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Adventures in P&L - P&L ownership for Product Managers
 

Adventures in P&L - P&L ownership for Product Managers

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What does it mean for a Product Manager to truly own P&L? Is that possible when you don't really control development costs, or discounting via channels? Are product mgrs tuly managers of P&L or ...

What does it mean for a Product Manager to truly own P&L? Is that possible when you don't really control development costs, or discounting via channels? Are product mgrs tuly managers of P&L or destined only to "observe and report"?

Join me in an interactive discussion about "adventures in P&L" - common scenarios that test the theory of P&L ownership and creative ways to address them.

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    Adventures in P&L - P&L ownership for Product Managers Adventures in P&L - P&L ownership for Product Managers Presentation Transcript

    • Adventures in P&L
      Navin Ganeshan,
      Product Strategy, Network Solutions
    • P&L “Ownership”
      Who owns P&L?
      Product Mgmt?
      Marketing?
      GM?
      CxO?
      Who impacts P&L?
      Product Mgmt
      Marketing
      Engineering
      Partner/channels
      Service/Support
    • Metrics To Manage
      • Which margin matters most to your business?
      • What is goal/acceptable threshold? (ask your CFO)
      • Beyond margins, what are “earners” vs strategic plays?
      • How often do you need to measure?
      • How do you establish a baseline?
    • Adventures in P&L
      Marketing runs a campaign for 70% off Product A, drives X new customers, destroys margins, declares success! “What was the goal again”?
      Technology operations wants new $1M hardware and allocates cost across your product “Ambiguous expense looking for a home?”
      Product delivery team is overstaffed for the volume of products sold “variable costs that are not truly variable”?
      Your Engineering team for Product A has 8 developers, of whom only 3 work on Product A. “Who are these guys and what do they do again?”
      Other adventures?
    • What you can do
      Monitor cost drivers
      Understand (and negotiate!) cost allocation – your financial analyst is your new BFF
      Agree on overarching “neutral” goals – customer value, strategic goals etc
      Provide guidance on pricing ranges within channels