Empower your Product Management Career in Ireland

Our training program is designed for industrial manufacturing companies. We know the differences between hardware and software development, which methods are used there and which requirements result from this for effective product management.

Product Management in mechanical and plant engineering sector has to deal with cost pressure, standardisation and the introduction of a product culture and product optimisation over a long service life. Often, companies need to play both in the product and project business arena.

Product Management has to deal with a highly regulated industry in which products must fulfil the legal requirements of many individual countries. Health care institutions and practitioners require high reliability, efficiency and individualization. Sales channels include both direct and distributor networks.

The strategy of developing complete system solutions due to high competitive pressure requires corresponding adjustments to the product management organisation, both in terms of roles and in terms of processes and tools. Developing and integrating comprehensive services and 3rd party products are often inevitable.

High-tech and software-based products require product managers with expert knowledge of the technology and application areas of their customers. Scalability, UX, product performance are typical requirements, while SaaS, subscription and licencing are increasingly popular business models, PM has to deal with.

In the construction and building material industry, Product Managers have to deal with product life cycles  can be extremely long, while many regulations have to be met. At the same time, sustainability, price/performance and availability are critical purchase criteria.

The complexity for product management here often lies in the manufacturing and highly segmented market situation. Components may be used in 20 industries, within 15 different applications, in 70 different countries. Cost efficiency, durability and compatibility are critical product requirements.

Capital goods are often associated with complex and long procurement cycles on the buyer side and sales cycles on the supplier side. PM must therefore not only develop a strategy for the utilisation phase, but also for the procurement phase to be successful.

The service business has grown enormously in importance over the last 20 years. Many industrial manufacturing companies generate more than 1/3 of their sales and earnings with services. This requires a clear ‘service-as-a-business’ mentality and dedicated service product managers.