Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
© AIPMM 2012
Thanks everyone who attended this AIPMM   webcast.   We welcome your feedback regarding this topic.   Contact Hector Del C...
Tweet About Us!        Hector:         @hmdelcastillo        AIPMM:          @AIPMM        ProdMgmtTalk:   @ProdMgmtTalk© ...
© AIPMM 2012
The Hub Of All Things Product Management Community                                                                        ...
The Hub Of All Things Product Management Community                                                                        ...
The Hub Of All Things Product Management Community                                                                        ...
The Hub Of All Things Product Management Community                                                                        ...
AIPMM Overview   • With members in 65 countries, the AIPMM is the worldwide     certifying body of product team profession...
• Network with experts   Why Our Members Join     and thought leaders                          • Learn best practices,    ...
AIPMM Certifications  AIPMM offers globally recognized certifications:  • Certified Product Manager (CPM®)  • Certified Pr...
Upcoming Events   AIPMM Sessions at ProductCamp Austin 9       Date: Saturday, August 18, 2012       Time: 8:30 a.m. – 4:3...
Global Product Management Talk  Bringing Product Talks to you via Twitter Chat & Podcast!  Mondays Follow: @ProdMgmtTalk U...
Upcoming Webcast   Key Tips To Prepare For An AIPMM Certified Product Manager (CPM®) Or   Certified Product Marketing Mana...
Upcoming Courses                                                                        Dates and   Upcoming Courses      ...
Useful Links  •   Website: http://www.aipmm.com  •   LinkedIn: http://www.linkedin.com/company/2614343  •   Ambassador’s C...
For More Information About   • AIPMM membership benefits   • Certification courses in your area   • How to prepare to take...
Hector Del Castillo, PMP, CPM, CPMM               Transforming products to profit for technology-based organizations.TM   ...
FEATURED PRESENTATION© AIPMM 2012
Building Insanely                    Great Products                      How Product Management                   Can Brea...
Agenda• Why do Products Fail 70% to 90% of the time?• What key factors must be present to build insanely great  products?•...
Drawing at End of Presentation!        Product Management LifeCycle Toolkit™        One copy of each book  • Plus a copy o...
David Fradin               University of Michigan, Engineering: Technically Trained Manager               Focus High-Techn...
Helping companies deliver                   products that delight their customers                       and produce massiv...
Why The 280 Group?© 2011 280 GroupLLC.                   6
Product & Services            Product                                                                Toolkits             ...
280 Group Clients© 2011 280 GroupLLC.
Go to www.280group.com in the “Resources” section.© 2011 280 Group                                               9LLC.
Optimal Product Management:  Summary of Course Day One: Foundation                            Day Two: Product Management ...
© 2011 280 GroupLLC.               11
2012 Autumn / Fall Courses –  Switzerland, UK and Poland           ACT FAST while seats last.. !! Enrollment on website (d...
Building Insanely                    Great Products                      How Product Management                   Can Brea...
AgendaWhy do Products Fail 70% to 90% of the time?• What key factors must be present to build insanely great  products?• W...
Product Failure Statistics                   Succeed                                    • 30% fail because of a           ...
Why Products FailUnderlined Failure Reasons are the Responsibility of Product Management Wrong Product                    ...
Agenda• Why do Products Fail 70% to 90% of the time?What key factors must be present to build insanely greatproducts?• Wha...
Building Insanely Great Products                                                   Product/Service:                       ...
Agenda• Why do Products Fail 70% to 90% of the time?• What key factors must be present to build insanely great  products?W...
The History of Product Management  “Those who fail to learn from history are  doomed to repeat it.”                       ...
The Beginnings of Product Management  •   Brand management at Proctor & Gamble: Neil McElroy in      1931      – President...
McElroy’s Memo              A product name that’s easy to pronounce, remember, recognize              and know plus transl...
McElroy’s Memo                 (continued)                Full responsibility for the product’s                characteris...
Management in the 1930s/40s      •    Sloan: General Motors          – Auto Brands: Chevy, Buick, Pontiac, Oldsmobile, Cad...
Management in mid                                 20th      Century     •   Organizational Structure         – Line Manage...
Product Manager and Product   Marketing Manager Roles come from:       Invented from scratch       Hand me downs       Str...
Product Life Cycle Process comes from       Hand me downs       Hardware       Compartmentalization       Heavy Weight© Da...
Getting Along with Others  1. Think first of the other fellow.                                                   8. Check ...
The HP Way  "...an egalitarian, decentralized system...  The essence of the idea, radical at the  time, was that employees...
The HP Way:  •    We have trust and respect for individuals  •    We focus on a high level of achievement       and contri...
HP’s Values -- the HP Way Drove:   A framework of principals and harmony  •    Making a technical contribution  •    Doing...
Impact of Wall Street  •    Short Term vs. Long Term Focus: The KPIs       have changed  •    David Packard says:      – M...
1978:Apple Values •    Friendly products •    Customer Service •    Empathy for Customers •    Aggressive •    Innovation ...
Learn from the Past                     Insanely Great Products                            come from                    In...
Process Must Support   New Product Development© David Fradin and 280 Group LLC. 2012   35
Company Driven by:                Market                                 Wall Street: Greed and Fear                Produc...
Agenda• Why do Products Fail 70% to 90% of the time?• What key factors must be present to build insanely great  products?•...
Unique Position Central point of communication                                                                            ...
Roles and responsibilities                                                                               Market Potential ...
Individual Contributor Product Manager              Business Case Development and perhaps realization              –    Ma...
Manager of Product Mangers              Market Plan Strategy              –    Target Market              –    Value Propo...
Product Management:    Responsibilities by Stage of Product Life Cycle         Conceive                                   ...
Product Marketing Management:    Responsibilities by Stage of Product Life Cycle   Marketing                              ...
PM and PMM Task Flow© David Fradin (david@280group.com) and 280 Group LLC. 2012   44
Agenda• Why do Products Fail 70% to 90% of the time?• What key factors must be present to build insanely great  products?•...
Seven Phase LifeCycle™             Phase: Stage in the product lifecycle             Gate: Critical decision point ending ...
Worldwide Standard Foundation              Association of International Product              Management & Marketing (AIPMM...
© David Fradin (david@280group.com) and 280 Group LLC. 2012   48
Question?       What is the best thing about your company?                                          I AM!       What is th...
Key Manager Questions:       “How can I help each of my product       managers perform to their full potential?”       “Wh...
Product Management Areas of Mastery       Leadership and influence       Customer insight       Market knowledge       Pro...
People Development Plan Elements       Attitude (e.g. work with mentor and make       team aware of desired change)       ...
Product Management LifeCycle Toolkit™            Nine core documents            No duplication            Every critical d...
Building Insanely Great Products           •    Based on               – Vision, Values, Culture, Structure, Process      ...
Drawing!        Product Management LifeCycle Toolkit™        One copy of each book   • Plus a copy of Seven Phase Product ...
Upcoming SlideShare
Loading in …5
×

