

Find a teaching moment. Gossiping with your peers about the subprime mess doesn't demonstrate leadership. Taking the initiative to get all the recent college hires in your department into a conference room and explain what "subprime" means does.

Get in early. Don't work longer hours, just earlier ones. Senior people tend to be early birds - and they'll notice if you're there. Remember, you don't know who's making decisions about the names on that dreaded list.

Daisy Wademan Dowling is the author of Remember Who You Are (Harvard Business Press, 2004) and a regular contributor to Harvard Business Review.