Product portfolio management process over horizontal and vertical portfolios

Abstract

This study aims to extend the product portfolio management (PPM) practices to cover all lifecycle phases and product portfolio layers by the means of comprehensively analysing the current PPM literature and the relevant practices of ten case companies. The principal results of this study include designing ontologies for the potential new business process hierarchy and for new PPM process concept over product lifecycle phases and portfolio layers. The new PPM concept proposal has Author been discussed and validated within a case company focus group to acknowledge the obtained comments. The results of this study can help cross-functional management teams in creating and implementing a process management approach for active PPM practices.

Modelling of Construction Products and Services for Effective Productisation

“…The role of productisation is further clarified by providing an example in the construction industry context on modelling products/services as commercial and technical portfolios. This study, hence, supports Harkonen, Tolonen, and Haapasalo (2017;, Tolonen, Harkonen, and Haapsalo (2014), Tolonen et al (2018), and Tolonen (2016). The understanding on product/service product structure and the focus of productisation by Tolonen et al 2018) is further supported.…”

“…The product structure concept can be utilised in the product portfolio management context by considering the commercial and technical portfolios (figure 1). This type of division has been considered for physical products (Tolonen, Harkonen, and Haapsalo 2014;Tolonen 2016;Kokkonen 2017;Mustonen 2017) and for services (Harkonen, Tolonen, and Haapasalo 2017;Harkonen, Tolonen, and Haapasalo 2018;Mustonen 2017). The commercial perspective has a customer focus and is familiar with marketing, sales, and product management (Tolonen, Harkonen, and Haapsalo 2014).…”

“…The commercial product and service portfolios have a hierarchy that can be formed for example to consist of product families, product configurations and sales items (Harkonen, Tolonen, and Haapasalo 2017;Kokkonen 2017;Tolonen, Harkonen, and Haapsalo 2014;Tolonen et al 2018;Tolonen 2016). There are no differences in the logic of commercial portfolio of products or services Tolonen et al 2018).…”

“…The difference between physical products and service products lies in the technical implementation. When considered as products, the technical product portfolio consists of all hierarchies of platforms, assemblies, sub-assemblies, components and materials that are used for creating the product offering Tolonen, Harkonen, and Haapsalo 2014;Tolonen 2016). Should the offering be considered as a service, the technical portfolio consist of service processes, sub-service processes, resources, parts and materials that are needed for creating the service offering (Harkonen, Tolonen, and Haapasalo 2017;.…”

“…The idea of product portfolio management relates to the need to monitor and react to the behaviour of products and services both in the markets and inside the company to maximise the effectiveness (Cooper, Edgett, and Kleinschmidt 1997). This applies vertically over the product structure, but also horizontally over the lifecycle (Tolonen 2016). The horizontal considerations can for example use the division as illustrated by figure 2.…”