From my Feb 2014 class time in Dublin Institute of Technology's product management certificate program: a module on quantifying customer value (esp B2B) and how to price software/technology solutions. In-class exercises removed.
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Software executives and software product managers focus first on putting the right products into their portfolios - since the primary drivers of market success are identifying the right markets, segments and customer problems to solve. Deciding what products to build, and their relative priority, is a top-down strategic process supported by metrics-driven engineering and program management
"Where Does (Should) Strategy Live in Your Company?" from SDForum Marketing SIG, 4/12/10. Tackles key cross-functional inputs for a strategy, who needs to participate, and where (in a start-up or small company) this should be located/managed from. Highlights product management as typically missing in small Silicon Valley companies.
Agile@Cork: Silicon Valley View of Product Owner/Manager ChallengesRich Mironov
A talk for Agile@Cork (Ireland) on Silicon Valley's focus on scalable software companies; a sometimes narrow definition of product owner roles; and how software company product folks need to think deeply about market segments rather than individual customers or users.
The Agile Product Manager/Owner Dilemma (ProdCampNYC)Rich Mironov
As product managers grapple with Agile and scrum's product owner, how do we define roles, decide waht needs to be done, think broadly about go-to-market instead of narrowly about software creation, and map out a job that mortals could succeeed at?
(This was presented at Product Camp NYC in July '09.)
Three Product Challenges for Early-Stage EntrepreneursRich Mironov
15July2010 talk on "Product Challenges for Pre-Revenue Entrepreneurs" with three things very early-stage tech companies must do: Seriously listening to their markets; construct customer-side ROIs; do whole-product thinking. Hosted by 'Agile Entrepreneurs'
Agile ProDUCT Management Essentials for ProJECT and ProGRAM ManagersRich Mironov
This September webinar for PMI’s Agile Community of Practice laid out the basics of tech product management, how it maps against project/program management, and how agile shifts these (traditional) roles.
Informal discussion about #prodmgmt role, challenges, overlap with product owner & project manager, promotional cycle, and getting into prodmgmt. Hosted by ProdmgmtTalk and Atlassian
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Software executives and software product managers focus first on putting the right products into their portfolios - since the primary drivers of market success are identifying the right markets, segments and customer problems to solve. Deciding what products to build, and their relative priority, is a top-down strategic process supported by metrics-driven engineering and program management
"Where Does (Should) Strategy Live in Your Company?" from SDForum Marketing SIG, 4/12/10. Tackles key cross-functional inputs for a strategy, who needs to participate, and where (in a start-up or small company) this should be located/managed from. Highlights product management as typically missing in small Silicon Valley companies.
Agile@Cork: Silicon Valley View of Product Owner/Manager ChallengesRich Mironov
A talk for Agile@Cork (Ireland) on Silicon Valley's focus on scalable software companies; a sometimes narrow definition of product owner roles; and how software company product folks need to think deeply about market segments rather than individual customers or users.
The Agile Product Manager/Owner Dilemma (ProdCampNYC)Rich Mironov
As product managers grapple with Agile and scrum's product owner, how do we define roles, decide waht needs to be done, think broadly about go-to-market instead of narrowly about software creation, and map out a job that mortals could succeeed at?
(This was presented at Product Camp NYC in July '09.)
Three Product Challenges for Early-Stage EntrepreneursRich Mironov
15July2010 talk on "Product Challenges for Pre-Revenue Entrepreneurs" with three things very early-stage tech companies must do: Seriously listening to their markets; construct customer-side ROIs; do whole-product thinking. Hosted by 'Agile Entrepreneurs'
Agile ProDUCT Management Essentials for ProJECT and ProGRAM ManagersRich Mironov
This September webinar for PMI’s Agile Community of Practice laid out the basics of tech product management, how it maps against project/program management, and how agile shifts these (traditional) roles.
Informal discussion about #prodmgmt role, challenges, overlap with product owner & project manager, promotional cycle, and getting into prodmgmt. Hosted by ProdmgmtTalk and Atlassian
Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting
What Your Roadmap Audiences Are Really ThinkingRich Mironov
Your different audiences have different (often opposing) goals and incentives, which means they probably want different product decisions and therefore different roadmaps. You need to understand and anticipate their agendas. What is your sales team thinking while you talk about next quarter? What questions are your marketers too polite to ask? And the questions you wish your executives wouldn't ask?
Product Management Is Not Optional (EL-SIG/SVForum)Rich Mironov
Intended primarily for an audience of engineering leaders and development managers, with this agenda:
- Product management is about doing the right things. Engineering is about doing things right.
