You’ve collected and analyzed product usage data. You’ve developed your product roadmap based on how customers are actually using your software. Now it’s time to present and justify your decisions to senior management, are you ready? Presentations to higher-ups are key to moving your product development strategy, and your career, forward.  As the product expert, you have the customer usage data to back up your decisions, but higher-ups have strong opinions based on years of experience, conversations with some customers, and what the loudest voice in sales just reported. What’s the best way to present the data that drove your decisions? How can ‘dry’ data be used to animate a story that drives management buy-in for your roadmap?   Join our webcast to ensure your presentations move your product strategy forward and let you shine.   In this webinar, you’ll learn:   ~ How to think from your audience’s perspective ~ How to present data so that it tells the customer story ~ How software usage analytics can help drive your decisions ~ What metrics matter for roadmap development Anthropologist, Director of Research and Knowledge Development, at AIPMM, Paula Gray and Revulytics VP of Software Usage Analytics, Keith Fenech will provide best practices for selling management on your strategy and using software usage analytics to ensure your decisions truly reflect customer needs.

1. AIPMM Webinar Series
Presenting Data to Management:
Top Tips to Getting
Buy-in for your Roadmap

2. Paula Gray & Keith Fenech
Our Speakers

3. Company
Invested In
Data
Two objectives for the data
1. Leverage data to support your decision
2. Influence or persuade decision makers

4. How IsThisAchieved?

5. Language
Persuasive communication relies on your
language; your choice of words and data
points areVERY important
Speaking the language data requires
understanding the motivation type of the
audience

6. Understanding
Persuasion
Research by Stanford University and
Northwestern University found
individuals fall into one of 2 Motivation
Types
Specific language cues resonate with
each MotivationType

7. Motivation
Types
Promotion Focused
 Seeking to achieve a
win
Prevention Focused
 Seeking to avoid a
loss

8. Determine
Motivation
Type
Listen to objections or description of the
issue.
What are the goals?

9. Promotion Focused
 Gain or Achieve
 Advance and grab
opportunities
 Eager, comfortable
with risk
 Work quickly
 Prone to error, may
not think things
through
 Can be unprepared
Prevention Focused
 Prevent a Loss
 Goals are
responsibilities
 Worry what might go
wrong
 Work slowly, attention
to detail
 Have good analytical
and problem-solving
skills
 Can be uncreative and
can miss opportunity

10. Determine
Your
Objective/Goal
Clarify and detail your goal/objectives
Then craft your “messaging” according to
their motivation type

11. Promotion Focused
Use more abstract words
Sounds like:
 These are the benefits of…
 We will gain ….
 We will achieve, make our
mark, gain fame, become
the best…
 This will open doors for new
opportunity…
These answer “why”
Prevention Focused
Use more concrete words
Sounds like:
 Our obligation is to…
 Why you shouldn’t do…
 We will get rejected/lose
funding if we don’t…
 These techniques are
needed in order to prevent
a loss of time, money,
resources…
These answer “how”

12. ForGroups
include BOTH
types of
messaging in
order to appeal
to each type in
the group
A major win will prevent a loss
Benefit of achievement and critical
penalty if we don’t do X
Include “why” and “how”

13. Let’s look at
UseCases
Software Usage Analytics provides insight
 Application usage
 User behavior
 Feature adoption
 Hardware/OS metrics
Track TargetAnalyze

14. Typical
Solution
Architecture
Cloud Service
Usage Intelligence
Reporting Dashboard
Analytics
Engine
End Users
running your software

15. About
Revulytics
Compliance Analytics
• Identify and quantify
software use and misuse
• Create actionable
intelligence
• Turn intelligence into direct
revenue
Usage Analytics
• Track and analyze product
usage
• Increase customer acquisition
and retention
• Generate revenue with better
products
Recognized as 2017 Gartner CoolVendor
More than 100 customers including Fortune 500 companies
Technology deployed to over 50M machines in more than 200 countries
Our data has supported more than $1.8 billion in new license revenue since 2010
www.revulytics.com

