| |
Home
Potential
Clients
My
Work
Client
Results
Research
Published Papers
Guest Lectures
They
said it!
Resources
Contact
|
|
 |
|
I teach Marketing because
I
teach because the act of teaching impels a depth of understanding and crispness
of communication of the fundamentals of marketing. I teach because this
provides a platform to create, develop, and articulate advanced methods and
processes in marketing. I teach because I support and give to my
community of business people, entrepreneurs, and technologists. I teach
because it nourishes and reinforces my practice, helping me to serve my clients
and companies better.
I
have taught at MIT not only because I received my engineering degree there, but
also because MIT is a leading institution of science, engineering, business, and
entrepreneurship. Teaching at MIT has enabled me to learn how to teach
technologists the entrepreneurial process, the upstream marketing process, and
the relationship between marketing and engineering.
Read
what students say. After the class or presentation, the published paper, class handout, or a summary of
the material will be in the Papers section. For example:
|
|
|
|
Tools to Convince Management of Your
Investment in the Voice of the Customer
How do product
managers justify their time to management, acquire sufficient resources, and develop a budget for front-end marketing? How much,
exactly, is needed?
Customer understanding is inherent in the role of product manager and mandatory for success. Yet the time allocation, resources,
and budget for acquiring customer input is rarely, if ever, explicit in the job description. Investing in Voice of the Customer
(VoC) might not even be a listed task.
Mr. Grabowski will reveal surprising, counterintuitive data and a unique formula for the significant investment required to hear the
Voice of the Customer, for budgeting and staffing front-end marketing, and to achieve business success.
- Not
"Why," not "How To," but "How Much?"
- Not
"Invest to Understand Customer Needs," but "Tools to Convince Management!"
Boston Product
Management Association (bpma) |
|
|
|
|
The Board of Directors; Vital Partner
for a VoC Culture
-
Tools
to enlist the Board of Directors as your partner
-
Twenty
questions for the Board to establish a VoC Culture
-
Unique
data reveals VoC investment for success
Product
Development and Management Association (PDMA) 9th Annual Voice of the Customer (VoC) Conference, San Diego, CA. |
|
|
|
|
What Do Customers Want?
Upstream market
research is early intervention to validate and size the business opportunity, to guide engineering to develop products that
deliver benefits that customers are willing to spend money to receive, and to steer the enterprise.
Real-life examples
illustrate what marketing should be doing, how to go about it, and how good market research relates to the product development
process. Tools will be demonstrated to address high market-place dynamics, rapid technology changes, and the interaction
between market research and technology.
Presented at the
request of Boston University fifteen times between 1999 and 2008.
|
|
|
|
|
Marketing Strategy: The Marketing
Budget
Ralph Grabowski
will illustrate how much effort goes into the fact-gathering, analytical front-end process to identify needs, customers, and
opportunities; and will quantify that investment.
The author has
gathered data on how much companies actually invest in Front End Marketing. This is an engineering approach; gather data then
take action based on data.
IEEE
Entrepreneurs' Network (ENET), March 6, 2007, Waltham, MA |
|
|
|
|
Cytyc's Impact on Women's Health
-
Delivering
65% more disease detection for women
-
Launching
a startup to $6.2 Billion market capitalization
-
Identifying
profound changes from the initial product concept
-
Investing
more in early Market Research than engineering
-
Precipitating
new legislation in the US Congress (CLIA)
Medical
Development Group (MDG), October 4, 2006 |
|
|
|
|
Neat Technology, But Who Will Buy It?
A play in
three acts:
| Act
1 |
|
Death and
Despair |
| Act
2 |
|
New
Models and Hope |
| Act
3 |
|
the
Prediction |
A cast of
luminaries, including the father of the semiconductor wafer stepper and the Runner-Up in the 2004 MIT $50K Entrepreneurship
Competition, portray themselves and other current - and historical - people with extraordinary technology; to relate their personal
triumphs and failures regarding the impact of Market Research - or lack thereof - in their businesses.
"Technology
is not important!" Robert J. Shillman, Ph.D., Founder, President, CEO, and Chairman of Cognex |
|
|
|
|
