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Let's Talk business cases ProductCamp Toronto 2015

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We have all been there, and have had to create a business case. But, there are so many different types of business cases out there. These range in size and depth, from the Consultant’s five-inch thick business case to the scribblings on the back of a napkin. There are different types of business cases required, depending on the oganziation’s size, stage in market, and attitude to risk.

This session will examine the various components of a business case, and the participants will be asked to share their best practices and war stories. Come prepared to listen, and to share your experiences.

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Let's Talk business cases ProductCamp Toronto 2015

  1. 1. LET’S TALK BUSINESS CASES STEVE CASTRUCCI JULY 25TH T ED ROGERS SCHOOL OF MANAGEMENT, RYERSON UNIVERSITY ProductCamp 2015 www.productcamptoronto.wordpress.com
  2. 2. Keep those ideas coming
  3. 3. Business Case – A Process Problem DefinitionCorporate Strategy Product Vision Target Market, Positioning, Value Proposition, Uniqueness Product Definition Features, User Experience, Roadmap Build Estimates Sales Forecasts Pricing, Go-to-Market Approach, Competition Architecture, Phases, Resources Marketing Plans Collateral, Lead Generation, Web Site, Campaigns, Launch Plans, Sales Tools Business Plan Profit Projections, Staffing, ROI, Cash Flow Goals, Objectives, SWOT
  4. 4. Pragmatic Marketing * * * ** * * * * * * * * * * * * *
  5. 5. 280 Group ** *** * *
  6. 6. Under 10 Consulting RefineDesign & deliverDefine Product Promotion Sales Operations Business Market Business Market * * *
  7. 7. Business Case – A Process Problem DefinitionCorporate Strategy Product Vision Target Market, Positioning, Value Proposition, Uniqueness Product Definition Features, User Experience, Roadmap Build Estimates Sales Forecasts Pricing, Go-to-Market Approach, Competition Architecture, Phases, Resources Marketing Plans Collateral, Lead Generation, Web Site, Campaigns, Launch Plans, Sales Tools Business Plan Profit Projections, Staffing, ROI, Cash Flow Goals, Objectives, SWOT Go to Conclusion
  8. 8.  What are the best sources of learning about the market?  Do market analysts help in this situation?  What are the best ways to survey your customers?  How do you determine if users or organizations will pay for this solution? Problem Definition - Discussion Return to Business Case
  9. 9.  How do you stay on track as part of the Corporate Strategy?  How much depth should a vision go into?  Difference between vision and positioning?  Sample – 5 slides, more than one diagram/image  Problem  Current state  Vision  Value Proposition  Roadmap Product Vision - Discussion Return to Business Case
  10. 10. Sample Product Management Positioning  For <Target Audience>  Who want to do <Task>  <Product Name> is <Product Category>  That <Major Features>  And provides <Value Proposition and Benefits>  Unlike other products, it <Distinctive Competence> Product Vision - Discussion Return to Business Case
  11. 11.  How detailed do you go with the product definition?  How do you describe the features?  At this stage, what technology do you describe?  Do you develop roadmap or phases at this stage?  What is the relationship of the full product to the business case product? Product Definition - Discussion Return to Business Case
  12. 12.  How much detail do you go into?  How important is it that you have buy-in from technology teams?  How do you handle estimates if a vendor is involved?  What type of contingency do you add?  If Agile, do you have Story Points at this stage? Build Estimates - Discussion Return to Business Case
  13. 13.  Very tightly tied to Sales Go-To-Market strategy  How much detail do you go into for future campaigns?  Define the digital and web site journey  Be sure to consider all the lead generation ideas, and a budget and estimate for each  Support documentation is required – have budget for those materials Marketing Plans - Discussion Return to Business Case
  14. 14.  What is the Go-To-Market strategy?  Do you know the Sales Journey for the customer?  How important is Sales buy-in?  How do you get Sales buy in?  What are some strategies for a first customer?  Are you considering a channel strategy as well? Sales Forecasts - Discussion Return to Business Case
  15. 15.  How important is it to get complete buy-in?  Are there different levels of detail for the business plan?  If so, what are they?  How does the business plan get incorporated into corporate budgets?  Which financial indicator is used most often?  What are the situations when a business plan get rubber stamped? Business Plan - Discussion Return to Business Case
  16. 16. Business Case – A Process Problem DefinitionCorporate Strategy Product Vision Target Market, Positioning, Value Proposition, Uniqueness Product Definition Features, User Experience, Roadmap Build Estimates Sales Forecasts Pricing, Go-to-Market Approach, Competition Architecture, Phases, Resources Marketing Plans Collateral, Lead Generation, Web Site, Campaigns, Launch Plans, Sales Tools Business Plan Profit Projections, Staffing, ROI, Cash Flow Goals, Objectives, SWOT
  17. 17.  There are many different flavours of business plan  What is your organization's appetite for risk?  It is key to follow up after six months to see if your assumptions are valid  Learning tool  Time to make course corrections if they have not been done  How often and what is the best time to change the business plan? Conclusions
  18. 18. Questions
  19. 19. LET’S TALK BUSINESS CASES STEVE CASTRUCCI CASTRUCC@PATHCOM.COM JULY 25TH T E D R O G E R S S C H O O L O F M A N A G E M E N T , R Y E R S O N U N I V E R S I T Y ProductCamp 2015 www.productcamptoronto.wordpress.com

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