- Prioritization is political and strategic as well as algorithmic
- Symptoms of weak product management and how Engineering can help
This was a talk for SVForm's Engineering Leadership SIG on 21 Aug 2014.
Making Hard (Strategic) Decisions about Products and PortfoliosRich Mironov
Software executives and software product managers should focus first on putting the right products into their portfolios -- since the primary drivers of market success are identifying the right markets, segments and customer problems to solve.
(For Product Tank San Francisco)
Product Management Basics (for SCU MBA program)Rich Mironov
For Prof. Kumar Sarangee's MBA class at Santa Clara/Leavey. Basics of tech product management: role, pricing, roadmapping, and "how it is in the real world." Energetic class participation
In this August 2014 talk for SVPMA, I parse out how product managers add value -- and intersect this with Lean and Agile. Takeaway: we should use the best tools/methods for the right problems (e.g. Lean for customer validation) but we still need product managers at non-startups to drive whole products and organizational alignment.
Talk at Cork IE monthly technology cluster meeting. Focusing on skills rather than titles, how do we avoid product manager/owner failure modes for commercial software?
How Agile Changes (and Doesn't) Product ManagementRich Mironov
Many software development organizations are moving to agile methodologies, but product managers are late to understand how this changes their role within the engineering organization. At the same time, “by the book” agilists tend to misunderstand (or forget about) product management with disastrous results.
This session will recap the essentials of tech product management, loosely define agile, and identify the primary failure modes of companies lacking agile PMs. How should we organize, train and collaborate for success?
Why You’ll Eventually Need A Product Manager At Your StartupRich Mironov
Very early stage startups (pre-revenue, 10 people or less) don’t have dedicated product managers / product owners. But once they get to 30 people or have a few big-revenue customers, lack of product management can be disastrous. This talk maps out the challenge of growth and when/how product management becomes essential.
Why Silicon Valley Continues to Innovate and Rock the WorldRich Mironov
This is a slightly overblown view of Silicon Valley’s network effects and tech culture for Tolpagorni's 2014 Market Insights Conference. Goal: drive discussion about what can be borrowed to other tech centers like Stockholm, and what resources/attitudes are harder to copy.
Product Management Basics for Project ManagersRich Mironov
ProDUCT management is often a murky role: poorly understood and inconsistently practiced across tech companies – and often confused with proGRAM and proJECT management. Yet done well, product management is a driver of market success and effective development. Agile teams building commercial software have additional role confusion between product owners and sometimes-agile product managers. This PMI webinar outlined product management basics, contrasted them with project/program management, and matched this to scrum-defined product ownership.
PMI-SV: ProDUCT Mgmt Basics for ProJECT MgrsRich Mironov
Basics of proDUCT management, presented to PMI-SV for proJECT and proGRAM managers. How are these the same? different? #prodmgmt is responsible for commercial success, while project mgmt marshalls resources and schedules and staff
Good, Better Bet Product Management (Seattle Product Camp keynote)Rich Mironov
Talk for Seattle Product Camp (25 Oct 14) on minimally viable product management (just enough to avoid hindering product flow) up through great product managers/leaders/thinkers
“Getting Promoted” at SV Product Camp 2013Rich Mironov
At Product Camp Silicon Valley 2013, We had an energetic (semi-structured) discussion about what individual contributor Product Managers do, how this is different from Director-level and VP Product roles, and ways to address various real-world (political) issues
Covid19's Impact On Your Product StrategyRich Mironov
Hosted by Synerzip, this webinar focused on how crises may shift short- and long-term product strategy, anchored by business realities and product/development team needs.
AgileCamp Dallas: Unpacking Business Value (Mironov)Rich Mironov
From the development side, we often think of Business Value as accurate, one-dimensional, and easy to auto-sort. We unpack this a bit, and try to get back to real customer value. Core analogy: is freeze-dried astronaut ice cream really ice cream? Do our paying customers care about business value points, or only real improvements they can directly experience?
A keynote at AgileCamp Dallas, 19 Oct 2015
SVPMA: Elevating from Consumer to Mission Critical ValueSVPMA
SVPMA March 2014 Monthly event:
“Elevating from Consumer to Mission Critical Value” with Brian Cox, Senior Director of Marketing for Enterprise Solutions, SanDisk
Read more: http://svpma.org/2014/03/march-2014-event-2/
Slides to the growth hacking workshop I recently gave for AAU students in Prague. We covered the Lean Canvas, getting to product-market fit, Wow! moment, growth marketing, and the analytics you should be focused on.
Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting
What Your Roadmap Audiences Are Really ThinkingRich Mironov
Your different audiences have different (often opposing) goals and incentives, which means they probably want different product decisions and therefore different roadmaps. You need to understand and anticipate their agendas. What is your sales team thinking while you talk about next quarter? What questions are your marketers too polite to ask? And the questions you wish your executives wouldn't ask?