Building Insanely Great Products - AIPMM Webcast - David Fradin, 280 Group

1,578 views

Published on

Thanks everyone that attended this webcast featuring David Fradin from the 280 Group and hosted by the Association of International Product Marketing and Management (AIPMM).

The AIPMM is the hub of all things product management. It is where product professionals go for answers. With members in over 65 countries, the AIPMM is the worldwide certifying body of product team professionals.

It is the world's largest professional organization of product managers, brand managers, product marketing managers and other product team professionals who are responsible for guiding their organizations, or clients, through a constantly changing business landscape.

The Association of International Product Management and Marketing is creating a culture of mentoring within the product management professions
— to assist current product professionals in successfully confronting obstacles in their day to day efforts
— to facilitate rising product professionals in gaining experience and becoming successful product management leaders in their organizations
— to forward the profession, individual practitioners and product teams in successfully bringing products through the entire product lifecycle process

AIPMM Premium Membership provides the foundation for building your own product professional mentor network with access to member-only mentor matching, mentor/protégé facilitation, leadership trainings and opportunities for continuing education, as well as the potential to join the distinguished AIPMM Product Management Ambassadors Council.

AIPMM also offers training courses that prepare product management and marketing teams to take the CPM® and/or the CPMM® certification exam(s).

AIPMM's Certified Product Manager (CPM®) and Certified Product Marketing Manager (CPMM®) programs are internationally recognized because they allow product professionals to demonstrate their expertise and provide corporate members an assurance that their product management and marketing teams are operating at a high competency level.

Contact Hector Del Castillo at http:/linkd.in/hdelcastillo for information about AIPMM membership benefits, certification courses in your area, or for help aligning your business and product strategy.

