4 . PRODUCT PORTFOLIO MANAGEMENT HAS ITS OWN DEDICATED REVIEW IN THE IBP PROCESS
5 . IBP ALIGNS THE BUSINESS TO THE STRATEGIC GROWTH PLANS
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4 . PRODUCT PORTFOLIO MANAGEMENT HAS ITS OWN DEDICATED REVIEW IN THE IBP PROCESS
Historically , in the days of S & OP , organisations included Product Portfolio Management ( PPM ) as part of the demand review . This is a mistake . It needs to be treated as separate part of the overall IBP process , because successful PPM results in growth in sales and profit through product and service innovation . The most competitive organisations promote a culture of continuously introducing superior products and services to market , introducing
the new , whilst phasing out the old . Naturally , this can play a crucial role in closing future performance gaps .
5 . IBP ALIGNS THE BUSINESS TO THE STRATEGIC GROWTH PLANS
IBP is the process which connects the strategy to the business plan and ensures the delivery of both , providing the foundation for effective decisionmaking to deliver future growth . However , organisations often incorrectly use IBP as a meeting-the-annualbudget process , rather than using it to
look out over a 24 to 36-month horizon .
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