Product Management Is Not Optional (EL-SIG/SVForum)Rich Mironov
Intended primarily for an audience of engineering leaders and development managers, with this agenda:
- Product management is about doing the right things. Engineering is about doing things right.
- Prioritization is political and strategic as well as algorithmic
- Symptoms of weak product management and how Engineering can help
This was a talk for SVForm's Engineering Leadership SIG on 21 Aug 2014.
Making Hard (Strategic) Decisions about Products and PortfoliosRich Mironov
Software executives and software product managers should focus first on putting the right products into their portfolios -- since the primary drivers of market success are identifying the right markets, segments and customer problems to solve.
(For Product Tank San Francisco)
Product Management Basics (for SCU MBA program)Rich Mironov
For Prof. Kumar Sarangee's MBA class at Santa Clara/Leavey. Basics of tech product management: role, pricing, roadmapping, and "how it is in the real world." Energetic class participation
In this August 2014 talk for SVPMA, I parse out how product managers add value -- and intersect this with Lean and Agile. Takeaway: we should use the best tools/methods for the right problems (e.g. Lean for customer validation) but we still need product managers at non-startups to drive whole products and organizational alignment.
Talk at Cork IE monthly technology cluster meeting. Focusing on skills rather than titles, how do we avoid product manager/owner failure modes for commercial software?
How Agile Changes (and Doesn't) Product ManagementRich Mironov
Many software development organizations are moving to agile methodologies, but product managers are late to understand how this changes their role within the engineering organization. At the same time, “by the book” agilists tend to misunderstand (or forget about) product management with disastrous results.
This session will recap the essentials of tech product management, loosely define agile, and identify the primary failure modes of companies lacking agile PMs. How should we organize, train and collaborate for success?
Why You’ll Eventually Need A Product Manager At Your StartupRich Mironov
Very early stage startups (pre-revenue, 10 people or less) don’t have dedicated product managers / product owners. But once they get to 30 people or have a few big-revenue customers, lack of product management can be disastrous. This talk maps out the challenge of growth and when/how product management becomes essential.
Why Silicon Valley Continues to Innovate and Rock the WorldRich Mironov
This is a slightly overblown view of Silicon Valley’s network effects and tech culture for Tolpagorni's 2014 Market Insights Conference. Goal: drive discussion about what can be borrowed to other tech centers like Stockholm, and what resources/attitudes are harder to copy.
Product Management Basics for Project ManagersRich Mironov
ProDUCT management is often a murky role: poorly understood and inconsistently practiced across tech companies – and often confused with proGRAM and proJECT management. Yet done well, product management is a driver of market success and effective development. Agile teams building commercial software have additional role confusion between product owners and sometimes-agile product managers. This PMI webinar outlined product management basics, contrasted them with project/program management, and matched this to scrum-defined product ownership.
PMI-SV: ProDUCT Mgmt Basics for ProJECT MgrsRich Mironov
Basics of proDUCT management, presented to PMI-SV for proJECT and proGRAM managers. How are these the same? different? #prodmgmt is responsible for commercial success, while project mgmt marshalls resources and schedules and staff
Good, Better Bet Product Management (Seattle Product Camp keynote)Rich Mironov
Talk for Seattle Product Camp (25 Oct 14) on minimally viable product management (just enough to avoid hindering product flow) up through great product managers/leaders/thinkers
“Getting Promoted” at SV Product Camp 2013Rich Mironov
At Product Camp Silicon Valley 2013, We had an energetic (semi-structured) discussion about what individual contributor Product Managers do, how this is different from Director-level and VP Product roles, and ways to address various real-world (political) issues
Covid19's Impact On Your Product StrategyRich Mironov
Hosted by Synerzip, this webinar focused on how crises may shift short- and long-term product strategy, anchored by business realities and product/development team needs.
AgileCamp Dallas: Unpacking Business Value (Mironov)Rich Mironov
From the development side, we often think of Business Value as accurate, one-dimensional, and easy to auto-sort. We unpack this a bit, and try to get back to real customer value. Core analogy: is freeze-dried astronaut ice cream really ice cream? Do our paying customers care about business value points, or only real improvements they can directly experience?
A keynote at AgileCamp Dallas, 19 Oct 2015
SVPMA: Elevating from Consumer to Mission Critical ValueSVPMA
SVPMA March 2014 Monthly event:
“Elevating from Consumer to Mission Critical Value” with Brian Cox, Senior Director of Marketing for Enterprise Solutions, SanDisk
Read more: http://svpma.org/2014/03/march-2014-event-2/
Slides to the growth hacking workshop I recently gave for AAU students in Prague. We covered the Lean Canvas, getting to product-market fit, Wow! moment, growth marketing, and the analytics you should be focused on.
