A half-day workshop I gave for SVPMA on April '09. Looks at pricing basics, customer value, Enthiosys business model framework, commitment pricing, and a few case studies. How would you price a service that was truly unique or had not obvious comparisons/competitors?
As a leader, you spend a lot of your time making sure that your team is working well together. Here are the secrets that every manager should know to make your team successful.
Subscribe to our free 11-day email course on HOW TO BE A BETTER LEADER:
http://officevi.be/29Sx4bK
Read more on employee engagement on Officevibe blog:
https://www.officevibe.com/blog
10 Ways Your Boss Kills Employee MotivationOfficevibe
This document outlines 10 ways that bosses can kill employee motivation, including micromanaging employees, focusing only on mistakes, dismissing new ideas, holding useless meetings, making empty promises, telling inappropriate jokes, not keeping their word, measuring employee success in the wrong way, setting unrealistic deadlines, and playing favorites. The document encourages bosses to listen to employee concerns to better motivate them.
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.
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.
“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
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?
What Your Roadmap Audiences Are Really ThinkingRich Mironov
The document discusses challenges with roadmapping and priorities. It notes that roadmaps are artifacts that don't satisfy all stakeholders and audiences. Different groups within an organization want different things. It also discusses balancing priorities between planned features, bugs/improvements, and unplanned work, and considering budgets and resources. The key is understanding audiences, planning for conflicts, and having selling strategies to justify priorities and plans.
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.
As a leader, you spend a lot of your time making sure that your team is working well together. Here are the secrets that every manager should know to make your team successful.
Subscribe to our free 11-day email course on HOW TO BE A BETTER LEADER:
http://officevi.be/29Sx4bK
Read more on employee engagement on Officevibe blog:
https://www.officevibe.com/blog
10 Ways Your Boss Kills Employee MotivationOfficevibe
This document outlines 10 ways that bosses can kill employee motivation, including micromanaging employees, focusing only on mistakes, dismissing new ideas, holding useless meetings, making empty promises, telling inappropriate jokes, not keeping their word, measuring employee success in the wrong way, setting unrealistic deadlines, and playing favorites. The document encourages bosses to listen to employee concerns to better motivate them.
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.
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.
“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
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?
What Your Roadmap Audiences Are Really ThinkingRich Mironov
The document discusses challenges with roadmapping and priorities. It notes that roadmaps are artifacts that don't satisfy all stakeholders and audiences. Different groups within an organization want different things. It also discusses balancing priorities between planned features, bugs/improvements, and unplanned work, and considering budgets and resources. The key is understanding audiences, planning for conflicts, and having selling strategies to justify priorities and plans.
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.
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.
What Do Product Leaders Do? (and How Can I Become One?)Rich Mironov
This document discusses the role of product leaders and how to become one. It defines product leaders as those who manage product manager teams, drive product strategy and processes, grow cross-functional collaboration, and work with executive leadership. The document provides advice on building effective product teams, hiring practices for product leadership roles, and ways to signal internal and external interest in advancing to a product leader position.
Software PricingDemystified (The Basics)Rich Mironov
The document discusses software pricing strategies. It recommends that companies focus on maximizing revenue rather than minimizing costs. Pricing should be based on computing the value the software provides to customers. Common pricing models include charging per user or transaction, or offering tiers of service like bronze, silver, and gold packages. Segmenting customers and offering clearly differentiated options allows customers to self-select the right package for their needs.
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?
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.
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
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.
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
Product Leadership: Lessons from Silicon Valley (SPS ISPMA)Rich Mironov
Rich Mironov gave a presentation on lessons from Silicon Valley for product leadership. He made three key points:
1) Software is becoming core to every market, but the timing and economics matter for success. Product management must drive strategic thinking, not just execution.
2) Market validation through directly engaging with customers is now the primary leverage for success. Creative problem framing and solution design require expertise, time and investment.
3) Focus on paying customers and end users, not internal stakeholders, who are predictably biased. Product leaders need organizational skills to set priorities around customers.
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 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?
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?
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.
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.
Intro to Agile Innovation (Agile 2016) Rich Mironov
Rich Mironov gave a presentation on agile product innovation. He discussed different types of innovation including internal/operational innovation, feature-level product innovation, and product/market innovation. For each type, he emphasized the importance of validating customer needs, measuring success through metrics like revenue and cost savings, and delivering real value through deployment and iteration. Mironov also cautioned against focusing only on ideation and emphasized the hard work of testing, validating, and executing innovations to achieve tangible outcomes.