Published in: Business, Technology

Building Insanely Great Products - AIPMM Webcast - David Fradin, 280 Group

  1. 1. © AIPMM 2012
  2. 2. Thanks everyone who attended this AIPMM webcast. We welcome your feedback regarding this topic. Contact Hector Del Castillo with any comments or questions regarding upcoming events. We look forward to seeing you again soon.© AIPMM 2012
  3. 3. Tweet About Us! Hector: @hmdelcastillo AIPMM: @AIPMM ProdMgmtTalk: @ProdMgmtTalk© AIPMM 2012
  4. 4. © AIPMM 2012
  5. 5. The Hub Of All Things Product Management Community Certification Subject Matter Experts & Like-Minded Peers to ask Certification can help to improve both questions organizational performance and individual career aspirations as part of a managed skills development approach. Connections Content Connecting our members through multiple social media Hundreds of practical templates, examples, and information networks extends our reach© AIPMM 2012
  6. 6. The Hub Of All Things Product Management Community Certification Subject Matter Experts & Like-Minded Peers to ask Certification can help to improve both questions organizational performance and individual career aspirations as part of a managed skills development approach. Connections Content Connecting our members through multiple social media Hundreds of practical templates, examples, and information networks extends our reach© AIPMM 2012
  7. 7. The Hub Of All Things Product Management Community Certification Subject Matter Experts & Like-Minded Peers to ask Certification can help to improve both questions organizational performance and individual career aspirations as part of a managed skills development approach. Connections Content Connecting our members through multiple social media Hundreds of practical templates, examples, and information networks extends our reach© AIPMM 2012
  8. 8. The Hub Of All Things Product Management Community Certification Subject Matter Experts & Like-Minded Peers to ask Certification can help to improve both questions organizational performance and individual career aspirations as part of a managed skills development approach. Connections Content Connecting our members through multiple social media Hundreds of practical templates, examples, and information networks extends our reach© AIPMM 2012
  9. 9. AIPMM Overview • With members in 65 countries, the AIPMM is the worldwide certifying body of product team professionals. • The only organization that addresses the entire product lifecycle (inception to obsolescence) throughout any industry • Presently has offerings in North America, Europe, Middle East, Australia and Southeast Asia. • Membership benefits include eligibility for the Certification Programs, discounts to AIPMM conferences, and access to the Career Center, peer Forums, tools, templates and publications.© AIPMM 2012
  10. 10. • Network with experts Why Our Members Join and thought leaders • Learn best practices, proven strategies and methodologies • Expand their knowledge and soft skills. • Sharpen their leadership and influential skills • Validate their expertise with internationally recognized certifications. • Obtain tools to enhance their productivity© AIPMM 2012
  11. 11. AIPMM Certifications AIPMM offers globally recognized certifications: • Certified Product Manager (CPM®) • Certified Product Marketing Manager (CPMM®) • Agile Certified Product Manager (ACPM®) • Certified Innovation Leader (CIL®) • Certified Brand Manager (CBM®)© AIPMM 2012
  12. 12. Upcoming Events AIPMM Sessions at ProductCamp Austin 9 Date: Saturday, August 18, 2012 Time: 8:30 a.m. – 4:30 p.m. CT Register/Archive: [Register here] AIPMM will be presenting the following topics at ProductCamp Austin: • The Product Manager Pathfinder • Why Leading Innovation Is Essential For Product Managers We hope to see you there. Who Should Attend This event is for Product Management, Product Marketing, and Marketing professionals to teach to, learn from, and network with each other.© AIPMM 2012
  13. 13. Global Product Management Talk Bringing Product Talks to you via Twitter Chat & Podcast! Mondays Follow: @ProdMgmtTalk Use #ProdMgmtTalk Register: http://www.prodmgmttalk.com Listen: http://www.blogtalkradio.com/prodmgmttalk Aug 20 Product Marketing Methodology w/ Bill Reed, Managing Director & Co-Founder @Aventigroup 4:00 PM Pacific Time, 6 PM CST Chicago, and 7 PM ET Boston© AIPMM 2012