Sales Process Engineering: Marketing Planning and Automationpropatrea
Sales Process Engineering is a strategic planning system and toolset. It enables you to engineer a sales & marketing process to match the key stages in the buyers’ process - to mirror exactly how clients want to buy.
You can measure and optimise each progressive stage in your sales & marketing process. Then specify the campaigns, collateral and training that will boost performance and maximise your return on investment.
The planning system targets the key issues that trouble sales and marketing Directors:-
# Sales and marketing alignment: where there are conflicting strategies and tactics between your teams. To ensure a shared understanding of the market and what’s required to create and convert new market opportunity into growth & revenue.
# Sales and marketing process is opaque: Sales Process Engineering enables you to identify and fix problems that arise from the earliest stage of market planning - through to the sales close and retention.
# Metrics: inability to measure and evaluate performance at each key stage in the sales and marketing process. Where are the stats needed daily/ monthly to monitor and manage business development?
# Scalable: no forecasting of return on investment and time-scales. Sales Process Engineering answers such questions as: how and where to invest in sales and marketing in order to scale up the business to generate more revenue and profits?
# Buyer Behaviour: data is required on exactly how decisions are made, by whom and for what reasons during the course of the “buyer’s journey”. Can you sell effectively without knowing why customers buy and what influences them?
Specialties
marketing, crm, sales, sales process, lead generation, public relations, buyer behaviour
Now is the best time to start a company… Now what?Brian Kelly
It used to take years to launch a new software product. Now you can create, launch, and have paying customers getting value from your product in just a few months. This presentation explains why it's never been a better time to start a software company and what you need to consider to make it a reality.
Should you start with a side gig? Should you raise venture capital? How should you think about your cap table and employee options? What's your exit strategy? This presentation tackles these questions.
David Corcoran, cofounder at Third Rail Group, gave this talk at Do it Best Corp.'s annual Techapalooza on March 14, 2017.
You never get a second chance at a first impression. Early-stage ventures seeking investment need to know how to target, locate, approach, and close with venture capitalists, angels, and strategic investors. Hear first-hand a successful pitch from an entrepreneur who has closed a funding round (or two) and how the company’s pitch evolved over time.
Uitleg over hoe je een ondernemerspln kunt maken. Uitleg in drie niveau's van detail: eerst op hoofd-termen, dan met korte uitleg en video's en vervolgens met zeer veel details (in Engelse taal). De details zijn voorbeelden en zijn naar eigen inzicht te benoemen of niet, dan wel zelf elementen toe te voegen.
Slides bij de workshop Market Research op 29 november 2022.
Door Dennis De Clercq van Buffl
https://landing.buffl.be/
Waarom valideer je beter eerst je idee vooraleer je er verder op gaat bouwen? Dennis neemt tijdens zijn workshop het innovatieproces onder de loep en zet je zo op weg om je eigen idee te valideren.
Product Tank Dublin: Scaling Agile Product ModelsRich Mironov
"Product Managers, Product Owners, Scalable Agile Product Models:" what do the first few scale-ups of product management look like, from one end-to-end PM to several to a multi-tier model? And what are some of the challenges/pitfalls?
Agile2016: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role - product manager - responsible for identifying market needs/opportunities, making product-level decisions and managing sales/customer relationships on behalf of executives. This talk maps out product owners and software product managers, with approaches to meet all of the product needs for a market-successful product. (reprise from Agile2015)
WUA! Digital Excellence 2016 Event: Keynote Daan TamesWUA!
On November 12 we launched the Digital Excellence Program at our HQ in Amsterdam. Our CMO Daan Tames introduced the program at our invite-only event with a great group of clients.
How to Use Data to Drive Product Decisions by PayPal PMProduct School
Product Managers spend a lot of time thinking about our product metrics, determining which KPIs best describe our progress and what measures we can take to accelerate our success. As a new Product Manager, parsing through the ocean of data can be overwhelming and using this data to make product decisions can be a challenging task.
Deb talked about how you can incorporate data through out your product life cycle to drive product decisions, feature prioritization and long term roadmap strategy. She walked through simple use cases where data has helped Product Managers break down complex problems and arrive at simple product decisions that directly impacted their KPIs. The industry is increasingly hiring data driven Product Managers.
Chop Customer Churn! A webinar for SaaS companies, Sept 2013CustomerGauge
While customer acquisition is often the prime focus sales and marketing efforts for Software-as-a-Service businesses, customer retention is all too often consigned to an afterthought.
