BUSINESS-CASE WRITING FOR NEW BRAND

TRAINING OVERVIEW

DixonTech presents a transformative training program tailored for professionals seeking to master the art of business-case writing for new brands. In today's competitive market landscape, the ability to articulate a compelling case for the introduction of a new brand is paramount to success. Our “Business-Case Writing for a New Brand” course equips participants with the essential skills and strategies needed to develop persuasive arguments and garner support for innovative brand initiatives. As marketing guru Seth Godin once said, “Don't find customers for your products, find products for your customers.” This philosophy underscores the core principle of our training – understanding customer needs and crafting brand propositions that resonate deeply with target audiences. Through a blend of practical exercises, case analyses, and interactive discussions, participants will gain the expertise to create business cases that captivate stakeholders and drive tangible business outcomes.

TRAINING TOPICS

• The NPD process and risk
• Potential success in the market
• Understanding market factors, potential impacts and customer requirements
• Defining what is needed to make the case viable in the market
• Resources required for the case to work

By the end of this training course, delegates will be able to

• Win support for a new product, by writing a more persuasive and powerful business case
• Understand who the business-case is written for and make it more appealing to them
• Research the factors that have the most impact on the success of a business case
• Justify a business-case from a market point of view
• Focus on the core issues that will support a business case
• Understand the viability of their business case and use it to justify the case
• Construct and write an engaging and interesting business case that sells a new product idea
• Present their business case to others, in a confident and persuasive manner

TRAINING IS TAILORED TO

• Marketing directors
• Product managers
• Product development teams
• R&D managers
• Finance directors
• Business development managers
• Business owners and inventors

TRAINING METHODOLOGY

DixonTech's “Product Management for B2B” training program employs a dynamic and immersive methodology aimed at equipping participants with practical skills and insights essential for success in the B2B product management landscape. Our approach combines interactive workshops, real-world case studies, and collaborative group activities to provide a comprehensive learning experience. Led by industry experts with extensive B2B product management experience, the training sessions are designed to facilitate deep understanding and application of key concepts. Through hands-on exercises and role-playing scenarios, participants will gain practical experience in developing strategic product roadmaps, identifying market opportunities, and navigating the complexities of the B2B sales cycle. Additionally, our training fosters a supportive and collaborative learning environment, encouraging participants to share insights, best practices, and challenges with their peers. By focusing on practical application and skill development, our methodology ensures that participants are equipped with the confidence and competence to excel in the dynamic field of B2B product management.

DAY ONE:

THE NPD PROCESS AND RISK

• The new product development process
• The market risk in new product development
• Principles to follow to reduce risk
• The role of a business-case in product development
• How to construct a successful new-product business-case
• What the business-case should contain

DAY TWO:

POTENTIAL SUCCESS IN THE MARKET

• Welcome to the Dragon's Den
• What dragons look for and why
• Here is your new product idea
• Researching the market to identify feasibility
• Scoping and describing the potential market
• Understanding market drivers and their impact

DAY THREE:

UNDERSTANDING MARKET FACTORS, POTENTIAL IMPACTS AND CUSTOMER REQUIREMENTS

• Understanding market drivers and their impact (continued)
• The potential impact of customers and their effect on the business-case
• Assessing the sustainability of price and value
• How competitor responses might affect the case
• Recognising internal limits and capabilities
• Resources and changes to make the business-case realistic

DAY FOUR:

DEFINING WHAT IS NEEDED TO MAKE THE CASE VIABLE IN THE MARKET

• What is required for the case to succeed in the market?
• Objectives of the business-case
• What strategy will be required to support the case?
• Justifying your case
• Risk and contingencies to include
• Financial investment and expected outcomes

DAY FIVE:

RESOURCES REQUIRED FOR THE CASE TO WORK

• Internal resources and adjustments required
• Opportunity-cost time money effort
• Writing the case
• Presenting the case
• Selling the case
• An outline plan to win support