The ICPM course is a post graduate program in Product Management and Marketing focused on leading aspiring professionals to the product management career path
How Agile Changes (and Doesn't) Product ManagementRich Mironov
The document discusses how the role of product managers changes and stays the same with Agile development methods. It summarizes the traditional responsibilities of product managers in driving strategy, requirements, and market acceptance of products. It then provides an overview of Agile principles and processes. While Agile focuses development teams on frequent delivery, the document argues product managers still bridge engineering, markets, and strategy through responsibilities outside of development like pricing and packaging. Effective product managers in Agile environments are technically strong but also market-focused.
Challenges of (Lean) Enterprise Product ManagementRich Mironov
The document discusses challenges product managers face in applying lean startup principles to enterprise software, noting that validating concepts requires dozens of in-depth customer interviews rather than hundreds of pre-sale tests, adoption happens slowly through replacing pieces of complex existing systems, and metrics typically measure post-sale usage to determine feature prioritization and renewal. The document provides examples and recommendations to help product managers navigate the enterprise validation process.
This document provides guidance on creating an effective elevator pitch to concisely communicate an idea or opportunity. An elevator pitch should be brief, ideally lasting no longer than 2 minutes to match the duration of an elevator ride. It should grab attention, introduce the problem being solved and the value proposition using the NABC framework of Need, Approach, Benefit, and Competition. The pitch structure involves gaining attention first, then explaining the value proposition using specific quantitative examples rather than qualitative descriptions. Regular practice and feedback are emphasized to refine the pitch.
Three Product Challenges for EntrepreneursRich Mironov
Three perennial challenges for entrepreneurs and start-up founds are (1) seriously listening to their markets, (2) building customer-side savings/ROI logic, and (3) whole-product thinking. Tiny companies lack formal product managers, but need to apply some product management thinking to these fundamental product/market needs.
This talk was for Stanford Continuing Studies' Entrepreneurship course, “Getting from an Early Idea to a Real Business.”
Web Design Essentials Refreshed Media Business Link PresentationRefreshed Media Ltd
A presentation by Refreshed Media Managing Director Simon Melaniphy to 2 audiences of business people at Business Link events at Fareham and Isle of Wight in 2009.
Delivered as a 45 minute presentation as an overview on:
1. Planning your website
2. Creating an impact
3. Technical issues
4. Converting into sales or leads
This covers a very top level overview on split and multivariate testing, including 2 case studies, calls to action and tools to test these with.
Industrial training project ppt of online shoppinganil kumar
The document describes a summer training project developing an e-commerce website called "ddjewellers.in" for online jewellery sales. The project was developed using ASP.NET and C# for the front end, and SQL Server for the back end. Key features included seller, buyer, and admin modules, with functionality for product browsing, purchases, and account management. The trainees gained experience in web development principles and software engineering best practices through completing the project.
How Agile Changes (and Doesn't) Product ManagementRich Mironov
The document discusses how the role of product managers changes and stays the same with Agile development methods. It summarizes the traditional responsibilities of product managers in driving strategy, requirements, and market acceptance of products. It then provides an overview of Agile principles and processes. While Agile focuses development teams on frequent delivery, the document argues product managers still bridge engineering, markets, and strategy through responsibilities outside of development like pricing and packaging. Effective product managers in Agile environments are technically strong but also market-focused.
Challenges of (Lean) Enterprise Product ManagementRich Mironov
The document discusses challenges product managers face in applying lean startup principles to enterprise software, noting that validating concepts requires dozens of in-depth customer interviews rather than hundreds of pre-sale tests, adoption happens slowly through replacing pieces of complex existing systems, and metrics typically measure post-sale usage to determine feature prioritization and renewal. The document provides examples and recommendations to help product managers navigate the enterprise validation process.
This document provides guidance on creating an effective elevator pitch to concisely communicate an idea or opportunity. An elevator pitch should be brief, ideally lasting no longer than 2 minutes to match the duration of an elevator ride. It should grab attention, introduce the problem being solved and the value proposition using the NABC framework of Need, Approach, Benefit, and Competition. The pitch structure involves gaining attention first, then explaining the value proposition using specific quantitative examples rather than qualitative descriptions. Regular practice and feedback are emphasized to refine the pitch.
