Indian Product Manager with global stakeholders, how to make that work? by Gopal Shenoy

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Gopal Shenoy, a 14 year veteran of software product management in the United States. A frequently sought after speaker at several product management conferences and a featured product manager at institutes like Pragmatic Marketing, Gopal runs one of the best ranked product management blog in the world at productmanagementtips.com Gopal is currently the Director of Product Management at Gazelle.com in Boston, USA where he is leading the product efforts to enable consumers to trade-in over 250,000 used electronic gadgets for cash.

Whether you are currently a product manager or if you are aspiring to become a Product Manager, this seminar is for you! Join us to listen to Gopal deliver an inspirational seminar on the changing role of a Product Manager in a distributed ecosystem of customers and stakeholders, influence of social media on behaviors of prospective customers and how Indian Product Managers can position themselves for success in such a global business environment.This is your opportunity to ask one of the industry’s accomplished practitioners on how to go about building products that will succeed in the marketplace.

For more info you can visit www.adaptivemarketing.in

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Indian Product Manager with global stakeholders, how to make that work? by Gopal Shenoy

  1. 1. Indian Product Manager with Global Stakeholders Gopal Shenoy Director of Product Management Gazelle.com, Boston, USA
  2. 2. <ul><li>Interactive - Ask questions </li></ul><ul><li>Informal </li></ul>Format
  3. 4. <ul><li>14 year Software Product Management career </li></ul><ul><li>Blogger at productmanagementtips.com </li></ul><ul><li>$1M - $350M annual revenues </li></ul><ul><li>1K - 600K users </li></ul><ul><li>Mass market Product Manager </li></ul>About Me
  4. 5. Director of Product Management, Gazelle.com
  5. 6. <ul><li>Market C apital </li></ul><ul><li>C ustomer Experience </li></ul><ul><li>Your C areer </li></ul>Three takeaways - Three C ’ s
  6. 7. What is Product Management after all?
  7. 8. Building products people will buy!
  8. 9. Strategic and Business role that focuses on finding compelling , competitive and profitable solutions to market problems . Product Management
  9. 10. Compelling?
  10. 11. Competitive?
  11. 12. Profitable?
  12. 13. Product Manager ’ s job Herding Cats
  13. 14. Companies are typically full of product experts ( “ I think the solution should be “ this ” or “ that ” ) and zero market experts. Why? Product Manager = Market Expert
  14. 15. Market Product Manager Executives Sales Marketing Engineering Customer Support
  15. 16. <ul><li>Market Expert </li></ul><ul><li>Product strategy & roadmap </li></ul><ul><li>Product positioning against competition </li></ul><ul><li>Long term viability of the product </li></ul><ul><li>No “ knee jerk ” decisions </li></ul>Product Manager:
  16. 17. Product Management vs. Project Management
  17. 18. Product Development process What are the problems in the target market? What should the solution be? How does it need to work from a user ’ s point of view? Why should we solve them? Will we make money? Which ones should we solve first? Build the solution to specs and deliver into the market on time and under budget How is the product working in the market after launch? Are people buying it? Do customers like it? Launch the product into the market 1. Identify/ Gather 2. Prioritize 3. Define 4. Build 5. Launch 6. Measure
  18. 19. Product Development process What are the problems in the target market? What should the solution be? How does it need to work from a user ’ s point of view? Why should we solve them? Will we make money? Which ones should we solve first? Build the solution to specs and deliver into the market on time and under budget How is the product working in the market after launch? Are people buying it? Do customers like it? Launch the product into the market 1. Identify/ Gather 2. Prioritize 3. Define 4. Build 5. Launch 6. Measure Product Management Project Management Product Marketing Product Management
  19. 20. Project Management Product Management Internal Facing External Facing Release Management Product Strategy Project Duration (one time endeavor) Product Lifecycle Delivery Risk Management Market Risk Management
  20. 21. <ul><li>Market C apital </li></ul><ul><li>C ustomer Experience </li></ul><ul><li>Your C areer </li></ul>Three takeaways - Three C ’ s
  21. 22. This is not a market image
  22. 23. This is a better market image
  23. 24. This is a better market image
  24. 25. If you want to know a tiger, you need to live in the jungle ....
  25. 26. No one in your office will likely buy your product!
  26. 27. Don ’ t spend time in the building!
  27. 28. Market? <ul><li>US? </li></ul><ul><li>Europe? </li></ul><ul><li>India? </li></ul>It depends! Where are your customers?
  28. 31. To tap opportunities in the emerging markets and pioneer value segments in wealthy countries, companies must learn to develop products in China & India and distribute them globally
  29. 32. If GE doesn ’ t master reverse innovation, the emerging giants could destroy the company
  30. 33. Mitticool Chotukool Nano
  31. 34. Market C apital <ul><li># of customers you have talked to </li></ul><ul><li>Time spent outside your office listening to customers </li></ul>
  32. 35. Magic happens … Internal stakeholder: “ I think we need to do XYZ. This was very important when I used to do this. ” Product Manager: Interesting. But when I interviewed 25 customers in the last 1 month, what I heard was “ ………. ” and here are the reasons .....
  33. 36. Magic happens … Internal stakeholder: “ I think we need to do XYZ. This was very important when I used to do this. ” Product Manager: Interesting. But when I interviewed 25 customers in the last 1 month, what I heard was “ ………. ” and here are the reasons ..... Who do you think is more credible?
  34. 37. 4 Reasons to earn Market C apital <ul><li>Builds “ your ” credibility! </li></ul><ul><li>Buying is an emotional behavior! </li></ul><ul><li>It is all about relationships not products! </li></ul><ul><li>Buyers don ’ t do what they say! </li></ul>
  35. 38. <ul><li> Market C apital </li></ul><ul><li>C ustomer Experience </li></ul><ul><li>Your C areer </li></ul>Three takeaways - Three C ’ s
  36. 39. Product Experience vs. Customer Experience
  37. 40. You will lose customers if you have a good product but a bad customer experience!
  38. 42. Customers get educated via social media
  39. 45. <ul><li> Market C apital </li></ul><ul><li> C ustomer Experience </li></ul><ul><li>Your C areer </li></ul>Three takeaways - Three C ’ s
  40. 46. Transitioning into Product Management <ul><li>Show Initiative </li></ul><ul><li>Seek opportunities </li></ul><ul><li>Participate in customer facing events </li></ul><ul><li>Within your current company first! </li></ul>
  41. 47. PM Sr.PM Director VP CEO Career Path
  42. 48. 1 - High 2 - Medium 3 - Low
  43. 49. 1 - High 2 - Medium 3 - Low
  44. 50. Strengths Weakness
  45. 51. PM Sr.PM Director VP CEO
  46. 52. PM Sr.PM Director VP CEO
  47. 53. Director Job Postings
  48. 54. How? <ul><li>Seek opportunities </li></ul><ul><li>Invest in yourselves - Get trained & Certified </li></ul>
  49. 55. Pursue your passions
  50. 56.  Market C apital  C ustomer Experience  Your C areer Three takeaways - Three C ’ s
  51. 57. [email_address] productmanagementtips.com Thank You!

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