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Larry Concannon
   Volleyball as a metaphor for product
    marketing/product management
   Lessons learned from 20 years in software
    product management/product marketing
   Larry Concannon
    ◦ Spike Product Marketing
    ◦ 170 Systems (Kofax), Workscape (ADP), Kronos,
      Allaire (Macromedia), Aimtech (SumTotal)
    ◦ Northeastern Engineering, Harvard MBA
   Dig                   Set                 Spike
    ◦   Programmers        ◦ Prod. Mgmt         ◦   Sales
    ◦   QA                 ◦ Prod. Mktg.        ◦   Bus dev
    ◦   Doc                ◦ Marcom, PR,        ◦   Partners
    ◦   Tech Support         programs           ◦   Execs
    ◦   Services                                     ◦ Press
    ◦   Training                                     ◦ Analysts



                   Greek               Norwegian
Strong

                  Potential                 Winning
                (acquisition)


Product
 (Dig)


                                            Stumbling
                Colossal Fail                 along
     Weak


              Weak                                Strong
                                Marketing
                                  (Set)
   Non-balance leads to problems
   If Sales rules
    ◦ Chasing deals, develop what last customer wanted,
      job shop, not a sustainable business…
   If Marketing rules
    ◦ Awareness, pr, adv, parties, leads, etc... Revenue
      will not meet expectations…
   If Development rules
    ◦ Develop “cool” products, products miss the market,
      market too small..
   Dig                   Set
                             ◦   Programmers        ◦ Prod. Mgmt
                             ◦   QA                 ◦ Prod. Mktg.
                             ◦   Doc                ◦ Marcom, PR,
                             ◦   Tech Support         programs
   PRD/MRD/Spec             ◦   Services
                             ◦   Training
   Product roadmap
   Build/buy decisions
   Team meetings
   Volunteer: test, read doc, etc.
   Milestone rewards
   Feedback
   Protect from distractions
 Set                 Spike
   Sales meetings           ◦ Prod. Mgmt
                                             
                                                 ◦   Sales
   Sale training (record)   ◦ Prod. Mktg.       ◦   Bus dev
                             ◦ Marcom, PR,       ◦   Partners
   Sales tools in use         programs          ◦   Execs
                                                       ◦ Press
   Sales engineers                                    ◦ Analysts
   Online meetings/demos
   On site meetings
   Push info to Sales
   Contests
   Syndicate success
   Sales is obsessed with competitors
   Analyst and the press want to put your
    company in a box with other competitors
   VCs: “no competitor, no market”
   Challenge the need for a feature if the only
    reason is that competitor X has it
   Focus on what the prospective customers
    need (known and unknown)
   Competitive battlecard to hit the highlights
   Win/loss analysis is key
   In market research, the question can skew the
    results
   Ex. Phillips and remote controls
   Ex. HR management software and monopoly
   Prospects have pre-existing buying criteria
    ◦ Ex. 4WD vs. AWD
   Your installed base has using criteria
    ◦ Do not rely just on existing customers for research
   Validate buying criteria
   Educate customer on using criteria
    ◦ Ex. Sears vacuum
   Ex. Allaire
    ◦ Product discussion forums (open to public)
    ◦ Beta forums (any user)
    ◦ 1997
   Ex. Planet PTC
   Overall executive level advisory board
    ◦ Kronos’ Marquis,170 Systems’ Catalyst…
    ◦ Give: discounts on products, services….
    ◦ Get: input, advocacy (PR, case study, webinar,
      conference, etc.)
   Product/market specific customer advisory
    board
   Sales reps sell for you and to you
   Sales’ input should not drive roadmap
   Ex: Aimtech vs. Macromedia (mid-1990s)
    ◦   Multimedia authoring tools ($3500 to $5000/user)
    ◦   CBT, kiosks, CDROMs
    ◦   Macromedia: Mac; added Windows
    ◦   Aimtech: Windows; needed to add Mac
    ◦   Dilemma: limited dev resources
         Strategic: add Mac
         Tactical: add Unix (Sun, HP, DEC, SGI…)
    ◦ Result: Chased the $$$, believed Unix vendors, failed
   Dev discounts value if feature is easy to create
   Dev overstates value of labor intensive work
   Ex. Allaire HomeSite and WYSIWYG
   Ex. 170 Systems and SAP
   “Table Stakes”
   Corporate Visions’ “Power Position”
    ◦ Valued by the customer
    ◦ Differentiate somehow
      Only your solution has it
      Proof that your solution is superior.
   Map product features to the user
    ◦ “What’s in it for me?”
    ◦ Knowledge is power
   Execs want actionable information
    ◦ BI, analytics, reports, dashboards, scorecards
   Ex. 170 Systems AP automation software
    ◦ Business Process Automation (workflow)
    ◦ Execs: Business Process Performance Management
      “Advisor”: overview of invoices, $$$, and people
   Ex. HiSoftware compliance management
    ◦ Compliance with Section 508, HIPAA, other regulations
      “Insight”: overview of people and groups compliance perf.
   Fast: update a spreadsheet
   Powerful: changes target markets, perception
   Dangerous: revenue, margins, profits
   Ex. Aimtech IconAuthor
    ◦ $4995/user vs. Macromedia’s $3,500/user
    ◦ “IconAuthor Select” at $995
    ◦ Disaster: limited market size + experimental cust.
   Ex. Allaire ColdFusion app server
    ◦ $1,295 vs. free .ASP and expensive J2EE
    ◦ “CF Pro” at $995; “CF Enterprise” at $3495/server
    ◦ Expected 75%/25% mix; got 25%/75% mix; revenue soared
   Software
    ◦ Your software (the product)
    ◦ Other software required
    ◦ Complementary software available
   Hardware required
   Services
    ◦ Implementation, training and tech support
    ◦ Hosting
    ◦ SAAS
   Expertise
    ◦ Domain experience: product, people
You                                 Prospect
- Solution                       - Increase revenue
                                  - Decrease costs
                                    - Mitigate risk


