Product/Service Rationalization in Large Enterprises

December 2013 Product

In “Marketing Malpractice”, Clayton Christensen noted that 90% of consumer products launched annually fail. While several factors can be attributed to the failures, the fundamental reason continues to be the inability to satisfy consumers’ needs profitably. In this article, we provide a comprehensive approach that would enable organizations to sustain profitable products and retire the unprofitable ones.


Redefining and Rediscovering Market Segments in the Wireless Telecom Industry

September 2012 Marketing 1 Comment

Theodore Levitt claimed that the primary reason for the growth of any industry to be threatened, slowed or stopped is not because the market is saturated. Rather, it happens when the industry leaders define their markets by focusing primarily on their products/services and not on their customers’ underlying needs. How does this apply to telecom?

    About the author

    Kamesh Chelluri is a Principal with the CME (Communications, Media and Entertainment) practice at Infosys Consulting. He has worked with major Telcos in the US including Verizon, AT&T, Sprint, Nextel, Sprint-Nextel and US Cellular. In his current role, he is responsible for developing Business Implementation Strategies for Wireless/Wireline Products and Services, Convergence/Quad-play, Value-added services, and OSS/BSS consolidation. He holds a Master’s degree in Marketing Analysis and an MBA in Business Strategy, both from DePaul University, Chicago. He can be reached at .

    Kamesh Chelluri
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