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Product Management Career Path in India - MBA Certifications what helps?

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how can MBA and PM certifications help in Product Management Career Path in India

how can MBA and PM certifications help in Product Management Career Path in India

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  • Is is necessary that to become PM you should have tech background. I will pleased if any one revert on this.
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  • Talk about the vicious cycleVicious cycle of shifting focus from technology to revenue to branding to cost containment goes endlesslyWho knows what customers really need and will actually pay for it?Who knows the characteristics of what target customer even looks like?What customer problems are we actually solving?Product marketing and product management are often fused together as inbound product management vs. outbound product managementOrganizationally where should a PM sit?Culturally it depends on the power houses – engineering, business etc.Discussion on who is doing product marketing and product management for you?
  • Talk about competencies in this slideMarket size, Addressable marketSize of your customer relative to youDoes customer have Substitutes?Customer’s switching cost to and from your productWhat kind of competitors?If no competitors, are you sure there’s a market? Have others tried before?Can you beat competitors? If you can, do you want to? What is Willingness to Pay?Big fish in a small pond or vice-versa? Which one suits you better?Is product perceived as commodity? Can you reposition for higher value?Every day or occasional use. Critical or nice-to-have. Fleeting opportunity or here to stayExtended Product Category – are there big competitors there? Barriers to entry?Does your organization have what it takes?Do you have the right type of engineers? Are you a creating a HW product inside a SW company? Are you selling to the enterprise but not willing to provide 24-hour support? Do you need high-touch sales when your company doesn’t have it?New investments – new salespeople, routes to market, engineers?Political factors – Will your Organization go for it? Can you align with corporate initiatives?
  • As you go through the value journey there are a couple of steps in this process. Whether you are an entrepreneur launching a new product, intrapreneur who is launching a new product line in a bigger company or in charge of running a product line/portfolio for existing products in an existing company – the model remains the same.We will see some of the differences in the approach and activities that a Product Manager does between new and existing products in a second but the fundamental milestones remain the same.In Understanding Value – you are answering questions like “ who is the target customer for this product, otherwise also called as MIC (Most important customer) or Persona”. What market problems with high pain points exist with that persona and what are the alternatives?”Then you move to “which of those market problems are you choosing to solve as you design your solution” - Creating ValueThen “is there a willingness to pay for that problem?” – capture value“Is your solution appealing to the persona and is there perceived value in the minds of the persona for your proposition” – Communicating Value“Can the prospect “easily” avail and use your product? What is the total experience with the product “ – Delivering Value
  • Transcript

    • 1. License to become a PM
      Pinkesh Shah, CISSP
      CEO Adaptive Marketing
      1
    • 2. Role of a PMBeyond requirements analysis
      CEO for the product
      Talk about customers and their problems as opposed to company and their products
      Master Orchestrator of the “Value Journey” that works with cross functional teams
      Finding compelling, competitive and profitable solutions to market problems
    • 3. Career Path for a PM - Title
      CEO
      Product BU Owner
      Portfolio Owner
      Product Line Owner
      Product
      Business
      Owner
      Product
      Features
      Owner
      Product
      Module
      Owner
      3
    • 4. Anatomy of a PM
      4
    • 5. Lots to consider
      M&A
      Addressable market
      New Competencies
      Fleeting or lasting?
      New Routes to Market
      Market Size
      Core Competencies
      Customer Pain - Size
      Sales / Support Investments
      Can I make money with it?
      Big Fish in Small Pond?
      Direct Competitors
      Willingness to Pay
      Resource Competitors
      Target Customer Types
      Substitutes
      Target Segments
      Positioning
      Switching costs
      Barriers to entry
      Timing
      Organizational Appetite
    • 6. Progression Accelerators
      6
      Business Credentials (MBA/Certifications)
      Stakeholder Feedback
      Successful product launches
      Profitability Targets
      Team building
      II (Influentiality Index)
      Demonstrable knowledge of full spectrum “productizing” process
      Accelerators have a different effect at every stage
    • 7. “Productizing” Process
      7
      Market Analysis
      Strategic Planning
      Product Planning
      Go To Market
      Sales Enablement
      Value Management = Product Management
      Choosing to Build
      Building Profitably
      Building it right
      Marketing it right
      Selling effectively
    • 8. Product Positioning
      Routes to market
      Marketing Plan
      Launch Plan
      Customer Acquisition
      Target Market Sizing
      Product Strategy
      Buy/Build/ Partner
      Pricing & Packaging
      Business Model & Plan
      Requirements
      Product Line Economics
      Personas & Scenarios
      Market Acceptance Planning
      Product Roadmap
      Collaterals & Sales Tools
      Lead Gen & PreSales
      Channel & Sales Training
      Evangelism Thought Leadership
      Revenue
      Market Analysis
      Strategic Planning
      Go To Market
      Sales Support
      Product Planning
      Value Research & Analytics
      Resources & Competency
      Competitive Analysis
      Win/Loss Analysis
      Performance Analysis
      Adaptive Productizing FrameworkTM
      Marketing it right
      Building it right
      Selling effectively
      Choosing to Build
      Building Profitably
      8
    • 9. 5 Compelling Reasons for MBA/Certs
      9
      Whether you like it or not, it’s a filtering criteria
      Good training/MBA will actually teach you frameworks for solving most product challenges
      It allows you to speak the business language, terminology helps with credibility
      If you are techie this is one of the fastest ways to become a generalist
      It allows you to learn how to learn!
    • 10. Tips
      10
      Understand your assets/strengths
      Augment yourself with as many “Accelerators” as feasible
      Benchmark success in your organization
      Improve your “terminology” vocabulary before you develop deeper expertise
      For PMs with technology background its important to become a generalist
      MBA/Certification – in some cases its necessary but in most cases wont be sufficient
    • 11. 11
      Email engage@adaptivemarketing.in
      “Adaptive marketing”
      Training schedule, resources/updates at www.adaptivemarketing.in