16. Case #1:
Should we
deprecate an
outdated
Legacy
Feature?
 Product: Desktop reporting tool
 Situation: Legacy Feature inV3 allowed users to build
their own dashboard to customize the UI; inV5 we
introduced new functionality for role-based UI
templates
 Problem: Cannot port Legacy UI settings directly to new
role-based templates due to missing elements and
complications
 PM Recommends: Drop legacy feature inV6
 Management: Believes loyal users still rely on this
feature and would get aggravated if we deprecate this
functionality

17. Case #1
DISCOVERY:
Who is still
using this
legacy
functionality?
11% use it
at least once
in 6 months
84% of these
used it under
10 times
1683 users
Affected
population
1.8%

18. Presenting
Case #1
Promotion
 Competitive
advantage
 New templates are
already popular
 Grow sales
 Innovation
Prevention
 Lose ground with
backward
compatibility
 Labor cost/expense
to support
 Developers can’t
focus on innovation
 Responsibility is to
majority of users

19. Case #2:
When is the
best time to
start
development
for supporting
a newOS
feature?
 Product: Desktop-to-Cloud Encryption and Archiving software
 Situation: Microsoft just announced that next OS will have
built-in cloud archiving support
 Plan: Switch to using this native OS functionality and extend it to offer
an enhanced experience for all users that adopt it
 Pro: Be one of the first solutions offering such support
 Con: Switching too early could have negative impact since most customers
will not be able to upgrade due to incompatibilities
 PM recommends: get an engineering team in place now to convert the
product to start using native OS support by end of the year
 Management: feels uncomfortable taking this decision to dump in-house
functionality and rely on Microsoft’s technology at such an early stage, in
case this technology turns out to be a flop and people won’t use it

20. Case #2
DISCOVERY
How long does
it take users to
adopt a new
OS or product
version?
80% of our
14,000 customers
83% switch to latest
version within 8
months of release

21. Presenting
Case #2
Promotion
 New OS allows us to
offer cutting edge
functionality
 Viewed as innovative
by customers
 Viewed as leader in
the industry
 Additional dev time
allows us to be pro-
active with any issues
Prevention
 Lost momentum if we
wait and play catch-up
6 months late
 Not statistically likely
this OS would be flop
 Vast majority of
customers will already
be on new OS
 Do not want to be
viewed by customers
as laggard or behind
the times

22. Case #3:
Decreasing
Churn Rate on
Ultimate
Edition
 Product: Accounting Package
 Sold in 3 Editions: Basic, Premium, Ultimate
 Pricing Strategy: Ultimate license costs 2.5x of Basic and includes Audit
functions; annual renewal cost is 40% of license
 Problem: Ultimate Edition has healthy conversion rate but abnormally
high churn rate: should we reduce renewal price or package editions
differently?
 12% renewal rate for Ultimate
 54% renewal rate for Basic/Premium
 PM Recommends: Combine Ultimate & Premium in a single package
 Management: fear of cannibalizing short term revenue from the
Ultimate Edition; wants to know why people are buying the more
expensive edition, but do not renew

23. Case #3:
DISCOVERY:
What is
causing churn? 98% of users who
buy Ultimate want
to use the Audit
functions
83% of Churned
users only use Audit
functions 1-5 times
in their lifetime

24. Presenting
Case #3
Promotion
 Added value in
Premium will
increase new sales
conversions
 Added value in
Premium will boost
renewal higher than
existing 54%
 Frees up dev to focus
on innovations
Prevention
 Increased revenue of
Premium will exceed
loss from Ultimate
 Less labor expense
spent focusing on
additional Ultimate
version
 Less dev time
focused on Ultimate

25. Opinions
vs
Data

26. Q & A Session
Ask questions. Our team is standing by to help.
The webinar slides will be posted to our
website and our
http://www.Slideshare.net/aipmm
The webinar recording will be posted at
http://www.AIPMM.net
for members kfenech@revulytics.com

27. Upcoming Webcast
September 22, 2017
How Mobile Product Managers can Dramatically
Reduce the Time to Market of New Functionality
WWW.AIPMM.COM/AIPMM_WEBINARS
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http://aipmm.com/aipmm_webinars
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kfenech@revulytics.com