Product lines sunset. Your teams need a space to experiment, learn, and review alternatives for a short period. You want to improve your product line organization. The feedback we receive from our users form the basis of how we improve our software. This is no exception.
Creating your product line on a digital platform at first seems easy. You open a spreadsheet, create a column for each product, add features on rows, and specify whether the features are standard, optional, or unavailable in the cells. Seems straightforward until relationships become complex, products and features grow in quantity, and more importantly, you need to analyze different scenarios. That’s where Gocious makes a difference. With Gocious, you can create product lines fast, re-use features from a central library, configure complex relationships with ease, and now copy a product and make changes to create a new product in the same line. With this capability, you can copy all the product definitions, including features and their configuration, instead of starting from scratch.
Deciding on what products and features to offer to the market requires an understanding of your business and customer needs. At times, you need to strike a balance between multiple factors to come up with a product that best meets those needs. However, the factors requiring consideration are often competing with each other.
To meet your customers' demands as a discrete manufacturer, you need to create a product line with various products and options with many possible configurations. Designing your product line for your customers in a way that is not confusing and in the same time meets their personalization needs can be a challenge. Visualizing entire product lines is a way to ensure it is serving the market needs and is easy to understand from a customer's perspective. It is also an essential tool to strategically communicate what is being built and how it serves the market, enabling everyone inside the organization to stay aligned and informed.
There has been a recent change in the market, and you need to analyze your product line and plan a change to the current features and products immediately to address the market in 3 months.
Does this sound familiar? You're deep into a new product development process and heads down working on executing the product plan. Suddenly, you realize discrepancies in the products and feature definitions, the timelines to launch them, and their configurations. A myriad of spreadsheets, text documents, and presentation files stored in different places make it confusing to navigate as you are not sure what the latest approved decisions and definitions are. This means that now is the time to stop what you're doing and jump into the 'data scramble' and send a deluge of emails to product planning and product management teams to get the answers you need with a definitive picture of the product line.
Most hard goods manufacturers are embracing the digital transformation by focusing on their factory floor operations. They are spending millions and, on occasion, billions of dollars on upgrading equipment and streamlining processes. Often though, very little attention is given to the front-end of manufacturing. Why do manufacturers fail to extend their digital transformation to the early product definition, planning, and design stage?