  14. 14. Upcoming Webcast Key Tips To Prepare For An AIPMM Certified Product Manager (CPM®) Or Certified Product Marketing Manager (CPMM®) Certification Exam Date: Wednesday, August 22, 2012 Time: 12 noon EDT/ 9:00 a.m. PDT Register/Archive: [Register here] This webcast will discuss all you need to know about the CPM® and CPMM® certification exams and preparation courses. The prep courses provide a thorough review of key strategies, concepts and terminology to help participants prepare to take an AIPMM certification exam. They cover the strategy for answering the exam questions and a Q&A for anything else participants want to review. They fully prepare participants to take the Certified Product Marketing Manager (CPM®) or Certified Product Marketing Manager (CPMM®) certification exam. Who Should Attend This is for all product team professionals who want to distinguish themselves, accelerate their careers by mastering strategies, methodologies and tools to plan, manage and market successful products, improve their productivity, and fully prepare to sit for and successfully pass the CPM® or CPMM® Certification Exam.© AIPMM 2012
  15. 15. Upcoming Courses Dates and Upcoming Courses Location Optimal Product Management & CPM® Certification Exam Sep 17-20, 2012 from the 280 Group Teqcorner Course Information: [Information] McLean, VA Product Innovation Leadership (16 PDUs) Sep 24-25, 2012 Course Information: [Information] Teqcorner McLean, VA Creating Value Through Collaboration (16 PDUs) Sep 26-27, 2012 High Performance Project Management Teqcorner Course Information: [Information] McLean, VA For more information, contact Hector Del Castillo at hmdelcastillo [at] aipmm.com.© AIPMM 2012
  16. 16. Useful Links • Website: http://www.aipmm.com • LinkedIn: http://www.linkedin.com/company/2614343 • Ambassador’s Council: http://www.aipmmambassadors.com/ • Articles: http://www.aipmm.com/html/newsletter/article.php • Blogs: http://aipmm.com/anthropology/ • Webinars: http://aipmm.com/aipmm_webinars/ • Certification: http://aipmm.com/html/certification/ • Product Management Framework Brochure: http://www.aipmm.com/brochures/AIPMM_PMF.pdf© AIPMM 2012
  17. 17. For More Information About • AIPMM membership benefits • Certification courses in your area • How to prepare to take a certification exam • Defining the right product strategy & process to grow your business • Aligning your business model with your product strategy© AIPMM 2012
  18. 18. Hector Del Castillo, PMP, CPM, CPMM Transforming products to profit for technology-based organizations.TM Product Marketing Director linkd.in/hdelcastillo @hmdelcastillo hmdelcastillo [at] aipmm.com +1-301-523-9478© AIPMM 2012
  19. 19. FEATURED PRESENTATION© AIPMM 2012
  20. 20. Building Insanely Great Products How Product Management Can Break or Make your Company by David Fradin david@280group.com Copyright 2012, David Fradin and 280 Group LLC. All rights reserved. www.280group.com© 2011 280 GroupLLC. ©2012 David Fradin and 280 Group LLC 1
  21. 21. Agenda• Why do Products Fail 70% to 90% of the time?• What key factors must be present to build insanely great products?• What lessons can we learn from Proctor and Gamble, HP and Apple?• What is the role of Product Management and Product Marketing?• What are the foundations (process, people and information) a company must provide, to build insanely great products and services?
  22. 22. Drawing at End of Presentation! Product Management LifeCycle Toolkit™ One copy of each book • Plus a copy of Seven Phase Product LifeCycle Book for everybody! • Optimal Product Process book for download: www.tinyurl.com/freeoppbook • Slides available at www.280group.com/building.pdf© 2011 280 GroupLLC. 3
  23. 23. David Fradin University of Michigan, Engineering: Technically Trained Manager Focus High-Technology and Energy Professional Environmental Mediator HP: Corporate PR: Board of Directors HP: Product Manager, Enterprise Software Apple: Product Manager, 1st PC Hard Disk Drive Apple: Business Unit Manager, Apple /// DataQuest: Associate Director PC Industry Service DBM: Employee Satisfaction Surveys 30 Years: 70+ Products/Services: HW/SW, Internet, eCommerce, Video, Enterprise, Manufacturing, SaaS© 2011 280 GroupLLC. 4 ©2007 280 Group LLC
  24. 24. Helping companies deliver products that delight their customers and produce massive profits Assessment – Training – Certification – Consulting – Contractors – Templates – Mentoring – Books© 2011 280 GroupLLC.
  25. 25. Why The 280 Group?© 2011 280 GroupLLC. 6
  26. 26. Product & Services Product Toolkits Workshops, Training Consulting Management PM Office Coaching & Certification Contractors Assessments Portal Mentoring PM Assessments Courses: We Provide: Templates: Available for: • Process/People/Tools - Public • Product Managers - Product Lifecycle •Teams • Gap Analysis - Private Onsite • Product Marketers - Launches •Projects • Recommendations - Self-Study • Projects - Roadmaps •Individuals • Executive Presentation • Interim Contractors - Competitive Certifications: - Beta Programs Topics: - Certified Product - Product Reviews • PM Process Manager - Developer • Market Research - Agile Certified Product • Competitive Research • Voice of the Customer Manager PM Office: • Vision - Standard • Conceive Course Offerings: - Pro • Business Case - Optimal PM & PMM • Market Strategy - Phenomenal PM Books: • Requirements - Agile PM Excellence - Agile • Prioritizing - CPM Intensive - Phenomenal • Road mapping • Pricing - Social Media Marketing - Excellent • Forecasting - 42 Rules • Metrics - Optimal Product • Beta Process • Marketing • End of Life PM Portal • Agile 7© 2011 280 GroupLLC.
