Products
products
Product Value Management Platform
Propel PLM
Propel PIM
Propel QMS
Take Product Tour
p
Propel One
Product Spotlight
Supplier Community
Featured Resources
eBook
Product Value Management Handbook
Read More
Solutions
Processes
New Product Development
Custom Product Development
Compliance Management
Product Quality
Product Go-To-Market
Supplier Management
Field Service Enablement
roles
Design and Engineering
Product Management
Quality and Regulatory
Service and Support
Supply Chain and Production
Information Technology
Marketing
Sales
Featured  Resource
Article
Survey Says: Your Value Chain is Broken
Read More
Platform
Platform
Power of the Platform
Built on Salesforce
Salesforce Platform
Propel Trust Center
Enterprise Integrations
Featured Resources
Article
Trust and Security with Propel
Read More
eBook
5 Steps to Unify Product and Customer Data With Salesforce
Read More
Pricing
Customers
success
Customer Case Studies
Customer Testimonials
Industries We Serve
Featured Resources
Video
Propulsion 2025
Watch Now
eBook
The 5x5 Program: A Proven Framework for Business Transformation
Read More
Resources
resources
Resource Library
Blog
Podcast
Newsroom
Converged by Propel
Industry-leading articles, videos, and podcasts at the intersection of product innovation and market evolution.
Read the latest
resource type
Ebooks
Podcast
Whitepapers
Events
see all resources
E-Book
Resource Title Lorem Ipsum Dolor Sit Amet
rEAD More
Converged Blog Lorem ipsum dolor sit amet
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Sed risus arcu, imperdiet ac pretium mattis, gravida varius nibh.
rEAD More
LoginGet Started
Get Started

Propulsion 2020 Core Manufacturing Session - Innovate at Speed: Secure Customer Loyalty Now and Forever

Transcript

[DISCLAIMER] The following transcript is being delivered UNEDITED via a streaming service. This transcript has not been proofread. It is a draft transcript, NOT a certified transcript. It may contain computer-generated mistranslations and spelling errors.

‍

Introduction: Be’Anka Ashaolu, Director of Marketing, Propel (BA)

‍

1

00:00:02.610 --> 00:00:10.290

BA: Modern product lifecycle can afford to be slow being first to market helps gain market share and increase customer loyalty and increase margins.


2

00:00:10.679 --> 00:00:15.179

BA: But in order to build products that speed you need collaboration throughout your entire value chain.


3

00:00:15.839 --> 00:00:19.950

BA: And this session moderated by propel VP of customer success married differentiate


4

00:00:20.340 --> 00:00:29.130

BA: Animals discuss how the right combination of people process and technology criss cross team visibility and collaboration to get the right products to market faster.


5

00:00:29.700 --> 00:00:35.730

BA: Very good joined by propel customer Scott King CSU. Oh, Chief Operations and quality entering corks


6

00:00:36.240 --> 00:00:51.390

BA: populace Director of Engineering at Kichler Lighting, Mark Rumbaugh, VP of information technology at Vizio who will share their strategies and experiences with bringing new products to market. Let's hear how these leaders are innovating at speed to secure customer loyalty


Session moderated by Mary DeFrenchi, VP of Customer Success, Propel (MD)

Panel: 

Mark Rumbaugh, Vizio (MR)

Scott King, Drinkworks (SK)

Paul Philips, Kichler Lighting (PP)


7

00:00:54.180 --> 00:00:58.710

MD: Good morning, everyone. My name is Mary DeFrenci. I'm the VP of customer success here at propel


8

00:00:59.220 --> 00:01:08.670

MD: Here with me today are Scott King from DreamWorks Paul Phillips from kinsler and Mark one ball from the CEO. Thank you all for joining me this morning, really excited for our conversation today.


9

00:01:10.380 --> 00:01:12.150

MR: Thank you for having us. Yeah. Thank you.


10

00:01:13.320 --> 00:01:23.040

MD: Well, yesterday we had some really exciting keynotes. Not sure if you're able to join any of them specifically, but something that stood out to me while I was listening to Tiffany Bova of you know


11

00:01:23.490 --> 00:01:33.270

MD: When she stated that customers are willing to pay a premium for products that are diversified and reach the market sooner Scott what but you, would you agree or disagree with this statement.


12

00:01:34.860 --> 00:01:47.640

SK: You know, it's a tricky question because you know willingness to pay is up to the consumer, you know, a lot of times they look at the value. What is in it for me. You know what value do I get, am I thinking about variety and I think about quality.