But churn is not a problem to be addressed only as the customer leaves.
How SaaS Businesses can convert Trial Customers into Paying Customers, will walk you through some simple yet powerful ways of reducing churn.
The discussion will include:
How you can bring the voice of the customer into the organisation using simple metrics such as the Net Promoter® Score.
How you can create internal processes to swiftly and effectively close the loop on customer issues.
How you can use feedback to incrementally improve your products around your customer needs.
Pubstack is an advertising performance monitoring platform.
We empower publishers’ monetization teams with real-time ad revenue analytics to help them make better decisions and maximize their outcomes.
Setting the Customer's Journey: Walk a Mile In Your Customer's ShoesAggregage
Product professionals use phrases like "voice of the customer," and "user experience" so often that it can be easy to lose sight of their actual meanings. This phrase blur is dangerous, as it can pull our attention from what should be our real focus: our our customers' and users' needs. How can we, as product professionals, learn to keep customers and users at the heart of our work?
Join Steven Haines, globally recognized thought leader and author, as he guides us through a memorable journey demonstrating how you can walk a mile in your customer's shoes. He'll explore how, by developing true empathy for your users, you can ensure you're creating the features and products they actually want.
Innovation accounting and key metrics for startupsBlaz Kos
The traditional accounting in start-ups is usually incredibly simple - revenues, margins, free cash flow and other traditional accounting metrics are zero or very close to zero.
It is also impossible to do financial forecasts for start-ups (P&L, balance sheet,...) since accurate forecasting requires a long and stable operating history. Therefore a start-up must focus on the key metrics that show real progress in the search mode before becoming a stable business and use innovation accounting instead of traditional accounting as a framework for measuring performance.
The presentation covers the basics of being a data-driven organization, the difference between vanity, actionable and other types of metrics, why you should focus on one metrics that matter in different stages of a start-up, what are the common pitfalls when analyzing the data and how to use AARRR as the best framework for analytics, especially for web start-ups.
Watch this #COSeries webinar on-demand here: http://dg-r.co/2o4VYtx
Create a campaign ecosystem that builds brand, drives demand, and expands customer relationships.
Not sure where to start with your campaign and content plan? As marketers, our leaders expect us to show measurable growth in building brand, driving demand, and improving customer experience. Join us to get a 5-step blueprint for creating high-performance campaigns that will wow your executives, guide your content creation, and set you up to show measurable results at year’s end. We often find ourselves on the dreaded execution treadmill. Running from campaign to campaign and tactic to tactic without understanding the impact we’re having on the bottom line. Build a high-performance marketing plan that will give you the freedom to grow, push boundaries, and track success.
In this webinar we’ll cover:
Aligning your campaign mindset to the buyer's journey;
Building a content plan to fuel your campaigns;
Mind your gaps: uncover your best opportunities for driving buyer's through the funnel; and
Effective metrics for evaluating ROI, and developing reports that “Wow”.
Similar to Customer Value and What Things are Worth (DIT Product Mgmt) (20)
How Agile plus Product Management helps Build the RIGHT Things the RIGHT WayRich Mironov
Strong product managers spent up to half of their time talking directly with customers, buyers, and partners. And the other half of their time with their teams: framing problems, collaborating on solutions, translating features into benefits and vice versa. Making sure that we’re building the RIGHT things as validated directly by users and buyers so that we deliver customer-defined value as well as increased velocity. That’s different from the narrow scrum definition of product owner, which is mostly internal-facing.
How To Manage Misaligned Stakeholders (Who Are Usually Misaligned)Rich Mironov
Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan.
But that rarely happens: Sales wants us to put 100% of our development effort against shiny new features (except when every big deal includes a commitment for some tiny off-off item); Support/Customer Success want 100% against bug fixes and workflow improvements and productivity tools; Engineering lobbies for better architecture and scalability and more refactoring...
How do we understand this behavior, appreciate their effort (rather than just being frustrated), and find strategic tools that let us build out a single plan for our products and teams?
Presented at #mtpcon APAC
Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan.
But that rarely happens: Sales wants us to put 100% of our development effort against shiny new features (except when every big deal includes a commitment for some tiny off-off item); Support/Customer Success want 100% against bug fixes and workflow improvements and productivity tools; Engineering lobbies for better architecture and scalability and more refactoring; Marketing wants us to document more use cases in more industries so that we can widen the funnel. We may wait for each department to “see the light” and give up its specific asks in favor of the greater good, but that can be a very long wait.
