2. 2
What I believe…
There is work, then there is fulfilling work.
The kind of work that has your fingerprints all
over it. The kind of work that you’d never
compromise on. That you’d put your heart and
soul into and that fulfills your spirit. The kind of
work that makes a difference.
You can do that work here.
Don’t join my team to play it safe. Don’t be afraid
to take a risk, a leap, if you believe it. Swim in the
deep end with me.
Then, your work will add up to something.
Something big, something that could not happen
unless we made it so.
2
3. What I also believe:
VISION WITHOUT
TECHNIQUE…IS
BLIND
4. 4
Agile methodologies need to tie to business
Both the business and the development teams need to move quickly
Much has been said about Agile development methodologies,
both good and bad. Much of the negative comments lean towards
the inability for a Product organization to keep the development
team accountable to the end outcome. My assertion is that any
good development methodology needs an product management
framework to keep up with the development streams and
coordinate the right work
…This is that methodology.
5. 5
The Product Strategy Playbook
These are the key elements of the Product Strategy Playbook
The Price/Value Map – Defines both the pricing strategy and determines and organizes the
roadmap to ensure success in the market01
The Offer Mix Scorecard – measures the health of the product line by market and focuses the
business on the key elements that need to be rectified to establish success.02
User Story Assessments – the key mechanism for gathering customer requirements in an Agile
development world.03
Release Process Workflow – The key responsibilities of the players in any software release.04
LEAN Canvas – focuses the product launch efforts into a set of key points about the product and
how it solves for the business outcomes the user is seeking.05
Blue Ocean Analysis – Strategic planning tool that helps define areas to extend from competitionA
Category Power Analysis - Defines areas in investment within Horizon 1, 2 or 3 events for mature
businessesB
Competitive Matrix – keeps track of the competitive analysis in internal termsC
Primary Tools
Secondary Tools
6. 6
The Price Value Map
Primary Market Assessment tool and Strategic Decisioning Tool
The Price Value Map is the base tool to the
framework. It is, essentially, a market map from which
to base:
• Pricing Strategy
• Product Strategy
• Market Position
• Future Potential Growth
The tool measures “Percieved Customer Value”
against “Market Price” to determine where your
product/service compares to competitors
7. 7
Price Value Map Details
Measuring Perceived Customer Values
The Price Value Map measures how customers perceive the solutions in the
market place based on a series of weighted attributes that include both Core and
Product Attributes. These include:
Core Attributes (in every PV Map):
• Customer Service: how well the product is
serviced by the company.
• Channel Effectiveness: Effectiveness of the
sales channels
• Channel Reach: Breadth of the sales
channels
• Brand Equity: Measures Marketing
effectiveness
• Ease of Use: how easy the tool is to utilize by
the customers
Functional Attributes (varies by product):
• These describe key attributes that the market
determines the product must have vs. the
competition.
• Examples include:
– Reporting & Analytics
– Integrations
– Key product functionality
8. 8
Example Price Value Map
Web Decisions
Experian
Acxiom
Epsilon
Solution Set
Merkle / Cognitive
InfoGroup
Printers
2.75
3.25
3.75
4.25
4.75
5.25
5.75
4.25 5.25 6.25 7.25 8.25
Price
Perceived Customer Value
Price/Value Map
Web Decisions
Experian
Acxiom
Epsilon
Solution Set
This example details a market that is commoditizing and low cost leaders are
coming in to gain share. Bubble sizes represent current revenue for the product
line.
10. 10
Writing Value Based Requirements
• People often jump to conclusions
about features without
understanding consequences
• Value Based requirement allow for
better review and thought around
the feature set to satisfy real
requirements
• Solves the “Need” not the “Want”
• Drives to the Value Proposition
• Empirical evidence to support
roadmap
If I had listened directly
to my customers…
…I would have bred a
faster horse.