  27. 27. 280 Group Clients© 2011 280 GroupLLC.
  28. 28. Go to www.280group.com in the “Resources” section.© 2011 280 Group 9LLC.
  29. 29. Optimal Product Management: Summary of Course Day One: Foundation Day Two: Product Management Overview Process and Product Life Day Three: Product Marketing Conceive Cycle Business Cases Forecasting Market Research Requirements Pricing Competitive Analysis Roadmaps Beta Program Market Strategy Launches Marketing End of life© 2011 280 GroupLLC. 10
  30. 30. © 2011 280 GroupLLC. 11
  31. 31. 2012 Autumn / Fall Courses – Switzerland, UK and Poland ACT FAST while seats last.. !! Enrollment on website (deadline is SEPTEMBER 5th): http://www.280group.com/training/public-training/ 15% early bird discount, on all courses, for webinar participants only: – Coupon code (15PERCENT2EU) – Must register by the deadline (i.e. no later than 5th September) For further details contact our partners - John Ronald (john@280group.com), for Switzerland and UK, or Monika Romaniuk (monika@280group.com) for Poland© 2011 280 GroupLLC.
  32. 32. Building Insanely Great Products How Product Management Can Break or Make your Company by David Fradin david@280group.com Copyright 2012, David Fradin and 280 Group LLC. All rights reserved. www.280group.com© 2011 280 GroupLLC. ©2012 David Fradin and 280 Group LLC 13
  33. 33. AgendaWhy do Products Fail 70% to 90% of the time?• What key factors must be present to build insanely great products?• What lessons can we learn from Proctor and Gamble, HP and Apple?• What is the role of Product Management and Product Marketing?• What are the foundations (process, people and information) a company must provide, to build insanely great products and services?
  34. 34. Product Failure Statistics Succeed • 30% fail because of a poor value proposition • 70% fail because of poor customer requirements Fail© 2011 280 GroupLLC. Introduction 15
  35. 35. Why Products FailUnderlined Failure Reasons are the Responsibility of Product Management Wrong Product Ineffective Marketing • Didn’t meet market needs • Poor marketing & PR • Not clear who the customer was • No clear value proposition • Wasn’t viable • Incorrect pricing • Not competitive • Wrong channel(s) • Costs too high • Product incongruent with brand • Need not urgent • Customer not willing to pay • Not enough customers Poor Execution Company Management • Technology used • Technology driven • Funding • Sales driven • Operations • Lack of effective teamwork or PM process • Sales • Downplaying competitor’s strengths • Underestimating time, budget, effort, etc. • Dysfunctional corporate culture • Solution didn’t solve the problem (Quality, • Rush to failure Technology, Usability) Failure rate can be cut in half with professional product management and product marketing© 2011 280 GroupLLC. 16
  36. 36. Agenda• Why do Products Fail 70% to 90% of the time?What key factors must be present to build insanely greatproducts?• What lessons can we learn from Proctor and Gamble, HP and Apple?• What is the role of Product Management and Product Marketing?• What are the foundations (process, people and information) a company must provide, to build insanely great products and services?
  37. 37. Building Insanely Great Products Product/Service: Problem/Features/Benefits/Advantages Positioning Competitive Research Market Segments Personas Customer: Pain Points, Wants/Needs: Market Research Product Life Cycle and Management Process People Information Organizational Structure Culture Values 18© David Fradin and 280 Group LLC. 2012 18 ©2011 280 Group David Fradin
  38. 38. Agenda• Why do Products Fail 70% to 90% of the time?• What key factors must be present to build insanely great products?What lessons can we learn from Proctor and Gamble, HP andApple?• What is the role of Product Management and Product Marketing?• What are the foundations (process, people and information) a company must provide, to build insanely great products and services?
  39. 39. The History of Product Management “Those who fail to learn from history are doomed to repeat it.” Sir Winston Churchill© David Fradin and 280 Group LLC. 2012 20
  40. 40. The Beginnings of Product Management • Brand management at Proctor & Gamble: Neil McElroy in 1931 – President, P&G – President, Harvard, Secretary of Defense – Stanford University Advisor© David Fradin and 280 Group LLC. 2012 21
