{"id":1162,"date":"2019-12-18T08:19:21","date_gmt":"2019-12-18T07:19:21","guid":{"rendered":"https:\/\/bcoaching.online\/srpski\/?p=1162"},"modified":"2020-03-05T11:45:26","modified_gmt":"2020-03-05T10:45:26","slug":"koreni-produkt-menadzmenta","status":"publish","type":"post","link":"https:\/\/bcoaching.online\/sr\/koreni-produkt-menadzmenta\/","title":{"rendered":"Koreni produkt menad\u017ementa"},"content":{"rendered":"

\"\"U modernom poslovnom okru\u017eenju postalo je uobi\u010dajeno da pri\u010damo o brendu menad\u017ementu i marketingu, a od relativno skoro, sve \u010de\u0161\u0107e se \u010duje i izraz menad\u017ement proizvoda (Product Management) u tom miksu. Iako srodne, ove 3 oblasti nisu iste.<\/p>\n

Kako bi bolje razumeli razlike bi\u0107e korisno da se vratimo unazad i sagledamo gde je i kako je sve po\u010delo.<\/p>\n

Smatra se da je moderni menad\u017ement proizvoda po\u010deo 1931. godine kada je Neil H. McElroy<\/a><\/u>, kao junior menad\u017eer zadu\u017een za reklamnu kampanju Camay sapuna u Procter & Gamble napisao svoj \u010duveni trostrani memo<\/a><\/u> koji je postavio temelje modernog brend menad\u017eementa. Memo je napisan inicijalno da bi se opravdalo zapo\u0161ljavanje dodatnih ljudi, ali je kasnije postao temelj modernog razmi\u0161ljanja o brend menad\u017ementu, a posledi\u010dno i o produkt menad\u017ementu.<\/p>\n

U ovom memu McElroy ka\u017ee da bi kompanije trebale da dodele poseban marketing tim svakom pojedina\u010dnom proizvodnom brendu kao da je zasebna firma.<\/p>\n

McElroy opisuje \u010doveka brenda (\u201cBrand Men\u201d) kao apsolutno odgovornog za ceo brend – od pra\u0107enja prodaje, upravljanja proizvodom, reklamiranjem i promocijom.<\/p>\n

Ono \u0161to je posebno istakao je na\u010din na koji bi ovo trebalo da se postigne, kroz detaljno testiranje na terenu i kroz interakciju sa klijentima<\/strong>.<\/p>\n

Uspeo ja da izdejstvuje 2 dodatne osobe za svoj tim i da se cela organizacija restruktuira u brend orijentisanu organizaciju. Ovaj potez je direktno doveo do osnivanja menad\u017ementa proizvoda u kompanijama sa proizvodima \u0161iroke potro\u0161nje.<\/p>\n

McElroy je brzo napredovao kroz rangove i ubrzo postao predsednik P&G-a. Uspeh u poslovnom svetu ga je doveo da postane i savetnik na Stanfordu gde je izvr\u0161io veliki uticaj na dva mlada preduzetnika, Bill Hewlett-a i David Packard-a.<\/p>\n

Njihovo tuma\u010denje \u201cBrand Man\u201d-a je dovelo do toga da stave dono\u0161enje odluka \u0161to je mogu\u0107e bli\u017ee mu\u0161terijama i u\u010dine menad\u017eera proizvoda (produkt menad\u017eera) internim glasom mu\u0161terija. U klju\u010dnoj knjizi \u201cHewlett-Packardov na\u010din\u201d (\u201cThe Hewlett-Packard Way<\/a><\/u>\u201d) ova postavka je predstavljena kao glavni razlog za\u0161to je HP odr\u017eao konstantan rast od 20% na godi\u0161njem nivou svake godine tokom 50 godina od 1943-1993.<\/p>\n

Pored uvo\u0111enja produkt menad\u017eera, prvi su podelili kompaniju u divizije kako bi svaku od divizija napravili da bude nezavisni proizvodni tim odgovoran za razvoj, proizvodnju i marketovanje svojih proizvoda.<\/p>\n