13

00:01:48.570 --> 00:01:58.110

SK: You know, for us a drink works. We think about, you know, what is the pool of the market, you know, what are the top, you know, percentage 5% of that market that's going to pay a premium.


14

00:01:58.530 --> 00:02:13.650

SK: And then we say based on our competitors. How can we go after that market as fast as we can so speed to market does, you know, connect into that capturing of the high willingness to pay. But you got to make sure you're still addressing the customers needs to be a value.


15

00:02:15.570 --> 00:02:23.010

MD: Mark I see you shaking your hand, would you agree or different Well look, we're Vizio we're in the consumer electronics space, right.


16

00:02:24.300 --> 00:02:32.220

MR: We start off here at CES and in everybody gets to see the shiny new toys and then wait three or four months to be able to actually go out and buy them.


17

00:02:32.730 --> 00:02:43.170

MR: And and it's kind of paradoxical because what ends up happening is you buy the TV based upon all of these specs that you see and then really the thing that's the most important and what


18

00:02:44.220 --> 00:02:53.370

MR: Really dictates the experience the customer has is in the long term is is how well the company has leveraged the TV to actually make your experience better right


19

00:02:54.270 --> 00:03:04.350

MR: There's nothing more frustrating than realizing that oh you know this this menu structure doesn't work, or the software doesn't work, it's too slow, or where it doesn't get updated, you know, after you purchased it


20

00:03:05.010 --> 00:03:12.210

MR: And pretty soon you forget you know some of the reasons why you bought a vision first place. Now your experiences based upon something else. So


21

00:03:13.890 --> 00:03:27.360

MR: So yeah but but being in consumer electronics. We're always, you know, we're always mindful of what the latest and greatest is so we've got to hit you know our, our deadlines in terms of premium products as quickly as you can.


22

00:03:30.300 --> 00:03:39.570

MD: Paul what about from your side and it kicks. We're writing. We're definitely diversified both on the product side and on the channel side.


23

00:03:40.200 --> 00:03:53.190

PP: And, you know, for us it's really understanding the market trends, the technology trends and having the right solutions for the customer at the right time. It's. It is very critical to time that and


24

00:03:53.760 --> 00:04:14.250

PP: I'm you know if you are new. If you have a new adoption to a market trend or a technology trend, it doesn't stop at your initial launch as you adopt there's you're going to need more solutions more options, maybe lower cost options to keep you know the company's growth in profits.


25

00:04:15.450 --> 00:04:22.710

PP: Increasing and maintaining so so it's it's it's really important for us as a company to have


26

00:04:23.940 --> 00:04:27.930

PP: Speed in our development cycles and also our change management cycles.


27

00:04:28.950 --> 00:04:33.120

PP: To maintain those diverse product lines channels and


28

00:04:34.200 --> 00:04:36.750

PP: And do it quickly, quickly and accurately.


29

00:04:38.880 --> 00:04:43.590

MD: Agree. And I know that you all kind of touched on a little bit about your individual industries and market.


30

00:04:44.100 --> 00:04:54.840

MD: You know drinks works is inventing a new category is using a very highly competitive electronics market while killers or traditional manufacturer that seeing a lot of change, you know, with big technology changes.


31

00:04:55.950 --> 00:05:07.590

MD: I'd like to hear from each of you if you believe faster time to market you've kind of touched on this a little bit in you know are important to all manufacturers, you know, as you're seeing in the market, Paul, what do you think, and


32

00:05:08.940 --> 00:05:15.000

PP: Yeah, it's something we're working on. I'm very diligently right now we realize


33

00:05:16.470 --> 00:05:17.040

PP: That


34

00:05:18.240 --> 00:05:22.680

PP: The trends come and go. And, you know, with our product lines we are we have


35

00:05:23.760 --> 00:05:25.440

PP: For those who don't know about kinsler


36

00:05:26.460 --> 00:05:36.270

PP: We so I'm a vast line of products, but our majority of our product line is decorated products that really depends on the ice static of the fixture.


37

00:05:37.530 --> 00:05:52.170

PP: And so, tapping into the current trends that people want and and being able to develop those and offer those solutions quickly is isn't is very important to our business.


38

00:05:54.750 --> 00:06:04.590

SK: Scott and I know things have changed quite a bit for you over the last year. You're just making any faster. You think this is important to manufacturers that diversity asked market.