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)
The document outlines 4 laws of software economics:
1. Development teams are never big enough due to endless ideas, so ruthless prioritization is needed.
2. Profits come from selling to many subscribers, not just a few customers. Products need to be built once and sold widely.
3. Software alone is not a complete product; it must be packaged with other elements into targeted solutions for specific customer segments.
4. Strategic decisions cannot be outsourced and require judgment calls, as inputs like surveys cannot replace strategic thinking.
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
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
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
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.
What Do Product Leaders Do? (and How Can I Become One?)Rich Mironov
This document discusses the role of product leaders and how to become one. It defines product leaders as those who manage product manager teams, drive product strategy and processes, grow cross-functional collaboration, and work with executive leadership. The document provides advice on building effective product teams, hiring practices for product leadership roles, and ways to signal internal and external interest in advancing to a product leader position.
Software PricingDemystified (The Basics)Rich Mironov
The document discusses software pricing strategies. It recommends that companies focus on maximizing revenue rather than minimizing costs. Pricing should be based on computing the value the software provides to customers. Common pricing models include charging per user or transaction, or offering tiers of service like bronze, silver, and gold packages. Segmenting customers and offering clearly differentiated options allows customers to self-select the right package for their needs.
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?
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.
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
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.
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
Product Leadership: Lessons from Silicon Valley (SPS ISPMA)Rich Mironov
Rich Mironov gave a presentation on lessons from Silicon Valley for product leadership. He made three key points:
1) Software is becoming core to every market, but the timing and economics matter for success. Product management must drive strategic thinking, not just execution.
2) Market validation through directly engaging with customers is now the primary leverage for success. Creative problem framing and solution design require expertise, time and investment.
3) Focus on paying customers and end users, not internal stakeholders, who are predictably biased. Product leaders need organizational skills to set priorities around customers.
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 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?
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?
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.
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.
Intro to Agile Innovation (Agile 2016) Rich Mironov
Rich Mironov gave a presentation on agile product innovation. He discussed different types of innovation including internal/operational innovation, feature-level product innovation, and product/market innovation. For each type, he emphasized the importance of validating customer needs, measuring success through metrics like revenue and cost savings, and delivering real value through deployment and iteration. Mironov also cautioned against focusing only on ideation and emphasized the hard work of testing, validating, and executing innovations to achieve tangible outcomes.
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)
The document outlines 4 laws of software economics:
1. Development teams are never big enough due to endless ideas, so ruthless prioritization is needed.
2. Profits come from selling to many subscribers, not just a few customers. Products need to be built once and sold widely.
3. Software alone is not a complete product; it must be packaged with other elements into targeted solutions for specific customer segments.
4. Strategic decisions cannot be outsourced and require judgment calls, as inputs like surveys cannot replace strategic thinking.
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
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
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
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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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
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...YourLegal Accounting
Effective financial management is important for expansion and scalability in the ever-changing US business environment. White Label Bookkeeping services is an innovative solution that is becoming more and more popular among businesses. These services provide a special method for managing financial duties effectively, freeing up companies to concentrate on their main operations and growth plans. We’ll look at how White Label Bookkeeping can help US firms expand and develop in this blog.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
High-Quality IPTV Monthly Subscription for $15advik4387
Experience high-quality entertainment with our IPTV monthly subscription for just $15. Access a vast array of live TV channels, movies, and on-demand shows with crystal-clear streaming. Our reliable service ensures smooth, uninterrupted viewing at an unbeatable price. Perfect for those seeking premium content without breaking the bank. Start streaming today!