  41. 41. McElroy’s Memo A product name that’s easy to pronounce, remember, recognize and know plus translates into other languages easily Distinguishes the product’s position relative to the competition Focus on the product vs. a business function like finance, HR, manufacturing, development, etc. Multi-divisional structure with decentralized decision making Not driven by the sales force requests for features but the product which matches into customer needs/wants is marketed to the sales force© David Fradin and 280 Group LLC. 2012 22
  42. 42. McElroy’s Memo (continued) Full responsibility for the product’s characteristics, customer testing, pricing, sales promotion, packaging and advertising but without the authority to require anybody to do anything Coordination with sales for execution of the marketing plan (essentially a promotions plan) Analyze sales, develop marketing plans and monitor using appropriate research methods with a team of market researchers and assistants Focused on fast-moving consumer goods with short shelf lives and need to sell in large quantities Be tactical and reactive, observe competitor and channel activity and sales and margin trends© David Fradin and 280 Group LLC. 2012 23
  43. 43. Management in the 1930s/40s • Sloan: General Motors – Auto Brands: Chevy, Buick, Pontiac, Oldsmobile, Cadillac – Defined Assets/Liabilities – Inventory is an Asset, People are a cost • Delayed the introduction of LEAN Manufacturing (the father of Agile) • Fred Terman: Stanford • David Packard: Hewlett-Packard – grew nearly 20% a year for 50 years without a loss – Until early ‘90s: Decentralized Decision Making – By 1996 about a dozen HP leaders had started new companies with employment numbering over 40,000© David Fradin and 280 Group LLC. 2012 24
  44. 44. Management in mid 20th Century • Organizational Structure – Line Management – Staff – Matrix Management: General Electric • Management: Planning, Organizing, Directing, Staffing, Control – Military: Management by Control (Centralized) – Management by Objectives (MBO)© David Fradin and 280 Group LLC. 2012 25
  45. 45. Product Manager and Product Marketing Manager Roles come from: Invented from scratch Hand me downs Strategic frameworks© David Fradin and 280 Group LLC. 2012 26
  46. 46. Product Life Cycle Process comes from Hand me downs Hardware Compartmentalization Heavy Weight© David Fradin and 280 Group LLC. 2012 27
  47. 47. Getting Along with Others 1. Think first of the other fellow. 8. Check first impressions. This is THE foundation — the first requisite — for getting along with others. And it We are especially prone to dislike some people on first sight because of some is the one truly difficult accomplishment you must make. Gaining this, the rest will vague resemblance (of which we are usually unaware) to someone else whom we be "a breeze." have had reason to dislike. Follow Abraham Lincoln’s famous self-instruction: "I do not like that man; therefore I shall get to know him better." 2. Build up the other person’s sense of importance. When we make the other person seem less important, we frustrate one of his 9. Take care with the little details. deepest urges. Allow him to feel equality or superiority, and we can easily get along Watch your smile, your tone of voice, how you use your eyes, the way you greet with him. people, the use of nicknames and remembering faces, names and dates. Little things add polish to your skill in dealing with people. Constantly, deliberately think of 3. Respect the other man’s personality rights. them until they become a natural part of your personality. Respect as something sacred the other fellow’s right to be different from you. No two personalities are ever molded by precisely the same forces. 10. Develop genuine interest in people. You cannot successfully apply the foregoing suggestions unless you have a sincere 4. Give sincere appreciation. desire to like, respect and be helpful to others. Conversely, you cannot build If we think someone has done a thing well, we should never hesitate to let him genuine interest in people until you have experienced the pleasure of working with know it. WARNING: This does not mean promiscuous use of obvious flattery. them in an atmosphere characterized by mutual liking and respect. Flattery with most intelligent people gets exactly the reaction it deserves — contempt for the egotistical "phony" who stoops to it. 11. Keep it up. That’s all — just keep it up! 5. Eliminate the negative. Criticism seldom does what its user intends, for it invariably causes resentment. The tiniest bit of disapproval can sometimes cause a resentment which will rankle — to your disadvantage — for years. 6. Avoid openly trying to reform people. Every man knows he is imperfect, but he doesn’t want someone else trying to correct his faults. If you want to improve a person, help him to embrace a higher working goal — a standard, an ideal — and he will do his own "making over" far more effectively than you can do it for him. 7. Try to understand the other person. How would you react to similar circumstances? When you begin to see the "whys" of him you can’t help but get along better with him.Source: David Packard’s Simple Rules of Getting Along© David Fradin and 280 Group LLC. 2012 28