39

00:06:05.520 --> 00:06:14.700

SK: Yeah, I think Paul hit on you know a good topic around what the consumer wants today. They really want new and interesting and variety


40

00:06:15.120 --> 00:06:23.070

SK: And, you know, part of what we think about is what is agile supply chain and the ad is that actually come to fruition to benefit the consumer.


41

00:06:23.490 --> 00:06:28.920

SK: And so for us it's about, you know, beverage drink varieties. That's our agility piece.


42

00:06:29.340 --> 00:06:36.570

SK: And you know where we may have a core of beverages 16 beverages in our core portfolio. You know, every quarter, we're thinking about


43

00:06:37.020 --> 00:06:45.720

SK: What is on trend for the season, you know, what is a limited time offer and we can come out with that kind of keeps that consumer engaged and excited


44

00:06:46.110 --> 00:06:56.310

SK: And then we develop our supply chain around making sure we can actually fulfill those those needs and then continue to evolve as the customer. Customer trends change.


45

00:06:58.950 --> 00:07:00.300

MD: What about electronics


46

00:07:01.470 --> 00:07:15.810

MR: As we have kind of a two fold approach it. Think about it. So for those of you who are not quite familiar with zero grams so entertainment electronic entertainment company we primarily sell televisions and sound bar products in the marketplace.


47

00:07:17.580 --> 00:07:21.390

MR: As a hardware product. And so when you when you think about it from a hardware perspective.


48

00:07:22.440 --> 00:07:28.560

MR: You know Vizio contracts with partners around the world to manufacture products so


49

00:07:29.490 --> 00:07:38.850

MR: You know tools like propel for us are critically important, because they allow us to collaborate on by closely with our


50

00:07:39.600 --> 00:07:48.450

MR: OEM partners and ensure that we're hitting our targets. We've done a minimum of change orders and they just helped to increase the velocity with which we can bring products to market.


51

00:07:50.100 --> 00:07:54.960

MR: But that's just the first part of it because we've always done at that point, or with it.


52

00:07:56.640 --> 00:08:03.180

MR: Now we have the software component of it which is continuously updating. So the latest version of our smart cast product, for example.


53

00:08:04.530 --> 00:08:06.060

MR: Is updating on TV is all the way back.


54

00:08:08.100 --> 00:08:17.340

MR: And so we have to be able to bring software to market on those televisions update and continue to improve the experience. And so we have able to respond to


55

00:08:21.240 --> 00:08:28.470

MD: And he would kind of following along with that, you know, let's take a look at, you know, shifting gears to talk a little bit more specifically around the technologies that you're using.


56

00:08:29.340 --> 00:08:40.590

MD: You know, to turn factors diversify your specific products and getting them to market faster, you know, Mark. I know you were just talking about kind of the race to get your products to consumers as quickly as possible.


57

00:08:41.190 --> 00:08:44.730

MD: You know, what are you doing to diversify your products to get them to market faster.


58

00:08:46.470 --> 00:08:51.270

MR: Yeah, so again propel is a critical part of that, you know, we have


59

00:08:52.680 --> 00:09:01.500

MR: We have a wide variety of products to to kind of respond to different types of consumer needs on everything from our D series products.


60

00:09:01.920 --> 00:09:15.090

MR: Which which have an alignment with with retailers, such as Walmart and it's a little bigger, bigger vendors, all the way up to our new will lead to an RPG service teams and and those are, you know, available.


61

00:09:15.960 --> 00:09:28.200

MR: in smaller quantities at different kinds of retailers and so you really have to be able to satisfy that that wide variety and, as such, you can imagine that the technologies that are in those TV very wide.


62

00:09:29.370 --> 00:09:35.550

MR: And so a product like a D series television medium and have as many chip sets, you know, have these requirements.


63

00:09:36.270 --> 00:09:43.680

MR: And specifications. So you can bring products to market faster you can be more responsible around the holidays and offer better price points for consumers.


64

00:09:44.430 --> 00:10:00.360

MR: So that and or integrated supply chain with these organizations. I was on as quickly as we can. I will preface this by saying that most of this conversation is outside of a coded kind of supply chain, which has been obviously disrupted substantially especially


65

00:10:02.910 --> 00:10:07.800

MD: What do you think keys to success. You think in from competitive competitive industry for you.


