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Under 40 Product Management
Product Management for Emerging
Technology firms
January 20, 2010
By Ken List, Sr. Product Man...
Objectives
• Soup-to-nuts understanding:
Formal Product Management
• Top three PM activities
• Options to a full-time Prod...
Product
Development & Services
solve the problem
Promotion
Marketing Communications
communicates the solution
Place
Sales ...
President
of the
Product
The Product
Manger:
Product Manager Job Description
• Managing the entire product line life cycle from strategic
planning to tactical activiti...
MARKET STRATEGY BUSINESS PLANNING PROGRAMS READINESS SUPPORT
Sales
Process
Sales
Process
CollateralCollateral
Sales
Tools
...
Competitive
Landscape
Competitive
Landscape
Product
Roadmap
Product
Roadmap InnovationInnovation Requiremen
ts
Requiremen
...
Competitive
Landscape
Competitive
Landscape
Product
Roadmap
Product
Roadmap InnovationInnovation Requiremen
ts
Requiremen
...
The Product Manager’s
Top 3 Activities
• Voice of the Customer
• The Product Roadmap
• New Releases / New Products
The 20 Commandments
1. Your opinion, although interesting, is irrelevant.
2. The answer to most of your questions in not i...
The 20 Commandments
10.Every “product” needs product management
and a business plan.
11.In the absence of market facts, he...
The 20 Commandments
13.Be able to articulate your distinctive competence.
14.Find market segments that value your distinct...
The 20 Commandments
18.Align your distribution strategy with personas
and their problems.
19.Product management owns the m...
The Product Roadmap
• Goals for upcoming releases
• Tentative, not a promise
• Often divided into releases and themes
– Ne...
External roadmap example
FY10 FY11 FY12
Technology
Application
…
* This document contains forward–looking statements based...
Maintainability
•Quis nostrud
•Exerci tation
•Ullamcorper
Data Synchronization
•Magna aliquam
•Erat volputate
•Ut wisi eni...
The Product Roadmap
• Discipline required
in order to
• Avoid Scope-creep
so that you can
• Meet targeted release date
Pro...
Gate Review
A “need to have” not a “nice to have”
Development Professional
Services
Customer
Support
Marketing Sales
RC Re...
In Closing
• Product Management is a strategic activity
• High doses of process and project management
• Formal position i...
When is the right time to add a
Product Manager?
• Proactively instead of Reactively
• When poised for growth
• Once you a...
In the meantime…
• Training seminars
( www.pragmaticmarketing.com)
• Part-time Product Manager
• Product Management Consul...
Questions and comments.
Ken List, Sr. Product Manager
630.329.5487
kenlist@kenlist.net
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Product Management for Second-Stage Technology firms

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Presentation given to the CEO Roundtable at the Illinois Technology Association.

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Product Management for Second-Stage Technology firms

  1. 1. Under 40 Product Management Product Management for Emerging Technology firms January 20, 2010 By Ken List, Sr. Product Manager
  2. 2. Objectives • Soup-to-nuts understanding: Formal Product Management • Top three PM activities • Options to a full-time Product Manager
  3. 3. Product Development & Services solve the problem Promotion Marketing Communications communicates the solution Place Sales Channel sells it profitably Price Sales or Marketing sets the value Product Management finds and quantifies the problem The 4 5 P’s
  4. 4. President of the Product The Product Manger:
  5. 5. Product Manager Job Description • Managing the entire product line life cycle from strategic planning to tactical activities • Specifying market requirements for current and future products by conducting market research supported by on- going visits to customers and non-customers. • Driving a solution set across development teams (primarily Development/Engineering, and Marketing Communications) through market requirements, customer stories, and positioning. • Developing and implementing a company-wide go-to- market plan, working with all departments to execute. • Analyzing potential partner relationships for the product.