Three Product Challenges for EntrepreneursRich Mironov
Three perennial challenges for entrepreneurs and start-up founds are (1) seriously listening to their markets, (2) building customer-side savings/ROI logic, and (3) whole-product thinking. Tiny companies lack formal product managers, but need to apply some product management thinking to these fundamental product/market needs.
This talk was for Stanford Continuing Studies' Entrepreneurship course, “Getting from an Early Idea to a Real Business.”
Web Design Essentials Refreshed Media Business Link PresentationRefreshed Media Ltd
A presentation by Refreshed Media Managing Director Simon Melaniphy to 2 audiences of business people at Business Link events at Fareham and Isle of Wight in 2009.
Delivered as a 45 minute presentation as an overview on:
1. Planning your website
2. Creating an impact
3. Technical issues
4. Converting into sales or leads
This covers a very top level overview on split and multivariate testing, including 2 case studies, calls to action and tools to test these with.
Industrial training project ppt of online shoppinganil kumar
The document describes a summer training project developing an e-commerce website called "ddjewellers.in" for online jewellery sales. The project was developed using ASP.NET and C# for the front end, and SQL Server for the back end. Key features included seller, buyer, and admin modules, with functionality for product browsing, purchases, and account management. The trainees gained experience in web development principles and software engineering best practices through completing the project.
The document provides guidance on overcoming common objections that may arise during sales presentations and negotiations regarding Acumatica products and services. It covers objections related to product features and capabilities, technology, SaaS models, pricing, services and support, the Acumatica brand, and license agreements. For each category, it lists examples of typical objections and recommends ways to address them, including highlighting key benefits and differentiators of Acumatica.
Why You’ll Eventually Need A Product Manager At Your StartupRich Mironov
The document discusses why startups will eventually need a product manager. As startups grow to 12-30 employees, they encounter problems like too many employee conversations to coordinate, multiple sales deals to fulfill, and more focus on immediate revenue over strategy. A product manager can help by prioritizing new product ideas and requests, representing customers, and ensuring the product roadmap aligns with business goals. The document recommends hiring someone with product management experience to fill this role as startups scale.
This document is a report on a Fashion Shop project submitted to Arindom Mondal, a lecturer at North Western University. The report was submitted by student Jayed Imran in partial fulfillment of the requirements for a Bachelor of Science degree in Computer Science and Engineering. The project aims to computerize the front office management of an online fashion store to make the shopping process easier and more convenient for customers. Key technologies used include HTML, CSS, JavaScript, PHP and MySQL.
The document discusses considerations for hiring a Head of Product. It outlines that the Head of Product should have experience leading product teams and being a product manager. However, companies often fail by hiring someone for the Head of Product role who has never led a product team or been a product manager before. The document also discusses common misconceptions around the Head of Product role, such as prioritizing technical expertise over product leadership experience or assuming company strategies are clear and aligned. It provides suggestions for better interview questions to assess a candidate's fit for the Head of Product role.
This document outlines the agenda for Class 3 of an entrepreneurship course. It includes a Q&A on value propositions, team presentations on customer value proposition findings, and a summary on customer segments. The next class will involve student presentations on what was learned from customer interviews about segments, customer workflows, and archetypes. Students are tasked with interviewing 10 customers and updating their business model canvases before the next class.
Agenda for Class 3
• Q&A about Value Proposition
• Team Presentations: Value Proposition Findings
• Summary about Customer Segments • Work for Next Week
The document discusses the Lean Canvas and Value Proposition Canvas tools for startups. It explains that these tools help startups focus on understanding customer problems and developing solutions to those problems, rather than wasting time on full business plans. The Lean Canvas is used to map out key aspects of a startup idea including the customer segments, problems, solution, unique value proposition, channels, revenue streams, and costs. Understanding the customer's "jobs to be done" as well as their pains and gains is essential. The value proposition should communicate how the solution creates value by addressing these customer needs. Examples are provided and a workshop is outlined to help validate hypotheses.
Validation and Product-Market Fit (Auckland, August 2018)Rich Mironov
1. The document discusses the importance of product-market fit and validation for startups. It emphasizes that most startup failures are determined before development begins due to lack of proper validation.