66

00:10:10.350 --> 00:10:13.170

MR: As well for us. It's, it's


67

00:10:14.310 --> 00:10:21.840

MR: It's not I'm following the trend of our, our competitors, just for the sake of following trends.


68

00:10:23.160 --> 00:10:31.710

MR: And I think what what Vizio was really tried to do is stand out in the marketplace to try and deliver a uniquely curated individual


69

00:10:32.310 --> 00:10:45.420

MR: Experience to each consumer and that's what you really get with with the software and the hardware that's available on the on the product it's it's smarter than most. And it allows you to


70

00:10:46.740 --> 00:10:58.260

MR: Have a unique experience and we hope that's the thing that keeps people happy with the product as we continue to evolve over time and it makes sticky when consumers decide to invest account.


71

00:11:00.810 --> 00:11:12.960

MD: And then Paul I know recently, you know, your perspective, you kind of made this decision to kind of move to the cloud, you know, how's that kind of platform shift per product shift, you know, helped you through this process.


72

00:11:14.700 --> 00:11:18.180

PP: It's helped immensely. We're using


73

00:11:19.350 --> 00:11:22.140

PP: That there's a few examples. One is a is


74

00:11:23.190 --> 00:11:34.260

PP: CAD software. We've gone to the cloud. And then also we have a commitment to you, utilizing propel and we have a global team. We have him.


75

00:11:42.540 --> 00:11:45.090

MD: Call freezers interested, I think.


76

00:11:46.290 --> 00:11:47.970

PP: This has helped us do is kind of


77

00:11:49.950 --> 00:11:55.890

MD: Sorry, probably just lost you just for a moment there. We're going to have to maybe ask you to restart a little bit. Oh.


78

00:11:58.350 --> 00:11:58.560

PP: I'm


79

00:11:59.820 --> 00:12:01.260

PP: Sorry, new world. It's okay.


80

00:12:03.510 --> 00:12:06.930

PP: All right. Um, yeah. So we've definitely


81

00:12:08.190 --> 00:12:25.140

PP: made a commitment to cloud based software tools to help our business. We've done it, both on the CAD side and then and then recently with propel and we're we have many global suppliers. I'm personally I have half of my team.


82

00:12:26.520 --> 00:12:42.240

PP: That's global. And this is really help with collaboration, so that you're collaborating on the same documents on the same development, the same designs, there's not some vault where you're checking in and checking out. You, you, you are


83

00:12:43.530 --> 00:12:49.590

PP: Very current on what's the one source of truth within, within the development


84

00:12:51.390 --> 00:12:57.930

PP: Cycle, so that's that's been very critical and in the collaboration piece of it is has been


85

00:12:58.980 --> 00:13:07.860

PP: Extremely useful as far as speed to market. And then also driving data accuracy and like I said that one source of truth.


86

00:13:10.410 --> 00:13:21.390

MD: I know Scott, you can kind of experience the same you know with your selection of propel and time to market. He wanted to speak to that a little bit and how they device diversifying your products get to market faster.


87

00:13:22.470 --> 00:13:30.570

SK: Sure you know probably just to just to update on drink works, you know, word joint venture between, you know, current Dr. Pepper and Anheuser Busch


88

00:13:30.990 --> 00:13:38.880

SK: And in our client side of our supply chain, you know, typical coffee maker takes two or three years to actually get from innovation, all the way through.


89

00:13:39.300 --> 00:13:44.310

SK: You know, development and out to market. And part of that is just the amount of quality testing that's required.


90

00:13:44.700 --> 00:13:55.740

SK: You know, as a startup is this new startup company. We had to think about how do we move faster and you know you don't always have the same resources that larger companies have so


91

00:13:56.160 --> 00:14:03.870

SK: Part of propel was how do we get our contract manufacturers and Asia in our quality team and our manufacturing team and our procurement team on the same page.


92

00:14:04.290 --> 00:14:09.450

SK: About what is the bill of material. What are the right revision codes were to the manufacturer parts and costs.


93

00:14:09.810 --> 00:14:17.070

SK: And then continually use the tools that we have available to make sure everyone is communicating and everyone's on the same page.


94

00:14:17.370 --> 00:14:24.480

SK: Now really sped our time to market between what we would typically seen and occurred business to drink works going


95

00:14:25.260 --> 00:14:29.880

SK: Within 12 months to a small pilot no pre production unit small small pilot


96

00:14:30.240 --> 00:14:42.510

SK: To a full year after that of continuously, you know, increasing revisions every couple months right so continually improving our product that doing so because we had a tool that allowed us to communicate with our


97

00:14:43.290 --> 00:14:50.460

SK: Asian contract manufacturing partners. So for us it was huge fault in that initial release, but also the continuous improvement after that.