  48. 48. The HP Way "...an egalitarian, decentralized system... The essence of the idea, radical at the time, was that employees brainpower was the companys most important resource.” Peter Burrows Business Week March 29, 2004© David Fradin and 280 Group LLC. 2012 29
  49. 49. The HP Way: • We have trust and respect for individuals • We focus on a high level of achievement and contribution • We conduct our business with uncompromising integrity • We achieve our common objectives through teamwork • We encourage flexibility and innovation© David Fradin and 280 Group LLC. 2012 30
  50. 50. HP’s Values -- the HP Way Drove: A framework of principals and harmony • Making a technical contribution • Doing products of value that meet customer needs at a high level of quality • Sales engineers were told to take the customer’s side • “Success depends in large part on giving the responsibility to the level where it can be exercised effectively, usually at the lowest possible level of the organization, the level nearest the customer” David Packard© David Fradin and 280 Group LLC. 2012 31
  51. 51. Impact of Wall Street • Short Term vs. Long Term Focus: The KPIs have changed • David Packard says: – Managers can increase profits by reducing new- product design and development, customer service, buildings/equipment – Must maintain balance between short term profits and investment for future strength and growth • Take Apple, for example© David Fradin and 280 Group LLC. 2012 32
  52. 52. 1978:Apple Values • Friendly products • Customer Service • Empathy for Customers • Aggressive • Innovation • Excellence • Good Management 33© David Fradin and 280 Group LLC. 2012 33
  53. 53. Learn from the Past Insanely Great Products come from Insanely Great Companies© David Fradin and 280 Group LLC. 2012 34
  54. 54. Process Must Support New Product Development© David Fradin and 280 Group LLC. 2012 35
  55. 55. Company Driven by: Market Wall Street: Greed and Fear Product Human Resources Marketing Operations Engineering Councils Technology Consensus Finance Labor Legal Community Government Ego/Spite Do the KPIs Match?© David Fradin and 280 Group LLC. 2012 36
  56. 56. Agenda• Why do Products Fail 70% to 90% of the time?• What key factors must be present to build insanely great products?• What lessons can we learn from Proctor and Gamble, HP and Apple?What is the role of Product Management and ProductMarketing?• What are the foundations (process, people and information) a company must provide, to build insanely great products and services?
  57. 57. Unique Position Central point of communication Sales Drive the vision & Press/Analysts Customers strategy Marketing Support Whole product PM Roadmap/require Engineering Channel ments Partners Operations Lead all groups Executives © David Fradin (david@280group.com) and 280 Group LLC. 2012 38
  58. 58. Roles and responsibilities Market Potential Director of Product Management Development, Operations, Support, Service Portfolio Planning Marketing, Sales, Service, Finance, other Strategic planning ● resource allocation ● PLC strategy ● pricing strategy ● competitive analysis (company & financial level) Measure: Revenue, margin and growth targets Product Management Product Marketing Inbound Outbound departments • Customer research and insights • Launch and marketing plans • Business case analysis • Features and benefits • Positioning • Messaging by market and role • Product Road mapping • Training • Market req. & prioritization • Sales tools • Whole product definition • Product Launch • Differentiation and desirability • Marketing program • Feature/cost/schedule tradeoffs • Success stories • Develop product req. w/ eng. & UX • Market analysis • Competitive analysis (product and • Competitive analysis (price, market position) promotion, and place) • Beta programs Measure: Business case realization Measure: Marketing plan realization Customers, segments, and market problems 39© David Fradin (david@280group.com) and 280 Group LLC. 2012
  59. 59. Individual Contributor Product Manager Business Case Development and perhaps realization – Market Expert and Voice of the Customer – Feature, schedule and cost tradeoffs – Return on Investment/Profit and Loss Analysis Insures the product is valuable and differentiated Owns the “whole product” (core, benefits, augmented) definition Works strategically as the product visionary including the product roadmap Manages the product lifecycle (Tasks listed below) Bridges engineering and the market place Manages business ecosystem members Manages the product portfolio Pricing Scope: Geographic/Market© David Fradin (david@280group.com) and 280 Group LLC. 2012 40