2. Founders often make mistakes like focusing on solutions before validating problems, believing their ideas are correct without customer input, and seeing themselves as customers rather than conducting extensive interviews.
3. The presentation provides tips for validation including defining problems before solutions, conducting many in-depth customer interviews, and hiring an experienced product manager to balance enthusiasm with honest assessment of market fit.
ELIA Networking Days, Budapest Presentation: "From the client’s mouth"Karen Netto
Karen Netto discussed her experience as a translation buyer and what customers want from salespeople. She described examples of bad sales practices like cold calls with no value proposition, using the same script for every client, and not differentiating the company. Netto advised salespeople to focus on client outcomes, ask questions about client business issues, and make it easy to do business. She also emphasized developing expertise in the client's industry, helping clients solve problems, and communicating during challenges to build client retention.
“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
This document provides an outline for a value proposition workshop, including sections to describe the business, problem, solution, customer profile, and progress/challenges. The business section covers an overview, history, and key people. The problem section identifies the problem being solved, how customers currently solve it, and pain points. The solution section outlines the product/service and how it solves pain points and creates value. The customer section specifies the market type and typical customer profile, gathering feedback. The progress/challenges section reviews what's going well, hurdles faced, and specific help needed to advance to the next step.
The document discusses redesigning the ecommerce website iShopChangi to make it more responsive. Key activities included user interviews, service blueprints, prototyping and usability testing. The redesign highlighted savings and rewards for shopping online versus in stores. Future improvements include promoting the site through airline and airport partnerships, improving search engine optimization and search engine marketing, adding product reviews and shared purchase tagging. Detailed documentation and teamwork helped ensure deliverables met client needs.
This document summarizes key differences between building consumer products and enterprise products. It notes that enterprise sales cycles are much longer, with fewer data points to understand what drives sales. It also notes that buyers and users are different roles in enterprises. Additionally, it discusses how organizational incentives often prioritize sales goals over product goals in enterprises. The document provides recommendations for enterprise product companies, such as conducting in-depth customer interviews instead of tests, understanding both buyer and user needs, and being prepared for pressure to add "special features" to deals.
Features play an important role in product design. They can come from various stakeholders including customers, sales, marketing, development, and product teams. It is important to focus on customer needs when considering new features. When launching a feature, companies need to consider the cost, prioritize features based on resources and time limitations, and avoid unnecessary "junk" features. The process of adding new features is ongoing and requires balancing various priorities.
This document presents SRI's "NABC" approach for developing a quantitative value proposition as the first step in value creation. The NABC approach involves identifying important customer needs, quantitative customer benefits, a unique approach, and competitive alternative approaches. The document provides an example of a draft value proposition for a hands-free car phone service and discusses improving the value proposition by making it more quantitative and compelling.
Product Manager's Guide to Dealing With Sales PeopleMike Chowla
If your product is sold to enterprise customers, sales is a key constituency for Product Management. Effectively managing your relationship with sales people, whether they be account executives, sales engineers, or account managers, is an important component of being a successful PM. In this presentation, I'll address how to get competitive intelligence from sales, deal with common problems and create a roadmap that helps the sales teams.
Advanced bidding and estimating for manufacturers of highly engineered productsCincom Systems
The document discusses Advanced Bidding and Estimating capabilities provided by the Cincom Business Suite for manufacturers of highly engineered products. The Cincom Business Suite is an advanced version of Microsoft Dynamics that combines Microsoft technology with Cincom's specialized capabilities for selling, engineering, contracting, project management, and after-sales service. It includes an Advanced Bidding and Estimating component designed for creating customer-specific proposals, contracts, and projects based on cost estimates within Microsoft Dynamics for a familiar experience.
This document discusses the concepts of Minimum Viable Product (MVP) and Minimum Marketable Product (MMP). It defines MVP as the smallest version of a product that allows for validated learning through customer feedback, while an MMP is the smallest product with features addressing customer needs and creating a desired experience that can be marketed and sold. The document compares MVPs, which are used for experimentation, to MMPs, which implement features customers want for the core product. It advises using MVPs to inform the development of MMPs and provides examples of each.
