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Proficientz   5 Reasons You Shouldn't Do Product Strategies
 

Proficientz 5 Reasons You Shouldn't Do Product Strategies

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A product strategy is great if you're a one product company because the product and the company are one and the same. But when you have 5 or 20 or 50 products, individual product strategies can spread ...

A product strategy is great if you're a one product company because the product and the company are one and the same. But when you have 5 or 20 or 50 products, individual product strategies can spread your company too thin, force product managers to compete and have a reverse effect on growth. There’s an easier alternative.

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  • Organizational product management is when corporate goals and tactical initiatives across all disciplines are aligned to a single strategy and a single set of priorities that support short and longer term goals.

Proficientz   5 Reasons You Shouldn't Do Product Strategies Proficientz 5 Reasons You Shouldn't Do Product Strategies Presentation Transcript

  • 5 Reasons You Shouldn’t Do Product Strategies & The Better Alternative John Mansour @proficientzppmCopyright 2013 Proficientz, Inc. All rights reserved.
  • 1. The more product strategies you have, the less strategic they are to your organization. Dilutes your core competencies! Copyright 2013 Proficientz, Inc. AllAll rights reserved Copyright 2013 Proficientz, Inc. rights reserved. @proficientzppm www.proficientz.com
  • Strategic? Advance Advance MyStrategies of Organization’s Target Strategy Customers Rarely Accomplished With a Single Product! Copyright 2013 Proficientz, Inc. All rights reserved @proficientzppm www.proficientz.com
  • Conventional Wisdom Market Market Market Market MarketProduct 1 Opportunity Opportunity Opportunity Opportunity Opportunity Market Market Market Market MarketProduct 2 Opportunity Opportunity Opportunity Opportunity Opportunity Market Market Market Market MarketProduct 3 Opportunity Opportunity Opportunity Opportunity Opportunity Market Market Market Market MarketProduct 4 Opportunity Opportunity Opportunity Opportunity Opportunity Market Market Market Market MarketProduct 5 Opportunity Opportunity Opportunity Opportunity Opportunity Copyright 2013 Proficientz, Inc. All rights reserved @proficientzppm www.proficientz.com
  • 2. Product strategies are too easy to change. Always a better “product idea!” Copyright 2013 Proficientz, Inc. AllAll rights reserved Copyright 2013 Proficientz, Inc. rights reserved. @proficientzppm www.proficientz.com
  • 3. Executives hate product strategies. Too many choices! Copyright 2013 Proficientz, Inc. AllAll rights reserved Copyright 2013 Proficientz, Inc. rights reserved. @proficientzppm www.proficientz.com
  • 4. Product strategies give engineering too much control. Cherry-pick the easy, fun stuff! Copyright 2013 Proficientz, Inc. AllAll rights reserved Copyright 2013 Proficientz, Inc. rights reserved. @proficientzppm www.proficientz.com
  • “ In the absence of a clear strategy, the guy with the compiler calls the shots.” Anonymous ProductCamp AttendeeCopyright 2013 Proficientz, Inc. All rights reserved.
  • 5. Product strategies make marketing and sales more difficult.Lack of a cohesive message – too many messages! Copyright 2013 Proficientz, Inc. AllAll rights reserved Copyright 2013 Proficientz, Inc. rights reserved. @proficientzppm www.proficientz.com
  • Better Alternative Implications 1. Value to company and market Portfolio Strategy  Market-segment focus 2. Far less susceptible to change 3. Simplify marketing & sales
  • Product Investment A B C D Priorities Solutions We Need Longer Term Growth MarketsCorporateGoals & Portfolio Strategy Operational AlignmentObjectives Marketing & Sales A B C Priorities Solutions We Have Short Term Revenue Markets Copyright 2013 Proficientz, Inc. All rights reserved @proficientzppm www.proficientz.com
  • Strategic Solutions1. User Stories & Features2. Use Stories & Features Product Enhancements3. Product Use Stories & Features 1. Use Stories & Features4. Use Stories & Features 2. Use Stories & Features5. Use Stories & Features 3. Use Stories & Features Backlog / 4. Use Stories & Features 5. Use Stories & Features Release Plan Copyright 2013 Proficientz, Inc. All rights reserved @proficientzppm www.proficientz.com
  • 3 Dimensions of Strategic B2B Product Management Copyright 2013 Proficientz, Inc. All rights reserved @proficientzppm www.proficientz.com
  • Create the Create Product Rollout & Deliver Evaluate Develop Market & Portfolio Plans & Marketing Products / Services Solutions to Target Target Markets Programs Strategy Markets Quantify Prioritize Design Complete Define & Prioritize Segment Revenue Target Market Knowledge Use Cases Potential Segments Transfer Training Test Validate Determine Define & Validate Create Complete Segment Trends & Segment Business Backlog / Release Organizational Drivers Requirements Plans Readiness Activities Develop Create Define & Prioritize Promote Evaluate Segment Product Portfolio Organizational Release to Thought Competition Corporate Roadmap Readiness Activities Marketing / Leadership Goals & Production Objectives Map Core Define Create Competencies to Segment Marketing Achieve Market Segment Market Segments Priorities Corporate Goals Positioning Transfer & Objectives Knowledge Align & Prioritize With User Create & Train & Support Stories & Operational Socialize Sales / Channel Functional Initiatives Market Specifications Segment Profiles Execute Segment Approve & Marketing Communicate Programs The Strategic Plan Approve & Deliver Communicate Sales Tools & Product and Marketing Marketing Materials PlansCopyright 2012 Proficientz, Inc. All rights reserved.
  • Austin April 9-11 Product Portfolio Management 20% Discount for PCA AlumniCopyright 2013 Proficientz, Inc. All rights reserved.