Software PricingDemystified (The Basics)Rich Mironov
Software is intangible: it doesn't have weight or size or per-unit manufacturing costs. But if we're in the software business, we have to assign units and prices that reflect our value to customers. And we should be mapping out pricing strategy before we start development, not the day before product launch. This talk touched: computing (estimating) customer value; pricing units; scale-up; segmentation; and pricing/value tiers.
Organizational Challenge of Enterprise RoadmappingRich Mironov
At INDUSTRY EUROPE conference (Dublin, April 2019): Especially at enterprise software companies, there are some inherent mis-alignments among internal stakeholders that can complicate our product planning. This talk was an occasionally humorous look at the systemic conflicts between single-account-focused sales teams, market-focused product managers, and executives. How do we respect and understand each other when we may have very different objectives?
Companies building enterprise tech products are different from companies building mass consumer tech. Large-ticket deals, long sales cycles, name-and-face customer relationships, and complex buying processes shape what we build and how we bring it to market. Having a hundred customers each spending $1M/yr is a radical departure from a million customers each spending $100/yr.
Product Managers, Product Owners, and Need for Real End User ValidationRich Mironov
for Agile Summit Greece (Sept 2018), a talk on barriers for product folks to validate problems and solutions DIRECTLY with end users/customers rather than through stakeholders and intermediates
Validation and Product-Market Fit (Auckland, August 2018)Rich Mironov
At Callaghan Innovation's Southern SaaS conference (28 Aug 2018): We all resist doing market/product validation before starting the development cycle, but this is one of our biggest determinants of product success.
22 May 2018 talk on differences between consumer tech (B2C) and enterprise tech (B2B) companies for Lean Product/UX Silicon Valley meetup. Emphasis on:
- dozens of in-depth interviews vs. thousands of market funnel A/B tests
- understand both buyers and users
- predicable pressure for “specials” on major deals
- need for product to deliver against customer's quantitative metrics
Building and scaling a product team is a challenge that every successful product company faces. Brainmates hosted this Sydney AU meetup where we talked about:
- When and how does a startup hire its first product manager?
- Division of labor: how do we grow from one to three to many product folks?
- End-to-end management of product elements/features, or product owner and business owner roles?
- How big is too big?
Product Career Ladder: Getting Promoted to DirectorRich Mironov
Director-level and VP Product leaders do different work than individual contributor Product Managers. How do you signal that you’re interested in “the next job up” while respecting your current manager? How have attendees gotten promoted to Director?
Challenges of (Lean) Enterprise Product ManagementRich Mironov
Enterprise software products often have expensive sales teams, long sales cycles, lumpy revenue streams, and organizational gaps between buyers and users. This creates different problems for product managers than with high velocity ecommerce or B2C tech product.
Intro to Agile Innovation (Agile 2016) Rich Mironov
Innovation is a complicated topic. Product folks often focus externally: how do we build products that customers and buyers find more innovative; out-design the competition; create market advantage? Process folks often focus internally: how do we develop faster, better, with higher quality? This talk suggestions innovation categories, focuses on validating real needs, and topples a few popular innovation myths.
There are some fundamental laws of software economics that should drive executive-level decisions about business and product strategies. It’s easy to forget them, or decide they don’t apply to our special situation. ( After all, gravity’s not just a good idea, it’s the law.)
This describes some essential facts about the (software) world, and posits matching laws of product strategy:
- Your development team will never be big enough (thus: Law of Ruthless Prioritization)
- All of the profits are in the nth subscriber (thus: Law of Build Once, Sell Many)
- Software bits are not the product (thus: Law of Targeted Whole Products)
- You can’t outsource your strategy (thus: Law of Judgment)
Talk for Business of Software 2015 (Boston) laying out some laws of gravity for the software business. Also serialized as 4 long posts on www.mironov.com
Agile205: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role -- product manager -- responsible for identifying market needs/opportunities, making product-level decisions about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
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What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
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LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
2. • Veteran
product
manager/exec/strategist
• Business
models,
pricing,
agile
• Organizing
product
organizaFons
• 6
startups,
including
as
CEO/founder
• “The
Art
of
Product
Management”
• Founded
Product
Camp
ABOUT RICH MIRONOV
3. In three modules today, we will:
• Learn to quantify customer value
• Understand how pricing models and pricing units
contribute to a business model
• Explore how Software-as-a-Service changes pricing,
marketing and operations
LEARNING OUTCOMES
3W W W . M I R O N O V . C O M
4. • Customer View of Value
• Exercise #1: Consulting
• Exercise #2: Top-Secret Tech
• Exercise #3: Revenue Stories
• Take-Aways
AGENDA
W W W . M I R O N O V . C O M 4
5. • Business customers buy most products to make
money or save money
• How do they describe value?