    How far is it from your solution to the prospect’s
     core goals?
    How convoluted is the path? How easy is it to
     understand?
    Apply the “so what” test and drive positioning
     and messaging to business value.
   Q&A?
   Other lessons learned?

   Larry Concannon
    ◦ www.linkedin.com/in/larryconcannon
    ◦ larryconcannon@hotmail.com

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Dig, Set, Spike: What Volleyball Teaches us about Product Managment/Product Marketing - Larry Concannon at ProductCamp Boston

  • 2. Volleyball as a metaphor for product marketing/product management  Lessons learned from 20 years in software product management/product marketing  Larry Concannon ◦ Spike Product Marketing ◦ 170 Systems (Kofax), Workscape (ADP), Kronos, Allaire (Macromedia), Aimtech (SumTotal) ◦ Northeastern Engineering, Harvard MBA
  • 3. Dig  Set  Spike ◦ Programmers ◦ Prod. Mgmt ◦ Sales ◦ QA ◦ Prod. Mktg. ◦ Bus dev ◦ Doc ◦ Marcom, PR, ◦ Partners ◦ Tech Support programs ◦ Execs ◦ Services ◦ Press ◦ Training ◦ Analysts Greek Norwegian
  • 4. Strong Potential Winning (acquisition) Product (Dig) Stumbling Colossal Fail along Weak Weak Strong Marketing (Set)
  • 5. Non-balance leads to problems  If Sales rules ◦ Chasing deals, develop what last customer wanted, job shop, not a sustainable business…  If Marketing rules ◦ Awareness, pr, adv, parties, leads, etc... Revenue will not meet expectations…  If Development rules ◦ Develop “cool” products, products miss the market, market too small..
  • 6. Dig  Set ◦ Programmers ◦ Prod. Mgmt ◦ QA ◦ Prod. Mktg. ◦ Doc ◦ Marcom, PR, ◦ Tech Support programs  PRD/MRD/Spec ◦ Services ◦ Training  Product roadmap  Build/buy decisions  Team meetings  Volunteer: test, read doc, etc.  Milestone rewards  Feedback  Protect from distractions
  • 7.  Set Spike  Sales meetings ◦ Prod. Mgmt  ◦ Sales  Sale training (record) ◦ Prod. Mktg. ◦ Bus dev ◦ Marcom, PR, ◦ Partners  Sales tools in use programs ◦ Execs ◦ Press  Sales engineers ◦ Analysts  Online meetings/demos  On site meetings  Push info to Sales  Contests  Syndicate success
  • 8. Sales is obsessed with competitors  Analyst and the press want to put your company in a box with other competitors  VCs: “no competitor, no market”  Challenge the need for a feature if the only reason is that competitor X has it  Focus on what the prospective customers need (known and unknown)  Competitive battlecard to hit the highlights  Win/loss analysis is key
  • 9. In market research, the question can skew the results  Ex. Phillips and remote controls  Ex. HR management software and monopoly
  • 10. Prospects have pre-existing buying criteria ◦ Ex. 4WD vs. AWD  Your installed base has using criteria ◦ Do not rely just on existing customers for research  Validate buying criteria  Educate customer on using criteria ◦ Ex. Sears vacuum