  6. 6. MARKET STRATEGY BUSINESS PLANNING PROGRAMS READINESS SUPPORT Sales Process Sales Process CollateralCollateral Sales Tools Sales Tools Channel Training Channel Training Presentatio ns & Demos Presentatio ns & Demos “Special” Calls “Special” Calls Event Support Event Support Channel Support Channel Support Competitive Landscape Competitive Landscape Technology Assessment Technology Assessment Distinctive Competence Distinctive Competence Win/Loss Analysis Win/Loss Analysis Market Problems Market Problems Product Roadmap Product Roadmap Product Portfolio Product Portfolio Distribution Strategy Distribution Strategy Market Definition Market Definition InnovationInnovation Product Profitability Product Profitability Buy, Build or Partner Buy, Build or Partner PricingPricing Business Plan Business Plan Requiremen ts Requiremen ts Use Scenarios Use Scenarios Status Dashboard Status Dashboard User Personas User Personas Buyer Personas Buyer Personas Buying Process Buying Process PositioningPositioning Launch Plan Launch Plan Thought Leadership Thought Leadership Lead Generation Lead Generation Referrals & References Referrals & References Program Effectivenes s Program Effectivenes s Customer Retention Customer Retention Customer Acquisition Customer Acquisition Marketing Plan Marketing Plan © Pragmatic Marketing Inc. Fingers in a lot of places!
  7. 7. Competitive Landscape Competitive Landscape Product Roadmap Product Roadmap InnovationInnovation Requiremen ts Requiremen ts Launch Plan Launch Plan Sales Process Sales Process Presentatio ns & Demos Presentatio ns & Demos MARKET STRATEGY BUSINESS PLANNING PROGRAMS READINESS SUPPORT Technology Assessment Technology Assessment Use Scenarios Use Scenarios Thought Leadership Thought Leadership CollateralCollateral “Special” Calls “Special” Calls Status Dashboard Status Dashboard Lead Generation Lead Generation Sales Tools Sales Tools Event Support Event Support Referrals & References Referrals & References Channel Training Channel Training Channel Support Channel Support Distinctive Competence Distinctive Competence Product Portfolio Product Portfolio Product Profitability Product Profitability User Personas User Personas Program Effectivenes s Program Effectivenes s Win/Loss Analysis Win/Loss Analysis Distribution Strategy Distribution Strategy Buy, Build or Partner Buy, Build or Partner Buyer Personas Buyer Personas Customer Retention Customer Retention Market Problems Market Problems Market Definition Market Definition PricingPricing Buying Process Buying Process Customer Acquisition Customer Acquisition Business Plan Business Plan PositioningPositioning Marketing Plan Marketing Plan Less Technical More Technical Strategic Tactical © Pragmatic Marketing Inc.
  8. 8. Competitive Landscape Competitive Landscape Product Roadmap Product Roadmap InnovationInnovation Requiremen ts Requiremen ts Launch Plan Launch Plan Sales Process Sales Process Presentatio ns & Demos Presentatio ns & Demos MARKET STRATEGY BUSINESS PLANNING PROGRAMS READINESS SUPPORT Technology Assessment Technology Assessment Use Scenarios Use Scenarios Thought Leadership Thought Leadership CollateralCollateral “Special” Calls “Special” Calls Status Dashboard Status Dashboard Lead Generation Lead Generation Sales Tools Sales Tools Event Support Event Support Referrals & References Referrals & References Channel Training Channel Training Channel Support Channel Support Distinctive Competence Distinctive Competence Product Portfolio Product Portfolio Product Profitability Product Profitability User Personas User Personas Program Effectivenes s Program Effectivenes s Win/Loss Analysis Win/Loss Analysis Distribution Strategy Distribution Strategy Buy, Build or Partner Buy, Build or Partner Buyer Personas Buyer Personas Customer Retention Customer Retention Market Problems Market Problems Market Definition Market Definition PricingPricing Buying Process Buying Process Customer Acquisition Customer Acquisition Business Plan Business Plan PositioningPositioning Marketing Plan Marketing Plan Marketing Technical Strategy © Pragmatic Marketing Inc.