98

00:14:52.770 --> 00:14:53.160

MD: And Mark


99

00:14:54.720 --> 00:15:06.090

MD: First year in all the ones to with Paul and and Scott up share. Oh, it's just interesting to hear how the three of us at slightly different experiences with propel, for example, physios


100

00:15:07.200 --> 00:15:15.990

MR: For large part of finished goods kind of manufacturer know there's there's important components like panels and chip sets that we certainly keep track of. But, you know, we're not


101

00:15:16.440 --> 00:15:29.850

MR: Drilling down into the players of the bomb for us. The biggest thing biggest advantage for us as Paul alluded to, was was being able to manage version and specifications well


102

00:15:30.480 --> 00:15:38.820

MR: Being able to when you see those come out flying know what exactly changed able to assess that and ending in the


103

00:15:39.420 --> 00:15:53.340

MR: Consumer Electronics be able, a lot of different third party specifications. So it could be specifications from Dolby DTS, we have E waste specifications that we have to be compliant with


104

00:15:54.570 --> 00:16:04.590

MR: Our products will be from. You have to be able to report those. And so being able to leverage that the specifications and compliance components.


105

00:16:05.400 --> 00:16:16.770

MR: Has been fantastic. And it was kind of not really one of the reasons that we thought you were going to buy propel but it's turned out to be one of the things that's absolutely essential for for business.


106

00:16:18.960 --> 00:16:25.710

PP: And Scott touched on that change management portion of it. And that's something as we're


107

00:16:26.520 --> 00:16:38.550

PP: Adopted as we're initiate initializing with propel we haven't launched yet we're launching soon and very excited about it. But, um, it allows us to system monetize our


108

00:16:39.270 --> 00:16:51.570

PP: Engineering change processes and our MPI release processes which we're very excited about to have, you know, the approval streams and notifications. All of that is going to help help us.


109

00:16:52.650 --> 00:16:53.190

PP: Really


110

00:16:54.870 --> 00:17:02.820

PP: In speed and accuracy, which are there. Those are just two critical things for us from our development cycle at our company.


111

00:17:06.390 --> 00:17:18.990

MD: And then I know Scott something else. We were kind of recently talking about, you know, as you've moved into kind of the cloud product platform with the whole concept of the closed loop quality, you know, kind of flow. Could you talk to that a little bit. Would you mind.


112

00:17:20.040 --> 00:17:24.840

SK: Sure you know we chose we chose a PM tool that


113

00:17:25.920 --> 00:17:29.040

SK: Was was really on the same platform as a lot of our other


114

00:17:30.510 --> 00:17:37.950

SK: Other tools that drink work. So we use Salesforce is kind of our main platform that's for you know appliance manufacturing records.


115

00:17:38.490 --> 00:17:50.190

SK: Warranty registrations customer service CRM our call centers, based on Salesforce. So adding propellant to the mix was great because now we've got, you know, our product development lifecycle.


116

00:17:50.460 --> 00:17:58.680

SK: And our quality teams and quality tools accessing it. Which means that they can also access when a customer calls in with a specific serial number.


117

00:17:59.070 --> 00:18:08.580

SK: What their ticket is what they're complaining about. And then the triage on the quality team can link all that together review that case and then create a cap are creating


118

00:18:09.180 --> 00:18:16.470

SK: Create a recommendation to our engineering team. So you start to see this flow where engineering pushes the manufacturing, you know,


119

00:18:16.830 --> 00:18:22.020

SK: The, the consumer purchases that kind of comes back to customer service, we get the


120

00:18:22.530 --> 00:18:33.600

SK: Results of that customer service. Take a quality handles it and it goes back to engineering. And so, that whole loop, you know, in general, sometimes takes years and sometimes you never get that loop back to engineering


121

00:18:34.170 --> 00:18:45.660

SK: We've been able to do it. So, you know, on a quarterly basis, more or less, you know that that feedback gets all the way back to the engineers quickly make some some changes to components sourcing


122

00:18:46.860 --> 00:18:55.320

SK: Quality enhancements, etc. And then incorporate that back into the next version of the appliance that we produce the nature. So for us, you know,