This document provides an overview of how to create an effective pitch deck for a mobile app startup. It includes recommendations for the types of slides that should be included (cover, problem, solution, demo, traction, market, business model, team, expertise, vision, competition, ask), as well as examples and tips for each slide. Key recommendations include clearly explaining the problem being solved, demonstrating the solution and key features, providing metrics to show traction or potential market size, detailing the business model and revenue streams, highlighting the expertise and experience of the founding team, and establishing the vision and competitive advantages.
Slides from the "Much ado about Agile", Agile Vancouver Conference 2015. This talk is around examples of MVP on small startups and Enterprise level. What's the ultimate MVP?
The document provides guidance on overcoming common objections that may arise during sales presentations and negotiations regarding Acumatica products and services. It covers objections related to product features and capabilities, technology, SaaS models, pricing, services and support, the Acumatica brand, and license agreements. For each category, it lists examples of typical objections and recommends ways to address them, including highlighting key benefits and differentiators of Acumatica.
Why You’ll Eventually Need A Product Manager At Your StartupRich Mironov
The document discusses why startups will eventually need a product manager. As startups grow to 12-30 employees, they encounter problems like too many employee conversations to coordinate, multiple sales deals to fulfill, and more focus on immediate revenue over strategy. A product manager can help by prioritizing new product ideas and requests, representing customers, and ensuring the product roadmap aligns with business goals. The document recommends hiring someone with product management experience to fill this role as startups scale.
This document is a report on a Fashion Shop project submitted to Arindom Mondal, a lecturer at North Western University. The report was submitted by student Jayed Imran in partial fulfillment of the requirements for a Bachelor of Science degree in Computer Science and Engineering. The project aims to computerize the front office management of an online fashion store to make the shopping process easier and more convenient for customers. Key technologies used include HTML, CSS, JavaScript, PHP and MySQL.
The document discusses considerations for hiring a Head of Product. It outlines that the Head of Product should have experience leading product teams and being a product manager. However, companies often fail by hiring someone for the Head of Product role who has never led a product team or been a product manager before. The document also discusses common misconceptions around the Head of Product role, such as prioritizing technical expertise over product leadership experience or assuming company strategies are clear and aligned. It provides suggestions for better interview questions to assess a candidate's fit for the Head of Product role.
This document outlines the agenda for Class 3 of an entrepreneurship course. It includes a Q&A on value propositions, team presentations on customer value proposition findings, and a summary on customer segments. The next class will involve student presentations on what was learned from customer interviews about segments, customer workflows, and archetypes. Students are tasked with interviewing 10 customers and updating their business model canvases before the next class.
Agenda for Class 3
• Q&A about Value Proposition
• Team Presentations: Value Proposition Findings
• Summary about Customer Segments • Work for Next Week
The document discusses the Lean Canvas and Value Proposition Canvas tools for startups. It explains that these tools help startups focus on understanding customer problems and developing solutions to those problems, rather than wasting time on full business plans. The Lean Canvas is used to map out key aspects of a startup idea including the customer segments, problems, solution, unique value proposition, channels, revenue streams, and costs. Understanding the customer's "jobs to be done" as well as their pains and gains is essential. The value proposition should communicate how the solution creates value by addressing these customer needs. Examples are provided and a workshop is outlined to help validate hypotheses.
Validation and Product-Market Fit (Auckland, August 2018)Rich Mironov
1. The document discusses the importance of product-market fit and validation for startups. It emphasizes that most startup failures are determined before development begins due to lack of proper validation.
2. Founders often make mistakes like focusing on solutions before validating problems, believing their ideas are correct without customer input, and seeing themselves as customers rather than conducting extensive interviews.
3. The presentation provides tips for validation including defining problems before solutions, conducting many in-depth customer interviews, and hiring an experienced product manager to balance enthusiasm with honest assessment of market fit.
ELIA Networking Days, Budapest Presentation: "From the client’s mouth"Karen Netto
Karen Netto discussed her experience as a translation buyer and what customers want from salespeople. She described examples of bad sales practices like cold calls with no value proposition, using the same script for every client, and not differentiating the company. Netto advised salespeople to focus on client outcomes, ask questions about client business issues, and make it easy to do business. She also emphasized developing expertise in the client's industry, helping clients solve problems, and communicating during challenges to build client retention.