  60. 60. Manager of Product Mangers Market Plan Strategy – Target Market – Value Proposition – Positioning Portfolio Planning Resource allocation Product Life Cycle strategy Pricing Strategy Competitive analysis at the company and financial level Coordinates Market Research and Competitive Research needed by the product managers Process Development and Optimization Success will be determined by moving the product through the product life cycle and realizing the business case© David Fradin (david@280group.com) and 280 Group LLC. 2012 41
  61. 61. Product Management: Responsibilities by Stage of Product Life Cycle Conceive and market position) Opportunity analysis Write Problem/Feature/Advantage/Be Customer research, Market nefit Research Positioning, Product Road Competitive & Market Analysis mapping Plan Develop Business Case Working With Engineering Whole product definition Teams Differentiation and desirability Prioritizing Features Market Requirements Feature, Schedule, Cost Tradeoffs and stakeholder Product Requirements and feedback if Agile Feature/cost/schedule/prioritiza tion tradeoffs with engineering Qualify and user experience Run Beta Programs Competitive analysis (product Obtain customer testimonial© David Fradin (david@280group.com) and 280 Group LLC. 2012 42
  62. 62. Product Marketing Management: Responsibilities by Stage of Product Life Cycle Marketing Press and analyst relations Marketing Plans overtime Launch Marketing Objectives Launch plan Target Markets Product announcement Branding Related events and activities Messaging: Internal, channel and End of Life customer End of life plan Collateral and Sales tools development Announcement Off-line/on-line and Social Media, as Related events and activities needed, and mix for on-going marketing Conferences, trade shows and events Budget Pricing Forecasting© David Fradin (david@280group.com) and 280 Group LLC. 2012 43
  63. 63. PM and PMM Task Flow© David Fradin (david@280group.com) and 280 Group LLC. 2012 44
  64. 64. Agenda• Why do Products Fail 70% to 90% of the time?• What key factors must be present to build insanely great products?• What lessons can we learn from Proctor and Gamble, HP and Apple?• What is the role of Product Management and Product Marketing?What are the foundations (process, people and information) acompany must provide, to build insanely great products andservices?
  65. 65. Seven Phase LifeCycle™ Phase: Stage in the product lifecycle Gate: Critical decision point ending a phase, and starting the next Product LifeCycle: phases from conceive to retire One Phase Gate Conceive Plan Develop Qualify Launch Market Retire © David Fradin (david@280group.com) and 280 Group LLC. 2012 46Source: AIPMM
  66. 66. Worldwide Standard Foundation Association of International Product Management & Marketing (AIPMM)© David Fradin (david@280group.com) and 280 Group LLC. 2012
  67. 67. © David Fradin (david@280group.com) and 280 Group LLC. 2012 48
  68. 68. Question? What is the best thing about your company? I AM! What is the worst thing about my company? I AM! 49© David Fradin and 280 Group LLC. 2012 49 ©2011 280 Group David Fradin
  69. 69. Key Manager Questions: “How can I help each of my product managers perform to their full potential?” “What are the collective strengths and weaknesses of my team?” “How can I elevate the performance of the entire team?”© David Fradin and 280 Group LLC. 2012 50
  70. 70. Product Management Areas of Mastery Leadership and influence Customer insight Market knowledge Product strategy and business case Product Management process Product knowledge© David Fradin and 280 Group LLC. 2012 51
  71. 71. People Development Plan Elements Attitude (e.g. work with mentor and make team aware of desired change) Activities (e.g. identify customers to visit) Knowledge (e.g., attend trade events) Hard skills (Optimal Product Management) Soft skills (productivity, working with sales, engineering, mediation, negotiation)© David Fradin and 280 Group LLC. 2012 52
  72. 72. Product Management LifeCycle Toolkit™ Nine core documents No duplication Every critical decision/analysis point covered High productivity Course foundation Continuous improvement© David Fradin (david@280group.com) and 280 Group LLC. 2012
  73. 73. Building Insanely Great Products • Based on – Vision, Values, Culture, Structure, Process – Based on Customer Want/Needs: Market Driven • Product/Service at a price that is delightful© David Fradin and 280 Group LLC. 2012 54
  74. 74. Drawing! Product Management LifeCycle Toolkit™ One copy of each book • Plus a copy of Seven Phase Product LifeCycle Book for everybody! • Optimal Product Process book for download: www.tinyurl.com/freeoppbook • Slides available at www.280group.com/building.pdf© David Fradin and 280 Group LLC. 2012 55

×