• Quantify it for them
• They won’t spend the time to analyze this fully
• Assume you can capture a fraction of value (5% to 15%)
• Consumer purchases typically less analytical, more
emotion/fashion-driven
START WITH THE CUSTOMER VIEW
W W W . M I R O N O V . C O M 5
6. • Why will customers buy?
• Tell a story in customer’s own language
• What’s the natural unit of exchange?
• How do they derive value? What does the
competition do?
• Can you split off a profitable segment?
• How much of customer value can you
capture?
• Test, trial-close, get your hands dirty
PRICING YOUR NEW PRODUCT
W W W . M I R O N O V . C O M 6
7. • Our super-special credit scoring application will reduce
the number of credit checks you run.
• You currently do {insert number} credit checks per year
at {insert price}. We’ll reduce that by {insert percentage}
for a savings of {computed}.
• We will only charge you {insert price} for a net savings of
{computed} and ROI of {percent}.
A GENERIC B2B VALUE STORY
W W W . M I R O N O V . C O M 7
8. • Hotel
• University
• Commercial real estate
• Automobile manufacturing line
• High-end retail
• Hospital visit
• Software development
NATURAL ECONOMIC UNITS?
9. • Pricing drives customer behavior
• What do you want core customers to do?
Ø No-brainer renewals (small monthly fees)
Ø Big up-front license (lock up marketplace)
Ø Lust for upgrades (cool features are extra)
Ø Freemium model (1% upsold into paid services)
Ø Install latest version (free updates, increasing service fees)
Ø High-status product (tell their friends)
SUPPORT THE BUSINESS MODEL
W W W . M I R O N O V . C O M 9
10. • Pricing models (units of value exchange) can create
strategic advantage
• Change basis of competition
• Better meet needs of sub-segment
• What does your pricing measure?
• Per upload, per GB, per message, friend, newsletter, clickstream, virtual
garden gnome…
• Not just “€ per copy” or “€ per month”
• Netflix (concurrent movies), Zipcar (hourly rentals),
SalesForce (hosted per seat), Airbnb (unused sofas), Uber
(unlicensed taxis)
CREATIVITY AND STRATEGY
11. • Hardware has natural costs
• Materials, production, shipping, disposal
• Commodities tend toward production costs
• Software is “free” to distribute
• First copy costs €5M
• Infinite flexibility in tying value to use
• What do we sell, what do we give away?
• Charge for e-books, discount e-readers (Amazon)
• Free social networking, sell ad demographics (Facebook)
• Free software, paid support (open source)
• Pay for performance (OpenTable)
HARDWARE VS. SOFTWARE
11
13. CUSTOMER COMMITMENTS
No commitment
High variable costs
Lower volume
Uncertain usage
Optional
Actively manage costs
CONTINUOUS MARKETING
Big commitment
Low/no variable costs
Higher volume
Predictable usage
Required (cost of business)
Low cost control effort
HARD INITIAL SELL
14. • How would an evil customer rip us off?
• Licensed software…
• Per-Seat SaaS…
• Hardware token…
• Licensing versus enforcement
• Who are the cheaters?
• How much are we willing to spend to reduce losses?
• Diminishing returns
• Bad will among legitimate customers
HOW WILL PEOPLE CHEAT?
W W W . M I R O N O V . C O M 14
15. • Customer View of Value
• Exercise #1: Consulting
• Exercise #2: Top-Secret Tech
• Exercise #3: Revenue Stories
• Take-Aways
AGENDA
W W W . M I R O N O V . C O M 15
16. • Your last start-up just closed,
so you are now a consultant
• A prospective client needs
market analysis, MRD, pricing
• What are your pricing
objectives?
• How to structure a project?
• Risks for you? For client?
EXERCISE: CONSULTING SERVICES
W W W . M I R O N O V . C O M 16
17. • Work at any price
• Food on the table
• Loss leader
• Underprice first assignment, get follow-on work
• Good reference for other clients
• Become indispensable
• Push for a full-time position later
• Gain pricing experience
• What will the market bear? OK to lose assignment
POSSIBLE OBJECTIVES
W W W . M I R O N O V . C O M 17
18. • Per hour, no limits
• Per project
• Per hour with project ceiling
• Fixed price for initial sizing (pay me to estimate)
• Milestones (progress payments)
• Equity (pre-IPO stock)
• Customer sets value at end
• Shared savings (portion of ROI)
• Free (experience, reference, try & buy)
SOME CONSULTING PRICING MODELS
W W W . M I R O N O V . C O M 18
19. Client’s Risk Consultant’s Risk
Straight Hourly
Unlimited cost, quality,
completion
None
Fixed project price (pay on
completion)
Timely completion
Unlimited effort,
defining “done”
Fixed price milestones
Partial work not valuable,
how to inspect work?
