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A well-run Customer Advisory Board (CAB) generates information that helps run the business as well as building good will for a company, but CABs can be intimidating. They enable dialog between a company and its customers, and product managers frequently take on the role of organizers, participants, and beneficiaries. CABs provide a forum for input on strategy and roadmaps, encourage customers to air their feedback and experiences, facilitate information-sharing amongst customers, and can lead to new business. CABs differ from user groups in that they are smaller, typically by-invitation-only, and usually engage customers at a strategic rather than tactical level.
In this session we will have a facilitated discussion on the planning and execution of a successful, substantive CAB, as well as some of the issues that can arise and how to address them.
About Jim Berets
At Black Duck Software, where he was VP of Product Management, Jim Berets planned and ran more than a dozen sessions of the company’s North American and European Customer Advisory Boards, engaging more than 40 of the company’s clients at a senior-level. Jim has advised a number of companies on developing or improving their Customer Advisory Boards, and co-led a discussion on the topic at the Boston Product Management Association’s Product Executives Forum.