1. Marketing to Product Managers
● What is a Product Manager?
○ “A product managerinvestigates, selects,and drives the development of products for an
organization, performing the activities of product management.” - Wikipedia
○ Program director for a product
● Salary
○ National Average: 111,650
○ San Francisco: 114,764
■ FACEBOOK:156, 690
■ GOOGLE: 140,144
● Responsibilities
○ Researching and pursuing product/market fit
○ Define and measure value of product for business (including choices for iterations and
updates)
○ Discover, organize, and prioritize company goals
● Targets/Focus
○ Knowing the intricacies of the product (inside -> out… including users and potential
customers)
○ Articulating what the business/product needs in order to succeed

2. ○ Defining, prioritizing, and launching successfulprojects/product updates/features.
● Goals
○ Effective user experience
○ Business development
○ Industry leadership (including design and functionality)
● Pain points
○ Too many features/requests to implement, too little time
○ Uncertainty
○ Conflicting opinions w/i a company
○ Sustainable testing/execution/implementation cycle
○ Lack of enthusiasm/support from internal teams
○ Expendability? (“Product management may be the one job that the organization would
get along fine without (at least for a good while). Without engineers, nothing would get
built. Without salespeople, nothing is sold.Without designers, the product looks like
crap. But in a world without PMs, everyone simply fills in the gap and goeson with their
lives. It's important to remember that - as a PM, you're expendable. Now, in the long
run great product management usually makesthe difference between winning and losing,
but you have to prove it.”)
● Personality type
○ Visionary (organized, enthusiastic, focused)
○ Persuasive (excellent interpersonal skills, excellent communication skills)
○ “White Knight” mentality (championing projects/features for users and company benefit)
○ Mini CEOs
● Value to a company
○ Improve time-to-market (accelerate a company towards its project goals while remaining
relevant)
○ Accurately connect a company with the market/user base
● Vocab/Lingo
○ PM = Product Manager
○ MRD - Market Requirements Document describes the key customer issues and the
opportunity available by solving certain problems. Think of it as the problem definition
and potential solution impact.
○ PRD - Product Requirements Document describes a certain solution to the problems
raised in the MRD. The detail in PRD is variable - dependent on the problem size, org
culture and processes.

3. ○ Release Plan - Detailed plan outlining the design, development, testing, deployment
phases of the solution. In case of scrum teams, this could be tentative plan of what we are
doing in each sprint.
○ Win-Loss Summaries - Actualcustomer wins and losses for a solution being offered.
Think of it as the post-mortem when an opportunity closes. Much like a sprint
retrospective, this is feedback that goes into making the next MRD.
○ MVP - Minimum Viable Product
○ Specs - For the specification documents which can be a PRD or MRD
○ UX - User Experience
○ User Flow - Flow of a user on various sections of the product
○ http://quizlet.com/16886300/productservice-management-301-vocabulary-flash-cards/
● Desirable Qualities ofa Product Manager
○ “Spidey-like” senses for product/market fit
○ Great track record for successfulinstincts
● Ego boosters
○ Product managers require excellent instincts.
○ Product managers are often unsung heros in company stories.
○ Excel at managing different teams/ideas/projects. Expert task jugglers.
○ Tenacious (Willing to put in the time and effort to champion a new initiative, despite
backlash or lack of support.)
○ Collaborative. (You work with all teams to improve the product across every channel.)
○ Hyper-connected to the user (representative/voice ofthe user)
○ CEO ofthe Product is used frequently. They’re driving force behind small and large
initiatives alike.
● Influencers
○ Ken Norton
● Twitter
○ https://twitter.com/kaz
○ https://twitter.com/shawnpons
○ https://twitter.com/mostlyjason
○ https://twitter.com/rrhoover
○ https://twitter.com/rjs
○ https://twitter.com/expa
○ https://twitter.com/ianmcall
○ https://twitter.com/sriramk
○ https://twitter.com/joulee
○ https://twitter.com/pm4girls

4. ○ https://twitter.com/shardulmehta (KEYSTONE PRODUCTMANAGER!Blog,
commenters, who he follows on twitter)
○ https://twitter.com/natashaawasthi/following (KEYSTONE)
○ https://twitter.com/ellenchisa
● Quotes
○ “The only thing that matters is getting to product-market fit” - Marc Andreesen “The
Only Thing That MattersIn a Startup”
○ “It is vastly easier to identify market problems and solve themwith technology than it is
to find buyers foryour existing technology.” Barbara Nelson “Who NeedsProduct
Management?”
○ “... this position is at the intersection fromwhere founderstrategy, user feedback,
development teammanagement, and market awarenesscome together.” - “Product
Managers:Who Are These Unsung Mini CEOs?”
○ “Making the best product is all about executing the right ideasin the right order.
Knowing which 99% of your ideas to ignore and executing on the remaining 1% in the
right order is the key to great product management.” - The Secret To Designing the Right
Product
● Watering holes?
○ http://streetsmartproductmanager.com/
○ http://www.pmi.org/
○ http://www.pm4girls.elizabeth-harrin.com/
● Additional Resources
○ http://thenextweb.com/insider/2013/10/12/product-managers-mini-ceos/
○ https://medium.com/@joshelman/a-product-managers-job-63c09a43d0ec
○ https://medium.com/@matbalez/product-manager-you-are-664d83ee702e
○ https://medium.com/the-year-of-the-looking-glass/a-managers-manifesto-be5f6b118084
○ http://pragmaticmarketing.com/resources/product-management-glass-ceiling-cracked
● Marketing
○ Speak to the “big picture”. Where does a service or product fit in with a company?