123

00:18:55.590 --> 00:19:04.530

SK: One platform Propel being part of that, you know, key, key ecosystem has really enabled us to have a speed of closure to


124

00:19:04.950 --> 00:19:13.260

SK: The customer complaints we have driven down warranty replacements revision over revision approximately 30% you look at


125

00:19:13.560 --> 00:19:30.930

SK: 30% reduction, every time we do a closed loop process. So for us, there's value in it and it directly correlates to what our consumers say about both interaction with a customer service and you know the full, you know, complete resolution of their issue, the next time they get a replacement


126

00:19:33.510 --> 00:19:37.830

MD: Mark, I know you're fairly new getting started, but, you know, any thoughts on on that.


127

00:19:39.030 --> 00:19:44.730

MR: Well, yeah, absolutely. We're not we aspire to be as complete as Scott is at this point.


128

00:19:49.470 --> 00:19:57.690

MR: Our journey is ongoing. We are we are we have gone through or successfully completed our conference room pilots on our products we're now.


129

00:19:58.260 --> 00:20:07.950

MR: Getting pilots running on this and and the challenge for us is just one time because we have kind of a fixed schedule and and it presented a lot of


130

00:20:09.210 --> 00:20:17.520

MR: potential risk for us to just say, hey, we're going to start every single project immediately on a platform that we've never used for with all of our idioms ones.


131

00:20:18.300 --> 00:20:27.210

MR: That seem to be a good risk position. So we're piloting with a couple of idioms, to make sure that we've got this week before we actually get to the January time


132

00:20:27.870 --> 00:20:36.300

MR: Off the balance of our projects. But, you know, effective, you know, next year, we're going to be running every one of our products through the system through this


133

00:20:37.440 --> 00:20:45.870

MR: Like Scott, we, we also have Salesforce for our support organization. It's been a fantastic product and the vision is that we're going to


134

00:20:46.320 --> 00:21:00.330

MR: Continue to drive the other components of propel terms of quality into into into our ultimate solution. I'm just gonna be can get in Wall of those complete kind of complete 360


135

00:21:01.140 --> 00:21:11.970

MR: You know, we still have we still evidence, you know, a software organization and they have specific tools and ways in which they want to manage it, you have to recognize that and so it's built integrations to manage the rest of


136

00:21:14.580 --> 00:21:15.960

MD: Paul Anything you'd like to, and then


137

00:21:17.280 --> 00:21:23.520

PP: I'm going off of Scott, you know, talking about the ecosystem. It sounds like Mark and I are and and then


138

00:21:24.090 --> 00:21:42.060

PP: It sounds like Mark and I are in a similar position will be rolling out propel and the next two weeks, and we are using it for full ecosystem is our MTI process or change management process or quality and then just the item information. We talked about diversification.


139

00:21:43.140 --> 00:21:53.310

PP: We are very diversified on the product side as well as the channels. And when you think of the channels are channels are getting more reliant on e commerce, which which


140

00:21:54.150 --> 00:22:09.840

PP: brings with it more content that's required for different customers. And so we're going to be able to manage that content much better within the system on, you know, to help service those customers.


141

00:22:10.980 --> 00:22:22.260

PP: It's so you know we're excited about the rollout. I like the word ecosystem, you know, for it because we are using utilizing many, many processes with in


142

00:22:22.830 --> 00:22:34.320

PP: Our Propel launch and it's a it's a tool that's going to help us continue to standardization of the processes, the business processes that we've created at Kichler


143

00:22:36.720 --> 00:22:49.350

MD: And for, you know, for audience, you know, listening today, what recommendations would you share you know with manufacturers focused on product diversification and getting new products to market faster and would you summarize a record. What would you recommend


144

00:22:52.170 --> 00:22:54.840

PP: From my standpoint. Um, I'll go back to the


145

00:22:57.300 --> 00:23:20.130

PP: You know companies have business processes and having the right tools and systems to manage those processes is I think the biggest recommendation. We've spent a lot of the past year, developing certain processes and now having a tool that's going to expand that and manage that is


146

00:23:21.270 --> 00:23:25.380

PP: Is going to make things even more efficient than what they are now.