“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
This document provides an outline for a value proposition workshop, including sections to describe the business, problem, solution, customer profile, and progress/challenges. The business section covers an overview, history, and key people. The problem section identifies the problem being solved, how customers currently solve it, and pain points. The solution section outlines the product/service and how it solves pain points and creates value. The customer section specifies the market type and typical customer profile, gathering feedback. The progress/challenges section reviews what's going well, hurdles faced, and specific help needed to advance to the next step.
The document discusses redesigning the ecommerce website iShopChangi to make it more responsive. Key activities included user interviews, service blueprints, prototyping and usability testing. The redesign highlighted savings and rewards for shopping online versus in stores. Future improvements include promoting the site through airline and airport partnerships, improving search engine optimization and search engine marketing, adding product reviews and shared purchase tagging. Detailed documentation and teamwork helped ensure deliverables met client needs.
This document summarizes key differences between building consumer products and enterprise products. It notes that enterprise sales cycles are much longer, with fewer data points to understand what drives sales. It also notes that buyers and users are different roles in enterprises. Additionally, it discusses how organizational incentives often prioritize sales goals over product goals in enterprises. The document provides recommendations for enterprise product companies, such as conducting in-depth customer interviews instead of tests, understanding both buyer and user needs, and being prepared for pressure to add "special features" to deals.
Features play an important role in product design. They can come from various stakeholders including customers, sales, marketing, development, and product teams. It is important to focus on customer needs when considering new features. When launching a feature, companies need to consider the cost, prioritize features based on resources and time limitations, and avoid unnecessary "junk" features. The process of adding new features is ongoing and requires balancing various priorities.
This document presents SRI's "NABC" approach for developing a quantitative value proposition as the first step in value creation. The NABC approach involves identifying important customer needs, quantitative customer benefits, a unique approach, and competitive alternative approaches. The document provides an example of a draft value proposition for a hands-free car phone service and discusses improving the value proposition by making it more quantitative and compelling.
Product Manager's Guide to Dealing With Sales PeopleMike Chowla
If your product is sold to enterprise customers, sales is a key constituency for Product Management. Effectively managing your relationship with sales people, whether they be account executives, sales engineers, or account managers, is an important component of being a successful PM. In this presentation, I'll address how to get competitive intelligence from sales, deal with common problems and create a roadmap that helps the sales teams.
Advanced bidding and estimating for manufacturers of highly engineered productsCincom Systems
The document discusses Advanced Bidding and Estimating capabilities provided by the Cincom Business Suite for manufacturers of highly engineered products. The Cincom Business Suite is an advanced version of Microsoft Dynamics that combines Microsoft technology with Cincom's specialized capabilities for selling, engineering, contracting, project management, and after-sales service. It includes an Advanced Bidding and Estimating component designed for creating customer-specific proposals, contracts, and projects based on cost estimates within Microsoft Dynamics for a familiar experience.
This document discusses the concepts of Minimum Viable Product (MVP) and Minimum Marketable Product (MMP). It defines MVP as the smallest version of a product that allows for validated learning through customer feedback, while an MMP is the smallest product with features addressing customer needs and creating a desired experience that can be marketed and sold. The document compares MVPs, which are used for experimentation, to MMPs, which implement features customers want for the core product. It advises using MVPs to inform the development of MMPs and provides examples of each.
This document provides an overview of how to create an effective pitch deck for a mobile app startup. It includes recommendations for the types of slides that should be included (cover, problem, solution, demo, traction, market, business model, team, expertise, vision, competition, ask), as well as examples and tips for each slide. Key recommendations include clearly explaining the problem being solved, demonstrating the solution and key features, providing metrics to show traction or potential market size, detailing the business model and revenue streams, highlighting the expertise and experience of the founding team, and establishing the vision and competitive advantages.
Slides from the "Much ado about Agile", Agile Vancouver Conference 2015. This talk is around examples of MVP on small startups and Enterprise level. What's the ultimate MVP?