11. 11
Value Based Requirements vs. Feature Requests
• Increase visibility into my data
• Decrease the time it takes to obtain
reports
• Increase ability to segment and select my
customers post-merge
• Decrease the time it takes to execute data
hygiene processes
• Increase visibility into which processes
need to run
• Decrease human intervention into Data
Management efforts
• Increase the ease of running processes
• I want a reporting tool
• I want a dash-boarding tool
• I want to run queries and
counts
• I want to select customers
• I want to automate processes
• I need access to my data
• I need another report
• Buy Alterian
• I need another widget
Value Based Requirement Feature Request
12. 12
Value Based Requirement Guidlines
• Independent: avoid introducing dependencies – Leads to difficulty
prioritizing and planning
• Negotiable: stories are not written contracts. Too many details give the
impressions that there’s no need to talk further. Need some flexibility so
that we can adjust how much of the story gets implemented.
• Valuable: Stories must be valuable to either users and buyers
• Estimable: detailed enough to provide an indication of effort
• Small: split compound stories along operational boundaries (CRUD…)
• Testable: acceptance tests. “Test with…”
13. 13
All Requirements are then Scored
Two values, scale of 1-10, 10 being the highest
Importance Satisfaction
• Devises the impact that the
improvement would have on the
business outcome
• Answers the question, if I solve
this problem, what impact would
it have on your business?
• Can be expressed in Quantitative
forms (rather than subjective)
– Total Revenue impact
– Total Cost Impact
• Devises how well this problem is
solved today with current
solutions
• If a decent work around exists, it
will minimize the impact of the
outcome
• Is an accelerator or decelerator to
the opportunity score
14. 14
The Opportunity Score
Opportunity = Importance + MAX(Importance – Satisfaction,0)
• Highlights both underserved and over-
served requirements
• Allows us to quickly asses and compare
key business outcomes
• Business outcomes are built into
requirements by the PM group.
• Opportunity is an empirical measure
that can be easily ranked to help focus
Product Efforts
Importance
Satisfaction
Over-served
(customer sat)
Appropriately
Served
(revenue
Protection)
Under-served
(revenue
generation)
15. 15
Requirements are also Categorized
As an [actor] I want
[action] so that
[achievement]
3/8
Importance / Satisfaction
BU C
Buying-Using-Vision-
Competitive
7
evidence
Analytics
Price Value Category
16. 16
Now, we apply economics to determine priority
Priority =
Impact
(Opportunity)
Level of Effort
Additional Considerations:
• Market Evidence (how many times the feature is requested)
• Strategic Client Requests
• Competitive Pressure (should be market validated)
17. 17
Per Release, we can then measure impact
0
1
2
3
4
5
6
7
8
9
10
5.7
5.6
5.5
5.4
5.3
ET
Responsys
Neolane
19. 19
Product Releases depend on positive exchanges of key information
For speed, it must be consistent and comprehensive
03 02 01 .05
Product Planning
LEAN Canvas
Market Needs
User Personas
PV Map
Org Readiness
Assess organizations
ability to adopt:
• New Tools
• New Processes
• New Outputs
• New Positioning
• New
Language/Terms
Productization
Packaging & Naming
Pricing Strategy
Contracts & Billing
Begin Collateral
Creation
Org Readiness
Training
Sales/Client
Management Training
Client Delivery Training
Marketing Promotions
begin
External
Promotion
Update Website
Blog Posts
Press Releases
Lead Gen Activity
Case Studies
LAUNCH!