147

00:23:29.100 --> 00:23:29.310

MR: I


148

00:23:30.330 --> 00:23:46.050

MR: Agree with Paul. Yeah, I think we're in a we're in kind of the same situation you know we we started this a little bit about four years ago when we implemented a centralized Master Data Management System and and that God is out of, you know,


149

00:23:48.450 --> 00:23:58.290

MR: Kind of paper versions of what our products were in trying to manage it and PDF files and PR ds, then such and got it you know partway to the digital


150

00:23:58.950 --> 00:24:02.700

MR: And digital transformation. And I think what we realized at that point was


151

00:24:03.300 --> 00:24:12.960

MR: The promise that we had. But what what we were missing was kind of the iterative process that you get with an API that's just not built into typical master data management solution and so


152

00:24:13.590 --> 00:24:22.050

MR: It was a it was a fairly easy sell at that point for the executive management team to realize that that yeah we really could you really could


153

00:24:23.100 --> 00:24:32.400

MR: And against efficiency and gain some quality improvements and just be more collaborative partners increase velocity in terms of getting our products to market by by


154

00:24:33.060 --> 00:24:39.810

MR: By using propel and so the management team or just putting them in regard to what this what the promise. This is going to bring


155

00:24:45.540 --> 00:24:54.810

SK: Yeah, so I can build a little bit on on what Mark and Paul said, you know, probably two more things that I would say, you know, their capabilities and propel that


156

00:24:55.500 --> 00:25:01.770

SK: You know, I think, are huge and not well understood, such as cost management and cost for all of


157

00:25:02.190 --> 00:25:13.200

SK: You know, if you're in an industry where you're continuously being pressured to reduce costs, you know, being able to have features like that to be able to simulate and to compare and contrast different versions of


158

00:25:13.680 --> 00:25:22.650

SK: Of your products with the cost right there in real time really limits the internal stakeholder jockeying that happens. Oftentimes, where


159

00:25:22.890 --> 00:25:31.470

SK: You know, somebody, somebody has a certain perspective on this should be the cost or this is what caused it, but one tool to really keep that conversation fluid.


160

00:25:31.800 --> 00:25:38.220

SK: And factual is is very useful. And it's a feature. I think that that most companies to try to leverage


161

00:25:38.640 --> 00:25:43.530

SK: The other thing is, you know, in today's day and age where we think about, you know, agility and speed to market.


162

00:25:43.920 --> 00:25:52.920

SK: Especially products with long life cycles and overseas productions, you know, can't always necessarily continue to increase that pole and in but what you could do is try to


163

00:25:53.160 --> 00:26:02.220

SK: You know, shrink reaction time but think tools like propel really allow you to be more agile and your day to day, you know, closed loop, like I mentioned earlier.


164

00:26:02.760 --> 00:26:11.070

SK: But really be focused on reducing that reaction time between when you first build something to react and respond to a new version of that product.


165

00:26:11.400 --> 00:26:22.620

SK: That may be you know accommodates a new market segment and new channel a new customer pool. So I think, you know, reaction time to me is huge and tools like propel are key to helping with that.


166

00:26:24.510 --> 00:26:29.880

MD: Thank you. Well, gentlemen, actually, our time has gone by quickly and we're about to close.


167

00:26:30.390 --> 00:26:35.220

MD: I thank you all again for your time today. It was great hearing from all of you and your stories.


168

00:26:35.550 --> 00:26:42.360

MD: Hopefully we'll be able to have all of you back next year we can hear from Mark and Paul how things have gone and changed over the last, you know, 10 to 12 months and


169

00:26:42.840 --> 00:26:51.750

MD: Scott your continued success. So thank you all very much. I appreciate your time today and you were right. Yeah, thank you very much experience. Thanks, everyone. Bye bye.



Unlock the full value of your product data.
Get the platform that actually connects product and commercial teams to drive growth.
Get Started
835 Main Street
Redwood City, CA 94063
info@propelsoftware.com
(408) 755-3780
Products
PVM Platform
Propel PLM
Propel PIM
Propel QMS
Resources
Resource Library
Converged by Propel
Podcast
Glossary
Support
Help Center
Trust Center
Status
Company
About Us
Careers
Newsroom
Contact Us
An industry newsletter you’ll actually want to read.
Get insights delivered weekly.
Thank you! Check your email for confirmation.
Oops! Please enter your email.
Twitter
Linkedin
Privacy Policy
|
Do Not Sell My Personal Information
|
Terms of Use

Get Started With Propel

Thank You!


We’ve received your contact request. A member of our team will be reaching out shortly to set up a time to talk via email.

Oops! Something went wrong while submitting the form.