Upfront analysis
Equity, portion of ROI May overpay later No immediate cash value
RISKS IN CONSULTING MODELS
W W W . M I R O N O V . C O M 19
20. • Customer View of Value
• Exercise #1: Consulting
• Exercise #2: Top-Secret Tech
• Exercise #3: Revenue Stories
• Take-Aways
AGENDA
W W W . M I R O N O V . C O M 20
21. • Founders: DIT physicists with local funding
• Software plus expensive custom hardware
• Some arbitrary product limitations
• Can not send people
• Under 30 kg, under 1.5m diameter
• 1000 km distance, arrival +/- 3 cm
• High power requirement (15 kW)
• 15 second recharge time
• Non-military, non-government
EXERCISE: TELEPORTATION
W W W . M I R O N O V . C O M 21
22. • Break into small groups
• Pick a target application
• Tell a specific user story
• How does customer define value?
• Competing offerings?
• Justify a pricing unit and list price (quantity one)
• Each group presents its solution
TEAM EXERCISE
W W W . M I R O N O V . C O M 22
23. • Customer View of Value
• Exercise #1: Consulting
• Exercise #2: Top-Secret Tech
• Exercise #3: Revenue Stories
• Take-Aways
AGENDA
W W W . M I R O N O V . C O M 23
24. • “Why are we doing this program?”
• Shortest possible description of business motivation
• Clarity of thinking
• Much less than a forecast for Finance
• Short enough to remember
• Encourages consensus with internal customers
• Revenue software: sales team agrees with rough estimate
• Internal users: agree with savings or incremental services revenue
• Simplifies later prioritization of projects
“REVENUE STORIES”
W W W . M I R O N O V . C O M 24
25. • “Product X will earn €10-15M in direct
revenue this year...”
• And Sales has signed up to that target
• “This feature should boost subscription
conversions 3-5%, for €15M+/year…”
• Based on Marketing’s A/B tests
• Estimating Tool T will let us bid projects
more accurately, boosting margins by 10%”
• And Professional Services is funding the tool
• “Product K supports €9B of revenue from
product L. Otherwise, we’d lose 25-40%.”
• And L’s product manager wants
to fund my work instead of his
REVENUE STORIES
25
Incremental
Revenue = !
add’l units * !
avg price!
!
+20 seats/qtr
@ €4K/seat =
€80K/qtr!
26. • “Manufacturing Process P will reduce raw materials by
€7-10M/year”
• And Manufacturing Ops will measure it for the CFO
• “Merging our customer databases will reduce lost
invoices by 5-10%, cut write-offs by €2-3M/year”
• According to Accounts Receivables team
• Faster MRI scan will boost system utilization by 4% (=
€600K/year) and reduce patient radiation exposure”
• Appointments group has patients waiting 25 days
COST SAVINGS STORIES
26
27. • Large software spend 13%-18% of revenue on R&D
• So revenue at/above 6x development cost
• Silicon Valley headcount math
• $1M/year = 5 people in North America
• $1M/year = 6 people worldwide
• Dev, test, docs, product management,
project mgmt, release ops…
• Dublin headcount math in €?
A FEW NUMBERS
27
28. • Startup goal: repeatable way to engage customers
and generate revenue
• Sometimes, R&D > revenue
• Larger private tech firm: accelerate revenue
• Move toward IPO-worthy ratios. 3:1 à 6:1
• Internal IT for non-tech company
• 3x return on investment
• What is your company’s target R&D return?
COMPANIES HAVE DIFFERENT GOALS
28W W W . M I R O N O V . C O M
29. For your own product or service…
• Write the revenue story
• Who has to agree with the numbers?
REVENUE STORY EXERCISE
29W W W . M I R O N O V . C O M
30. • Customer View of Value
• Exercise #1: Consulting
• Exercise #2: Top-Secret Tech
• Exercise #3: Revenue Stories
• Take-Aways
AGENDA
W W W . M I R O N O V . C O M 30
31. • Market pricing starts with audience’s pain
• Pricing model aligned with pain
• Units make sense
• Savings >> price
• KISS
• Must support a business model
• “How do we make money?”
TAKE-AWAYS
W W W . M I R O N O V . C O M 31
32. CLICK TO EDIT
MASTER TITLE
STYLE
CONTACT
Rich Mironov, CEO
Mironov Consulting
233 Franklin St, Suite #308
San Francisco, CA 94102
RichMironov
@RichMironov
Rich@Mironov.com
+1-‐650-‐315-‐7394
Editor's Notes
Be honest and humble. Most startups breathe their own smoke.