The product manager took his idea to his vice-president for approval. The product manager wanted to develop a new, simpler, less expensive version of one of the company’s products, consistent with some of those “buzzy” articles that have appeared in marketing literature lately, suggesting that customers today are eager to acquire products that fit the so-called “less is really more” category.
“Before we commit to a lot of expensive technical testing, I’d like to have the research people do some surveys and a couple of focus groups to see if our customers will really buy in to the ‘less equals more’ idea for this product,” he said.
“Let’s do a technical feasibility trial first,” said the VP. “We have to make sure the thing will work.”
“That could be really expensive,” replied the product manager, “And it could take more time than we think. I’d rather see the research results first.”
“No!” was the VP’s emphatic answer. “Why would I want to spend even a nickel with those researchers before I knew if the damned thing will work?”
The product manager had a business degree. The VP had come up through the ranks of the engineers. Common ground was not in sight.