20. 20
LEAN Canvas is the primary control document for release
• This document holds all key information regarding the value of the release
• Almost all client facing activity can derive from this document
• It is a living and breathing document that is updated as new information
comes to light
• Shared by all key groups, but built by Product Mangement
22. 22
General Overview – TruReport 4.0 (MVP)
Problems that the Business (TE) or Clients are currently facing and the proposed solutions
• Problems TE is currently facing
• Do not have effective, efficient and scalable way of producing reports for clients
• Too many custom requests and custom reports being created
• Reports aren’t showcasing Trueffect’s 1st party differentiator and performance recommendations effectively
• Too many different processes and tools being used to generate reports
• Report builder is being over utilized due to lack of campaign standards
• Solutions that TE needs
• 1 streamlined process and 1 reporting tool the does the following:
• Produces a set of standard reports with configurable options
• Solves operational inefficiencies
• Showcasing TE’s true value differentiator (1st Party Advantage)
• Helps clients sell as many products/services at the best possible media cost
• Inspire users to take action and optimize their media spend & strategy according to results
23. 23
Strategic Rationale
High-level reasons, goals, and predictions for the project/product
• Company Vision (Super high-level long-term effect that the business wants this product to have on the industry)
• To create a new perspective for advertisers by offering accurate and actionable 1st party advantage reporting that justifies TE’s unique
value and inspires advertisers to proactively innovate and enhance their media buying strategies across multiple channels.
• MVP Goal (Main goal that the business wants to achieve with this MVP)
• Create a standard and scalable reporting set that acts as the foundation for Truadvertiser 4.0’s analytics and reporting offering
• MVP Hypothesis (The projected outcome of the MVP’s existence)
• By creating standard reporting sets, TE will reduce the time it takes to service managed clients and increase product usage demand
from existing and new self-service clients resulting in longer-term partnerships and additional revenue
24. 24
Lean Canvas Exercise - Business Canvas
Business Canvas Card elements in prioritized order
Problem:
1. High operational
inefficiency Internal +
Clients (including sales)
2. No automated budget
allocation
recommendations
3. Not effectively and
efficiently showing our
differentiator (1st party)
4. No timely output of
performance improvements
overtime (Weekly Trends)
5. Using too many tools to
product reports
6. Too many custom reports
7. Too many separate
processes, procedures, and
tools (Excel, MS, PPT)
8. Clients are demanding too
much
Solution:
1. Standard set of actionable
reports (w/
recommendations)
2. Standard report
configuration
3. Showcasing differentiator
via reports (1st party)
4. One tool w/ export for client
5. Only one tool being used
6. Streamline report
generation
7. Import more media buying
data from vendors (averages
of transactions…comparing)
8. As real-time as possible
Unique Value Proposition:
1. 1st Party data
representation (Audience
Segments & robust
measurement)
2. Effective media spend
3. Lots of robust data
4. Client’s data isn’t leaked
Unfair Advantage:
1. We use client’s 1st party data
(Audience segments)
2. Help spend money more
efficiently than others using
more accurate data
3. Client’s maintain control of
their data
Channels
• Existing clients (Self &
Managed)
• Sales (New Clients)
Hypothesis:
• Reduce time it takes to service
managed clients
• Increase usage demand for self-service
clients
• Long-term partnerships
Business Intent
1. Parity
2. Showcasing TE’s value prop
(1st party advantage)
3. Grow sales (increasing &
New)
4. Improve client support by
solving our internal reporting
inefficiencies
Cost Structure
• Development Time
• Data Storage
• Client Services time
• Microstrategy Licenses
Revenue Stream
• Standard – Free
• Advanced - $
• Custom - $$
• Analytics - $$$
MVP Goal:
• Create a foundation for Truadvertiser’s
analytics and reporting
offering/features
25. 25
Lean Canvas Exercise – MVP Product Canvas
Product Canvas Card elements in prioritized order
Name:
• MS Reports MVP
Customer Segments (Personas)
1. Delivery/Account/Campaign
manager (including Media
Buyer)
2. Director of
Marketing/Digital
3. Data Analyst
Key Activities/Features (MVP Scope)
• Enhance Performance Tab
• Add Standard Reports Tab
• Multiple categories of
standard reports
• 1 report per
each
category
• Standard set of
dashboards
• custom reports tab enhancements
Success Criteria:
• Decreased time generating reports
• Build standard report that satisfies 80%
of mid-tier clients
• Increased adoption of 1st Party
participation
• Effectively used in sales demo
(increase sales) longer partnerships
• Fewer report requests (mid-tier clients)
Product Design Requirements
• One template UI
• Microstrategy design elements
• Updated visualizations
Vision:
• Uniqueness, showcase unique value, create new perspective in ad industry, drive efficiencies for clients, justify actions/recommendations via more
accurate data, transparency, inspire to take action innovate w/ media strategies/buying/
User Journeys (Epics)
As a user I want to see…(STI = “So that I…”)
1. …site tag activity, STI can see which publishers are creating activity
2. …content (creative) performance, STI know which creative to show more frequently
3. …daily advertising results, STI can make sure I am driving towards established KPIs (Trending differences)
4. …my audience segments, STI can verify I am getting what I am paying publishers to do (1st party adv.)