  9. 9. The Product Manager’s Top 3 Activities • Voice of the Customer • The Product Roadmap • New Releases / New Products
  10. 10. The 20 Commandments 1. Your opinion, although interesting, is irrelevant. 2. The answer to most of your questions in not in the building. 3. The building is full of product experts. Your company needs market experts. 4. An outside-in approach increases the likelihood of product success. 5. Market problems determine what goes into the product. 6. Only build solutions for problems that are urgent, pervasive and the market will pay to solve. Voice of the Customer
  11. 11. The 20 Commandments 10.Every “product” needs product management and a business plan. 11.In the absence of market facts, he who builds the product wins. 12.If product management doesn’t do its job, the other departments will fill the void. Voice of the Customer
  12. 12. The 20 Commandments 13.Be able to articulate your distinctive competence. 14.Find market segments that value your distinctive competence. 15.Map your sales process to the buying process. 16.Product Management should help sales channels, not individual salespeople. 17.Don’t expect your sales channel to conduct win/loss analysis. Voice of the Customer
  13. 13. The 20 Commandments 18.Align your distribution strategy with personas and their problems. 19.Product management owns the message; marketing communications owns the rest. 20.Time spent on the strategic reduces time wasted on the tactical. Voice of the Customer © Pragmatic Marketing Inc.
  14. 14. The Product Roadmap • Goals for upcoming releases • Tentative, not a promise • Often divided into releases and themes – New features – 3rd party component support – Bug fixes – User experience vs backend technology • Based upon the Product Backlog Product Roadmap
  15. 15. External roadmap example FY10 FY11 FY12 Technology Application … * This document contains forward–looking statements based on current expectations, forecasts and assumptions of the Company that involve risks and uncertainties. Forward looking statements are subject to risks and uncertainties associated with the Company's business that could cause actual results to vary materially from those stated or implied by such forward-looking statements. Linux Support mySQL Support Exchange 2010 Chrome 64-bit PCIe support Speech Shopping Cart Link to Salesforce.com Product Roadmap © Pragmatic Marketing Inc.
  16. 16. Maintainability •Quis nostrud •Exerci tation •Ullamcorper Data Synchronization •Magna aliquam •Erat volputate •Ut wisi enim ad minim •Veniam Third-party Updates •Sed diam nonummy •Nibh eusmod •Tincidunt •Laoreet •Dolore Example external roadmap: Themes Operational Simplicity •Lorem ipsum •Dolor sit amet •Consectetuer •Adipiscing elit Q2-07 1H-08 Q4-07 2H-08 * This document contains forward–looking statements based on current expectations, forecasts and assumptions of the Company that involve risks and uncertainties. Forward looking statements are subject to risks and uncertainties associated with the Company's business that could cause actual results to vary materially from those stated or implied by such forward-looking statements. Product Roadmap © Pragmatic Marketing Inc.
  17. 17. The Product Roadmap • Discipline required in order to • Avoid Scope-creep so that you can • Meet targeted release date Product Roadmap
  18. 18. Gate Review A “need to have” not a “nice to have” Development Professional Services Customer Support Marketing Sales RC Ready Test Systems Test Systems Collateral updates Sales Training QA Testing Knowledge Transfer Knowledge Transfer Website Updates Channel Training Alpha/Beta program Training Course Updated SW download site updated E-mail notifications FAQs & sales support docs Documentation Press Release Demo systems GA Release Newsletter International Min. Hardware Busn. Processes Software Escrow New Releases/Products
  19. 19. In Closing • Product Management is a strategic activity • High doses of process and project management • Formal position in larger companies • Methodologies can be used in smaller firms • Adaptable for consulting and service firms
  20. 20. When is the right time to add a Product Manager? • Proactively instead of Reactively • When poised for growth • Once you add the role, LET GO, and let the person do their job. CEOs: It’s OK to let go.
  21. 21. In the meantime… • Training seminars ( www.pragmaticmarketing.com) • Part-time Product Manager • Product Management Consultant Mission / Vision Customer knowledgebase Go-to-Market Strategy Sales knowledgebase Business Case Customer survey program Gap Analysis / SWOT Profile Enhancement database Product Roadmap E-mail campaign program Gate Review process Sales Tools
  22. 22. Questions and comments. Ken List, Sr. Product Manager 630.329.5487 kenlist@kenlist.net

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