\"\"<\/p>\n

Paralelno sa ovim promenama, u posleratnom Japanu, razvijala se ba\u0161-na-vreme (just-in-time) proizvodnja. Usled nesta\u0161ica materijala i problema sa likvidno\u0161\u0107u, Taiichi Ohno<\/a><\/u> i Eiji Toyoda<\/a><\/u> razvili su Toyota proizvodni sistem kako bi se fokusirali na eliminisanje gubitaka u proizvodnom procesu, ali i zbog druge 2 va\u017ene postavke modernog menad\u017ementa proizvoda: Kaizen \u2013 kontinuirano unapre\u0111ivanje biznisa uvek guraju\u0107i ka inovaciji i evoluciji<\/strong>, Genchi Genbutsu \u2013 crpi direktno sa izvora \u010dinjenice kako bi doneo ispravne odluke<\/strong>.<\/p>\n

Jedna od prvih zapadnih kompanija koja je prepoznala vrednost Toyotinih principa proizvodnje je bio HP. Tako su uveli novi na\u010din razmi\u0161ljanja o pravljenju proizvoda – orijentisan prema mu\u0161teriji\/korisniku, fokusiran na brend i \u201clean\u201d proizvodnju. Vrlo brzo su sve kompanije u Silikon Veliju, koji je u to vreme rastao, uvidele prednosti ovog pristupa i po\u010dele da ga koriste.<\/p>\n

Zaklju\u010dak<\/h3>\n

Prvobitni (P&G) produkt menad\u017eeri su bili deo marketinga. Bavili su se prvenstveno potrebama kupaca i kako zadovoljiti te potrebe kori\u0161\u0107enjem klasi\u010dnog marketing miksa – proizvod, mesto, cena, promocija (4Ps – Product, Place, Price, Promotion).<\/p>\n

Razvoj i proizvodnja novih proizvoda je postao prili\u010dno skup i duga\u010dak proces (zamislite razvoj inovativnog \u0161ampona za kosu). Bilo kakve izmene u tom procesu bi samo pove\u0107ale tro\u0161kove i produ\u017eile ceo proces dodatno. Prostom eliminacijom bavljenja proizvodom, menad\u017eeri proizvoda su ograni\u010dili svoje delovanje na 3 od 4 elementa: mesto, cena i promocija. Time su sveli svoju rolu na marketing: pakovanje, cena, promocija, brend marketing, i sl, a sam razvoj proizvoda je ostavljen drugima.<\/p>\n

Kako se ova uloga pomerala ka tehnolo\u0161kom svetu, ovo razdvajanje marketinga od razvoja i proizvodnje je postala nemogu\u0107a. Ve\u0107ina kompanija u svetu tehnologije se bavila izmi\u0161ljanjem novih proizvoda i novih industrija, nisu mogli da se oslone samo na pakovanje i cenu kako bi uspeli. Ovim se razvoj proizvoda vratio u centar menad\u017eementa proizvoda. Bilo je neophodno ne samo razumeti potrebe mu\u0161terija\/korisnika ve\u0107 i prilagoditi proizvod.<\/p>\n

I onda su do\u0161li Scrum i XP, Agile i Lean Startup, kao i disrupcije mnogih industrija i tr\u017ei\u0161ta. Pridru\u017eite mi se u nastavku da vidimo \u0161ta se nakon svih tih neo\u010dekivanih doga\u0111aja desilo sa menad\u017ementom proizvoda.<\/p>\n","protected":false},"excerpt":{"rendered":"

U modernom poslovnom okru\u017eenju postalo je uobi\u010dajeno da pri\u010damo o brendu menad\u017ementu i marketingu, a od relativno skoro, sve \u010de\u0161\u0107e se \u010duje i izraz menad\u017ement proizvoda (Product Management) u tom miksu. Iako srodne, ove 3 […]<\/a><\/p>\n<\/div>","protected":false},"author":78,"featured_media":1166,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[28,60,48],"tags":[],"class_list":["post-1162","post","type-post","status-publish","format-standard","has-post-thumbnail","category-online-izdanje","category-primenjeni-biznis","category-product-management"],"yoast_head":"\nKoreni produkt menad\u017ementa - BCoaching<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/bcoaching.online\/sr\/koreni-produkt-menadzmenta\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Koreni produkt menad\u017ementa - BCoaching\" \/>\n<meta property=\"og:description\" content=\"U modernom poslovnom okru\u017eenju postalo je uobi\u010dajeno da pri\u010damo o brendu menad\u017ementu i marketingu, a od relativno skoro, sve \u010de\u0161\u0107e se \u010duje i izraz menad\u017ement proizvoda (Product Management) u tom miksu. 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