5. …how many of my site visitors am I finding in my retargeting but, STI can see if I need to buy more retargeting
(Retargeting Only)
6. …how many times I am serving the same ad to the same person, STI know when to add/adjust Freq cap
(Frequency)
7. …how many people are seeing my ad, STI know what publisher I need to increase/decrease reach with (Reach
Metric)
8. …how many publishers are serving my ads to the same person, STI know which publisher I am wasting money
with (Overlap)
9. …Geo/Device/Brower my ads are being served to/on, STI know which GEO/Device/Browser are most successful
10. …which content/publisher is selling my product mix the most, STI know which content/publisher I need to change
11. …what my previous KPIs were for a given month/campaign (KPI history), STI know what my new ones should be
12. …a list of my tactics and their performance, STI know which tactics are most successful
Tech Design Requirements
• Microstrategy platform
Risks:
• Limited to Microstrategy features and
functionality and design
• Legacy data structure
• Scope creep
26. 26
Performance Tab
MVP Feature / Benefits Statements
List of the main features and the value they create for our users
Standard
Reports Tab
1 2
Custom Reports
Tab
3
TruPath Reports
Tab
4
27. 27
Update User
Permissions and
Access
MVP Feature / Benefits Statements continued…
List of the main features and the value they create for our users
Updated Login &
Navigation
Dashboard Tab
Reports
Summary Tab
Reports
5 6 7 8
28. 28
Pacing Tab
Reports
MVP Feature / Benefits Statements continued…
List of the main features and the value they create for our users
Media Tab
Reports
Creative Tab
Reports
Trends Tab
Reports
9 10 11 12
29. 29
Events Tab
Reports
MVP Feature / Benefits Statements continued…
List of the main features and the value they create for our users
13
Daypart Tab
Reports
14
Consistent
Report Design
and Functionality
15
30. 30
FEATURE
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02
FEATURE
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04
FEATURE
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consectetur et.
01
FEATURE
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03
Screen Shots and Feature/Benefit Statements
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31. 31
Market Outlook
Major industry topics, trends, issues, and forecasts related to our product
Parity, Intuition & Real-time: Vendors such as Google and Media Math have set the UI
design expectations for data visualizations and layout in which TE will need to meet to
stay competitive in the marketplace, but additionally there is the opportunity to
differentiate by offering a level of intuition through the platform that assists advertisers in
taking action and optimizing their media campaigns and spending during flight using real-
time 1st party data
1
1st Party vs. 3rd Party Reports: Our main competitors in the marketplace all have
reporting and analytics/performance dashboards that contain visualizations and rich data,
but their performance metrics are all derived from 3rd party data that isn’t as robust as 1st
party data. This makes their media budget allocation recommendations more inaccurate
for their clients than if the recommendations were based off of 1st party data.