  • 11. Ex. Allaire ◦ Product discussion forums (open to public) ◦ Beta forums (any user) ◦ 1997  Ex. Planet PTC  Overall executive level advisory board ◦ Kronos’ Marquis,170 Systems’ Catalyst… ◦ Give: discounts on products, services…. ◦ Get: input, advocacy (PR, case study, webinar, conference, etc.)  Product/market specific customer advisory board
  • 12. Sales reps sell for you and to you  Sales’ input should not drive roadmap  Ex: Aimtech vs. Macromedia (mid-1990s) ◦ Multimedia authoring tools ($3500 to $5000/user) ◦ CBT, kiosks, CDROMs ◦ Macromedia: Mac; added Windows ◦ Aimtech: Windows; needed to add Mac ◦ Dilemma: limited dev resources  Strategic: add Mac  Tactical: add Unix (Sun, HP, DEC, SGI…) ◦ Result: Chased the $$$, believed Unix vendors, failed
  • 13. Dev discounts value if feature is easy to create  Dev overstates value of labor intensive work  Ex. Allaire HomeSite and WYSIWYG  Ex. 170 Systems and SAP  “Table Stakes”  Corporate Visions’ “Power Position” ◦ Valued by the customer ◦ Differentiate somehow  Only your solution has it  Proof that your solution is superior.
  • 14. Map product features to the user ◦ “What’s in it for me?” ◦ Knowledge is power  Execs want actionable information ◦ BI, analytics, reports, dashboards, scorecards  Ex. 170 Systems AP automation software ◦ Business Process Automation (workflow) ◦ Execs: Business Process Performance Management  “Advisor”: overview of invoices, $$$, and people  Ex. HiSoftware compliance management ◦ Compliance with Section 508, HIPAA, other regulations  “Insight”: overview of people and groups compliance perf.
  • 15. Fast: update a spreadsheet  Powerful: changes target markets, perception  Dangerous: revenue, margins, profits  Ex. Aimtech IconAuthor ◦ $4995/user vs. Macromedia’s $3,500/user ◦ “IconAuthor Select” at $995 ◦ Disaster: limited market size + experimental cust.  Ex. Allaire ColdFusion app server ◦ $1,295 vs. free .ASP and expensive J2EE ◦ “CF Pro” at $995; “CF Enterprise” at $3495/server ◦ Expected 75%/25% mix; got 25%/75% mix; revenue soared
  • 16. Software ◦ Your software (the product) ◦ Other software required ◦ Complementary software available  Hardware required  Services ◦ Implementation, training and tech support ◦ Hosting ◦ SAAS  Expertise ◦ Domain experience: product, people
  • 17. You Prospect - Solution - Increase revenue - Decrease costs - Mitigate risk  How far is it from your solution to the prospect’s core goals?  How convoluted is the path? How easy is it to understand?  Apply the “so what” test and drive positioning and messaging to business value.
  • 18. Q&A?  Other lessons learned?  Larry Concannon ◦ www.linkedin.com/in/larryconcannon ◦ larryconcannon@hotmail.com