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Integrated Product Management
Integrated Product Management
Integrated Product Management
Integrated Product Management
Integrated Product Management
Integrated Product Management
Integrated Product Management
Integrated Product Management
Integrated Product Management
Integrated Product Management
Integrated Product Management
Integrated Product Management
Integrated Product Management
Integrated Product Management
Integrated Product Management
Integrated Product Management
Integrated Product Management
Integrated Product Management
Integrated Product Management
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Integrated Product Management

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Integrated Product Management by …

Integrated Product Management by
Darlene Mann at SVPMA Monthly Event March 2003

Published in: Business
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  • 1. Integrated ProductManagementSVPMA March 5, 2003Darlene K. Mann, CEO Siperiandmann@siperian.com
  • 2. Speaker Background Personal data  Sales and Marketing for 12+ years  VC for 6+ years  CEO for 1+ month Siperian Inc.  Customer data management solutions  Unique composite object technology  “Aware Applications” offering a single point of interaction for customer-centric activities
  • 3. Agenda What is “integrated” product management What do Board of Directors (BOD) care about? Why would product management attract BOD attention? How does product management speak to the BOD
  • 4. Integrated ProductManagement Executive management sets the business plan Board of Directors approves business plan and oversees results Product management is key to execution of the business plan  Doyou understand the product assumptions driving the plan?
  • 5. Business Plan “Model”Opportunity Market Problem Buyer Transaction (Discover)
  • 6. Business Plan “Model” Execution Technology Product Product Company Business(Implement)
  • 7. Business Plan “Model”Opportunity Market Problem Buyer Transaction (Discover) Strategy Value Operating Financial Vision (Design) Proposition Model Model Execution Technology Product Product Company Business(Implement)
  • 8. What do BODs care about? Is the company operating well today?  Revenue  Cost Structure  Profitability Will it continue to do well in the future?  Market opportunities  Competitive Advantage
  • 9. Business Plan ConcernsOpportunity Market Problem Buyer Transaction (Discover) Strategy Value Operating Financial Vision (Design) Proposition Model Model Execution Technology Product Product Company Business(Implement) Problems: Missed revenue/profits indicate execution issues, if no strategic cause
  • 10. “Operational” Problems Revenue model cannot support the necessary cost structure  Customer acquisition costs too high  Channel costs too high  Operating expenses or COGS increase substantially (e.g. cost of labor, materials, etc.)  Poor expense controls (shameful!)
  • 11. Business Plan ConcernsOpportunity Market Problem Buyer Transaction (Discover) Strategy Value Operating Financial Vision (Design) Proposition Model Model Execution Technology Product Product Company Business(Implement) Problems: Product misalignment or market saturation create strategic issues
  • 12. “Value Proposition” Problems Problem isn’t big enough to matter  Market was never big enough  Market now saturated Product inadequate for problem  Poor execution  Poor vision Competitive price pressure  Value undermined
  • 13. Business Plan ConcernsOpportunity Market Problem Buyer Transaction (Discover) Strategy Value Operating Financial Vision (Design) Proposition Model Model Execution Technology Product Product Company Business(Implement) Problems: Market disruption creates strategic issue
  • 14. “Vision” Problems New technologies  Better, faster, cheaper  Direct competitor or substitute M&A events  Channel strength  Product line completeness  Critical mass effects
  • 15. Why would Product Managementattract BOD attention? Missed revenues or profitability? Inspect:  Channel • Direct/Indirect sales metrics • Contribution across channels  Product • Evaluation of market opportunity • Feature/functionality/fit analysis  Underlying cost structures • Structural changes to cost • Poor management
  • 16. Why would Product Managementattract BOD attention? Value proposition under fire  Customer adoption  Competitive pressure • Out-selling • Better product • Price pressure • True cost advantage • Buying share • Lousy competitor
  • 17. Why would Product Managementattract BOD attention? Overcome by disruptive technology Industry structure change Too early
  • 18. How should Product Managementspeak to the BOD? Financial expressions of issues  Quantify it when possible Data-driven, clear about sources  Explain what and how you know High level  Relevant to the big issues Place/Process/Progress  Where did you start, what is your goal  How will you get there  Where are you now
  • 19. Summary From the BOD perspective, everything nets to financial performance In tough times, understanding the expected business model behavior is essential for financial success If your product line is not conforming to the model, understand why and what can be done

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