The document provides guidance on creating an effective elevator pitch. An elevator pitch should be 2 minutes or less and get a conversation started about an idea, product, service, etc. It should include a pain statement describing an important customer problem and a value proposition explaining your unique approach to addressing that problem and the superior benefits compared to alternatives. The core of the value proposition can be captured using the NABC framework of Need, Approach, Benefit, Competition. The elevator pitch structure includes an attention-grabbing opening, the value proposition, and a call to action. Iteration and feedback are important to refine the pitch.
At some point MVP will be behind you. If you don’t provide a ‘Whole’ Product, then you don’t have a sustainable product.
This material is from a series of talks I've given to Product Managers and Developers at our own company and externally
The document provides guidance on creating an effective elevator pitch by outlining the key elements of a good pitch including a pain statement and value proposition. It emphasizes that an elevator pitch should succinctly explain a need, unique approach, benefits over alternatives or competition, and next steps in 2 minutes or less. The document also introduces the NABC framework for crafting a value proposition that clearly defines the customer need addressed, approach, benefits, and competitive advantages.
Gajendra Singh Kanaujia proposes a mobile app called Caper Smart Cart to address issues customers face when shopping at crowded retail outlets. The app would allow easy payment options alongside cash to save time spent in lines. It would provide product information to help customers choose items within their budgets. The app could generate income through tie-ups with retailers for free or premium delivery services. Its objectives are to simplify billing, save customer time for small purchases, and enable budget-friendly shopping. The estimated one-time cost for the app domain name registration is Rs. 2000.
This document provides an agenda for a class on problems and solutions, value proposition canvas, and market types and sizes. It discusses the Disney Brainstorm Method for proposing solutions, including the Dreamer, Realistic, and Critic stages. It covers defining the problem statement, technology/market insight, market size, competition, and product for a potential solution. It also discusses creating an MVP to test understanding of the problem and solution. Other topics include the Business Model Canvas, Value Proposition Canvas, customer segments, jobs/pains/gains, experiments to test customer segments, and what was learned from customer interviews. The homework assigned is to interview 10 customers, update the Lean Product Canvas narrative and canvas, prepare a presentation for the next
Customer Value and What Things are Worth (DIT Product Mgmt)Rich Mironov
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.
SVCC - Stop looking for a technical cofounder and just do itStephen McCurry
The document provides career and product development advice from Stephen McCurry. It is divided into 3 sections. The first section advises against waiting for a technical cofounder and emphasizes execution over ideas. The second section recommends starting with product-market fit validation and understanding customer needs through prototyping and iteration. The third section discusses building options like outsourcing, timesharing, or learning to code yourself and provides tools to define requirements and design the product.
Lean Startup for Healthcare: Workshop at Healthbox Orthogonal
This document discusses how to use Lean Startup principles and practices to innovate healthcare products faster. It introduces Lean Startup, which focuses on rapidly testing assumptions and reducing risks through customer feedback. Key aspects covered include building minimum viable products (MVPs), conducting problem and solution interviews, and the goal of achieving product-market fit by increasing customer lifetime value and decreasing customer acquisition costs after launching. The document provides an overview of the Lean Startup process and emphasizes getting customer input early through various validation techniques.
The document discusses using lean startup principles to innovate healthcare products faster. It introduces lean startup, which accepts uncertainty and focuses on rapidly reducing risks through customer development and minimum viable products. The lean startup path involves questioning assumptions, building MVPs, and conducting fast learning loops to validate the problem and solution with customers. This helps discover a business model before running out of money and time.
An overview of Swatchbuilder including: key benefits, ROI examples and a special offer on your first month of Swatchbuilder. Check out the website for more details and a demo at www.swatchbuilder.com.
No startup business experiences the same journey to success, but there are general stages that most companies move through as they grow:
1) Validation
2) Product Development
3) Commercialization
4) Scale/Growth
The Center for Entrepreneurial Innovation (CEI) helps its clients through these stages of business development and offers best practices for each stage. Represented by an amazing lineup of speakers, including Hart Shafer (Innovation Coach / Founder, Theraspecs), Eric Miller (Principal, PADT Inc.), Nate Curran (Entrepreneur-in-Residence, CEI) and Russ Yelton (CEO, Pinnacle Transplant Technologies, "The Startup Lifecycle" presentation offers unique insights and best practices for entrepreneurs growing their business.
