Mrs. Beauregard is a Certified Learning Provider (CLP) with Appleton Greene. Mrs. Beauregard is a leader with 20 years of management experience in large and small manufacturing companies based in Canada and the USA. She provides companies with tools and skills to accelerate their innovation!
After completing her MBA in Business Management at Université Laval in 2002, Mrs. Beauregard quickly turned to product management. She then completed her training in product management and development, project management, market analysis and performance indicators with the Product Development and Management Association (PDMA) by obtaining the New Product Development Professional (NPDP) certification in 2007.
Her career drives her later to build on her strengths in program management, portfolio and organization by leading and contributing to the programs and project offices. To find more and more tools to ensure the performance of the programs entrusted to her, Mrs. Beauregard completed her Green Belt Lean Six-Sigma certification in 2018.
Her experience in innovation management allows her to mobilize teams, structure tasks and define proper roles, so everyone understands expectations and contributes to the height of their abilities while learning!
Recognized for her empathetic leadership, ability to solve complex problems quickly and efficiently, and bringing innovative business models, Mrs. Beauregard has contributed to the success of many product developments and partnership projects, optimizing internal processes and clarifying roles to achieve the goals entrusted to her.
To request further information about Mrs. Beauregard through Appleton Greene, please Click Here.
Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.
Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.
Today’s consumers are exposed to tons of new products. According to a Nielsen study, around 57% of recent survey participants stated that they had bought new products during their last trip to a simple grocery store. That is only in one segment. What about the whole CPG industry? How can you stand out with recurring launches of relevant new products? You need to stay top of mind for your customer through a sustainable new product roadmap.
That is easier said than done, and the pressure of recurring new product launches makes more than one team break. Leaders are overwhelmed by the complexity of aligning all the variables required for:
● Finding the golden ideas;
● Building a solid product concept;
● Developing a product that meets the cost and the production requirement while being appealing to the customer;
● Launching the product on a limited budget but still reaching the required awareness.
This entire program is known to reduce time-to-market by 20-25%, improve internal alignment and structure resources to ensure a sustainable pipeline of new products.
This program can help you build a structured new product development ecosystem that will support the short-term requirements while allocating resources to big ideas that will drive more incremental sales and make your competitors jealous.
The program starts by building a solid foundation for the overall ecosystem. A straightforward process maps the directions and the steps that the team needs to go through. It clarifies who needs to be involved to avoid conflict and prevent rushing ahead too quickly toward execution. Decision-makers need visibility of the concept and control over when spending will happen and when new resources should be invested. Return on investment versus risk is an essential aspect of the process that supports healthy cash flow planning while simultaneously developing new products. This program will accompany the definition of governance, the decisions required, and the information needed to support them.
Building a solid foundation with a phase-gate process also supports the consumer-centricity of new products. It has been proven that a new product developed around a consumer need instead of a white space in the company’s product portfolio has a significantly more chance of success, achieving the targeted sales volume. If the product solves a real consumer problem, the consumer will adopt the new product and most likely repurchase it. The innovation team should focus on making life easier for the consumer. The customer is the expert in his reality, but the innovation team is the expert in designing solutions. Developing a relationship with the consumer and asking questions about their needs are much more significant indicators of success than having the customer test the product prototype again and again. This Innovation Ecosystem program will provide tools to support consumer-centric product development with a transparent step-by-step methodology.
Launching new products that will drive incremental sales is exciting but renovating and updating the existing product range is also part of the innovation ecosystem. Refreshing the recipe/formula, optimizing costs, and opting for more sustainable packaging are all excellent reasons to work on your existing products. The workload of the innovation team needs to be efficiently divided between renovating existing products, looking for ways to enhance the product offer, and generating breakthrough ideas. The balance of the new product portfolio, strategy and development roadmap is another critical aspect that will be addressed in this program.
Once the planning is completed, it is time to tackle the new product concept and channel the team’s efforts through a structured framework to focus on the consumer. Testing assumptions, validating the market, understanding where the competition plays and building a unique value proposition are where the innovation team will start the actual work. With a solid new product concept on the table and a compelling business case, the strategy and the financial analysis will be presented to decision-makers before moving to product development, involving the cross-functional team or spending more dollars and allocating more resources. The business case represents the pivotal point between the theoretical product concept and the reality of its fabrication. It is also the transition between spending money on market studies and capital assets. Since it is critical to have endorsement from the executive before those investments, the business case needs to be thought through, concise with key messages, solid financial analysis, and rehearsed! As decision-makers face many presentations in a week, they must understand what is expected of them, avoid drowning themselves in tons of data and focus on the relevant information. Executive presentations are not commercial presentations, some principles need to be followed, and this program will support your team in developing the required skills for a solid Business case presentation.