2
Budget Allocation: Because of the 1st party advantage that TE has, they have a big
opportunity to create an impact in the marketplace by providing more accurate media
spending recommendations based on 1st party data. The ability to offer meaningful
budget recommendations helps establish longer-term credibility & partnerships w/ clients
3
Multiple Media Channels: Online display is the first of many channels that advertisers
are looking to sync up with their overall marketing ROI strategy. Building a platform that
tracks the ROI across multiple channels would prove to be extremely valuable to any
brand/agency
4
Pricing: Deciding what report functionality is included as being a TE Client and what is
considered extra cost will have an impact of where TE would like to position themselves
on the price value map
5
32. 32
TruReport 4.0 Roadmap & Release Plan
Remaining Product Management process milestones prior to Development Phase
Product Acceptance
# Version Release Name High-level Features
1 4.0 Anakin
• Update Login Screen
• Update Navigation Bar
• Update Performance Tab Reports
2 4.0 Boba • Standard Dashboard Reports
3 4.0 C-3PO • Standard Summary Reports
4 4.0 Chewy • Standard Pacing Reports
5 4.0 Darth Vader • Standard Media Reports
6 4.0 Darth Maul • Standard Creative Reports
7 4.0 Han Solo • Standard Trends Reports
8 4.0 Jabba • Standard Events Reports
9 4.0 Luke • Standard Daypart Reports
See RM & RP Doc here
33. 33
TruReport 4.0 (MVP) Project Milestones
Remaining Product Management process milestones prior to Development Phase
Initial Backlog
Product Manager will
gather the initial MVP
scope (Epics) and start
to create an initial
backlog in prioritized
order.
UX Designs
Design team will create
Hi-fi wireframes, the
Style Mood Board,
Screen Tree, and
any/all necessary
design deliverables that
we all will review and
approve together.
Day 1 of Development
(Backlog Grooming #1)
After the visual designs
have been approved,
Product Manager and
the team will update
the backlog via backlog
grooming and provide
high-level estimates
that will inform the
product roadmap and
release plan.
MVP Backlog
The backlog will be in
prioritized order and
contain high-level
estimates and be ready
for development.
Product Roadmap
& Release Plan
Product Manager will
create the initial
Product Roadmap &
Release Plan based on
the high-level estimates
that the team has
provided in the initial
prioritized backlog. This
doc is to be updated
weekly.
Development &
Visual Designs
35. 35
Post Release we measure success
Growth comes from constant
improvement in key areas
We measure our selves on a monthly
basis to ensure constant improvement
Highlighting key projects designed for
improvement
We call this the Offer Mix Assessment
36. 36
Post Release Measurement
The Offer Mix Assessment Template
Δs in Market
Δs in Competition
Key Product Trends and Opportunities
Offer Mix Scorecard
4Q11 1Q12 Comment
Channel
Promotion
Positioning
Price
Product
Service &
Delivery
Total
Legend: 1-Poor, 2-Adequate, 3-Good, 4-Excellent
37. 37
Example Offer Mix Assessment
Δs in Market
• The desire for real-time data integration continues to grow
• Desire for limited data matching and linkage (ie: email only data)
for integration into data warehouses is significant.
• Desire to include new data such as web analytic partner identifiers
to drive matches is starting to emerge.
• Facebook recently shut off access to public data via Open API.
The climate for obtaining FB data will be tenuous in the near term.
Δs in Competition
• Traditional competes are not offering anything new to challenge
our traditional CDI offering.
• Primary threats are from digital linkage outfits claiming to be able
to link across channels.
Key Product Trends and Opportunities
• Primary threats are from digital linkage outfits claiming to be able
to link across channels.
• Nimbus linkage engine to eventually replace current Truvue-only
pinning. Will take time (est. 9-12 months) for maturity of Nimbus
to match that of core Truvue.
12/11 1/12 Comment
Channel 2 3
• Close three sizeable CDI deals for
AMEX and Dow Jones and
Volkswagen, total contract value
$750,000
Promotion 2 3
• Special pricing promotions that has
been rolled out to sales and account
management to sell data quality
products
Positioning 2 2
• Despite several big wins we have not
expand our footprint as expected.
Price 4 4
• Traditional pricing continues to be
competitive, no issues
• Price for utility offering is under
analysis
Product 3 3
• Initial prototype of CCL being
developed
Service &
Delivery 4 4
• No new product releases
• No known issues in delivery our
products today
Total 17/24 19/24
