Title: Product Soundtrack - succeeding with Product Management in B2B environments. Presented at Leading The Product 2017, Sydney, Australia.

1. Leading The Product 2017
Speaker Slides
Sydney, Australia
Magnus Billgren
Tolpagorni
For more information go to
www.leadingtheproduct.com

2. Product SoundTrack®
October 2017
succeeding with Product Management in B2B environments
by Tolpagorni Product Management
www.tolpagorni.com 2

3. Magnus Billgren
Mob: +46 760 161 494
Mail: magnus.billgren@tolpagorni.com
Linkedin: se.linkedin.com/in/magnusbillgren
Twitter: @magnusbillgren
Skype magnusbillgren
Web: news.productmanagement.se
www.tolpagorni.com
elearning: www.agile-pm-lab.com
Always a product guy. At multinationals, CEO and marketing/product leadership at
five start-ups, and consulting roles with more than 50 tech companies. Co-founder
ISPMA, research in Value Engineering and developer of multiple Product Management
tools, Created products generating billions in turnover

4. Tolpagorni Product Management

5. 5www.tolpagorni.com

6. 6www.tolpagorni.com
IRB 2600-12/1.65 IRB 2600-20/1.65 IRB 2600-12/1.85 IRB 2600ID-15/1.85 IRB 2600ID-8/2.00

7. 7www.tolpagorni.com

8. How can B2B companies continuously
develop successful products?
The secret sauce for Industrial Product Management
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9. Product management overview
DEVELOPMENT
MARKET
PRODUCT
PLANNING
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10. Product management overview
DEVELOPMENT
MARKET
PRODUCT
PLANNING
PRODUCT
MARKETING
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11. Product management
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DEVELOPMENT
MARKET
PRODUCT
PLANNING
PRODUCT
MARKETING

12. Product management
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DEVELOPMENT
CUSTOMER
PRODUCT
PLANNING
PRODUCT
MARKETING
• Use the product daily
• Very skilled users
• Multiple users
• Value perspective:
Business growth, Cost reduction,
strengthen brand, minimize risk
• Procurement is a structured process
• 21 can say NO, noone says yes
• They expect products not MVPs

13. B2B Customer Values
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DEVELOPMENT
CUSTOMER
PRODUCT
PLANNING
PRODUCT
MARKETING
Revenue Increase Brand Strength
Cost Reduction Risk Minimization
TELSTRA
VALUES
James Andersson, Kellog School of Management
Professor at Northwestern University

14. Product management
www.tolpagorni.com
DEVELOPMENT
MARKET
PRODUCT
PLANNING
PRODUCT
MARKETING
• Project driven with large orders
• Every project has requirements
• Sales organization have impact
• The customers can spend time in
supporting us to define the future
• Too many customer requirements
• Roadmap is being hijacked by
customers and sales

15. Product management
www.tolpagorni.com
DEVELOPMENT
MARKET
PRODUCT
PLANNING
PRODUCT
MARKETING
• Easy to book meetings
• Long sales cycles
• Sales is a project
• Five insecurities:
• Company
• Product
• Delivery
• Usage
• Need

16. CUSTOMIZATION
Continuous upgrades
Product management
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DEVELOPMENT

17. Product management
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DEVELOPMENT
MARKET
PRODUCT
PLANNING
PRODUCT
MARKETING
FRUSTRATION• Frustrated customer – delays
• Frustrated sales – we do not support all projects
• Frustated R&D – new requirements
• Frustrated marketing – What is the short message
• Frustrated Top Management
We need products structures supporting
multiple business logics at different speeds

18. What can we do to avoid it?
Go home and play some music
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19. The SOUND
Midnight Oil
ABBA
AC/DC
U2
Avici
Prince
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20. What can we do to avoid it?
Go home and play some music
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Professor Dr
Tony Gorschek
Rock star
Jonatan Stenson

21. 21www.tolpagorni.com
Product SoundTrack®

22. 22www.tolpagorni.com
The CORE is your
defining technology
JAM makes it come
together
The EDGE makes your
customer buy the product
The VECTOR is the result of the
driving forces in the market
Product SoundTrack®
DEVELOP, IDENTIFY & CONNECT:

23. The HOOK
Midnight Oil – Beds are Burning
How do we sleep
when our beds are burning
ABBA – Dancing Queen
You are the dancing queen
young and sweet only seventeen
Prince – Purple Rain
Purple Rain, Purple Rain
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24. The EDGE
Inspires the customer to fight for your product

25. The EDGE
The part of your Value Proposition where your differentiate
• How does it clearly differentiate?
• What function can your customer relate to and fight for?
• How can we clearly demonstrate it?
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26. The CORE
Seldoms fit in a SCRUM sprint

27. The CORE
Is the part of your product that
• Is very difficult to copy
• Delivers sustainable vector of differentiation
• The life-cycle of the product line (Platform) is dependent on
the CORE’s continuing strength
• Continuous Competitive advantage is derived from the CORE
• It is difficult to understand the CORE
• Defining the CORE enables you to focus on what’s most
important

28. AUTOCOM – Car diagnostic

29. CORE
COMMUNICATION ONLINE
ARCHITECTURE
INTEGRATION
STATISTICS
& LOG
BUSINESS
SYSTEMS
SECURITY
EDGE - CUSTOMIZATION
ONLINE UI HW UX IDENTITY
FEATURESSW UX (GUI)
Marketing
support
ONLINE UX CONTENT
DATA
FUNCTIONAL
LOGIC
COMMERCIAL
CARS
One Product – three speeds
Edge – Monthly Core – Quarterly Data – Weekly

30. • Three layers of Speed
• Has defined process with
different speeds
• Rules for development
• Rules for decision making
• Strategy direction is created in the
allocation of resources
CORE
EDGE
DATA
AUTOCOM – Car diagnostic

31. Product SoundTrack®
www.tolpagorni.com
The Pattern of Profitability for
Technology intensive B2B products

32. 32www.tolpagorni.com
The CORE is your
defining technology
JAM makes it come
together
The EDGE makes your
customer buy the product
The VECTOR is the result of the
driving forces in the market
Product SoundTrack®
DEVELOP, IDENTIFY & CONNECT:

33. www.tolpagorni.com
EU T1: Using Strategies
High Performing Product Management