John Noble of Best Buy faces a strategic decision on implementing a dual-brand strategy in China after acquiring a majority stake in Five Star, China's third largest electronics retailer. Best Buy had successfully used a dual brand strategy in Canada previously. Noble must determine if it will work in China given differences in the market and consumer behavior compared to Canada. Best Buy has done extensive research on the Chinese market and competitors. It believes factors like consumer centricity, universal appeal of dual branding, standardized operations, and after-sales service through Geek Squad position it well to replicate the dual brand model in China if it tailors the strategy to China's unique economic and consumer conditions.
The document provides guidance on creating an effective elevator pitch. An elevator pitch should be short, grabbing the listener's attention with an interesting opening. It should highlight the problem being solved and benefits to customers in simple, non-technical terms. An effective pitch also includes describing the target market, differentiating from competitors, revenue model, investment needs, and returns in under a minute. Regular practice is key to delivering a natural elevator pitch.
Minimum Viable Product - theory and workshopTilen Travnik
This document discusses the concept of a Minimum Viable Product (MVP). It defines an MVP as the version of a new product that allows a team to collect the maximum amount of validated learning about customers with the least effort. The document provides reasons why MVPs often fail, such as not identifying the early adopter customer or including unnecessary features. It also discusses data sources, quality considerations, and approaches to developing an MVP, including creating only a video or becoming a concierge service for the first customers. The presentation includes challenges and workshops for attendees to develop MVPs for their products.
Product Management Basics for Project ManagersRich Mironov
This document discusses the roles of product managers and their relationship to project managers. It begins by noting that product managers and project managers often operate in disjoint communities without shared understanding. It then defines the responsibilities of product managers as driving market acceptance and success of products, while addressing competing priorities. Product managers must make decisions around what to build despite uncertainty and limited resources. The document contrasts the outward-facing concerns of product managers with the inward-facing resource allocation focus of project managers. It also discusses how agile product owners can fail to fully address market needs. The takeaways are that both roles struggle with different challenges and that we need collaboration to ship great products.
The document provides an overview of the product management lifecycle and role. It discusses defining product opportunities by understanding customer problems, technologies, and a company's capabilities. It also covers product discovery frameworks like minimum viable products and jobs-to-be-done. The agenda includes understanding customers, creating personas and wireframes, using analytics to check hypotheses, and approaching typical PM interview questions with a focus on structured thinking.
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The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...YourLegal Accounting
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Prescriptive analytics BA4206 Anna University PPTFreelance
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Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
2. Need for customer oriented thinking
Learnings from ICPM course on customer
orientation
Mismatch – Customer Say, Think and Do
We are what the Customer sees
3. Have primarily been in engineering roles and had 2 incorrect perceptions:
• Great and successful products are primarily to be incubated in a garage
• They should preferably be two bearded and/or spectacled engineers
• Should have dropped out of college atleast at a Masters or PhD level
• Customers
• Keep complaining
• Do not know
• Are unreasonable
• They don’t even consider the night-outs we put to deliver on time
4. My learnings:
There are two types of products :
i. Ideas manufactured in the garage and then evolve based on
customer feedback and views(Google)
ii. Ideas which are born out of understanding customer pains
(Redbus, Makemytrip)
Innovation need to be customer focused because finally it is a democracy
and yes customers are the ones who pay for the products we make
Winning Mantra = Garage + Customer Focus
A minimum viable product needs to have a set of features that address the
customer pains and one of two features which are out of the box “wow”
factors
Example: iPhone would have still sold without a camera and the touch
based zoom. But that’s the wow factor from the garage
iPhone mantra says there is so more more than before and so much less
too
iPhone battery problem : How small seemingly small glitches could
make your customers effectively hang up on you
5. New perspectives in previous life experiences
• Customer focussed innovation:
• How a 25KB exe tool won an order of 250 printers
• How customers rate :
• How a zero bug on time release got an all-time low Customer rating
7. Everyone including the customer knows we are all Jedi Warriors
But it is ultimately the customer who decides whether you are darth vader or
skywalker !