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
2. Agenda Introductions Basics of Pricing Case Study #1: Consulting Case Study #2: iPass Exercise #1: Teleportation More About Software Pricing Exercise #2: SaaS (Innovation Games Online)
3. Objectives See where pricing fits Work a few exercises Appreciate the scope of issues Laugh a little Not a deep dive on financial modeling
4. Agenda Introductions Basics of Pricing Case Study #1: Consulting Case Study #2: iPass Exercise #1: Teleportation More About Software Pricing Exercise #2: SaaS (Innovation Games Online)
5. An Unapologetic Product Guy CMO at Enthiosys, agile product mgmt consultancy Business models/pricing, roadmaps Innovation Games® and customer needs Agile transformation, interim PM executive Repeat offender at software prod mgmt Tandem, Sybase, four start-ups “The Art of Product Management”and Product Bytes Haas executive education faculty
6. Product Management Executives Marketing/Sales Customers Development Where Does Product Mgmt Fit? strategy, forecasts, commitments, roadmaps,competitive intelligence Budgets, staff, targets market information, priorities, requirements, roadmaps, MRDs, personas, user stories… Field input, Market feedback software Segments, messages, benefits/features, pricing, sales support, demos…
7. Agenda Introductions Basics of Pricing Case Study #1: Consulting Case Study #2: iPass Exercise #1: Teleportation More About Software Pricing Exercise #2: SaaS (Innovation Games Online)
10. Bottoms-Up or Top-Down? We’ll be focused on market pricing (bottoms-up) “What the market will bear” Considering pricing models and specific prices Companies also need top-down Justifying R&D investments, projecting revenue “We need higher prices to hit break-even sooner” Iterative Intersection of market, business model, costs…
11. Where Does Pricing Fit? Rarely the headline Part of the business model How do we make money? How much? Revenue/profit/shipment forecasts Supports core value proposition “Our product/service saves you $$$$… …and we want 15% of the savings.” Often an obstacle to buying Too complex Much too high (sticker shock) or too low (desperate) Free (no reason to trade up)
12. Company Models Big companies that do serious pricing analysis General Mills, Goldman Sachs, United Airlines, Toyota Small companies built on a pricing strategy SalesForce.com, NetFlix, ZipCar Companies that don’t handle pricing strategically Nearly everyone else
13. Philosophies and Approaches We have the data, resources and commitment to do serious pricing analysis Patient and scientific The market defines pricing models and prices Small fish, big pond We have an explicit pricing strategy But little data Our costs and ROI requirements define prices Cost-plus We can’t ship until someone picks a price
14. New and Mature Markets Outside threats, late- comers Compete on price Mature markets Let 1000 Flowers Bloom New markets New pricing models Dominant pricingmodel
15. Start with Customer View 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 B2B: often 5% to 15% Consumers often driven by fashion, not analytics
16. Pricing Your Start-Up 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
17. Business Model Framework Customer Value Analysis Identifies Value Licensing Terms and Conditions of Use Type of Value Exchange The way you make money Pricing How much money you make Profit Engine Causes More Money Making Events Enforcement Protection of Rights Customer ROI Model Quantifies Return A framework of interrelated choices that help you create offerings that provide maximum value. 17 ® 2009 Enthiosys
18. Software Value Exchange Models Time-based access (e.g. unlimited/month) Transaction (stock trade) Metered (seats, CPUs, named users) Hardware (appliances, dongles) Service (virus updates, support) Percentage of incremental revenue/savings Data-driven insights Charity? 18
19. Avoid Creating Pricing Problems DON’T… Make price the primary issue (usually) Over-complicate the sale Require customers to be smart Change prices too often DO… Support the business model/plan Reinforce (charge for) key benefits Pick natural units Make correct ordering easier
27. Agenda Introductions Basics of Pricing Case Study #1: Consulting Case Study #2: iPass Exercise #1: Teleportation More About Software Pricing Exercise #2: SaaS (Innovation Games Online)
28. Exercise: Consulting Services Your last start-up just closed, so you are suddenly a consultant. A prospective client needs market analysis, MRD, a pricing model. What are your pricing objectives? How to structure a project? Risks for you? For client?
29. Possible Objectives 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
30. Some Consulting Pricing Models 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)
32. Case study: iPass Founded 1996: new market, new application Falling asleep in Tokyo hotel Early clearinghouse for Internet “roaming” How do I dial into the ‘net when far from home? Target: corporate travelers, “road warriors” By 2004, covered 170 countries 20,000 dial-up numbers, 5000 hot spots… IPO July ’03, $1B market cap
33. iPass Transaction Model ISP, PTT, hotspot Customer Site Internet iPass Global Transaction Centers iPass Settlement System
34. Evolution of iPass Pricing Model Cost-plus pricing (mark up each POP 40%) Buy-side prices are visible Flattened by country (then continent) Simpler Customers indifferent to suppliers Overlay Home/Roam model Charge less at “home” but more to “roam” Lots of “home” substitutes but few “roam” alternatives
35. Network Effect: Strategic Leverage Early: low volumes, high supplier prices, difficult purchasing Grow user base, add more networks… Mid-cycle: can substitute suppliers, improve quality, simplify end user experience Companies want biggest network Networks want most roaming users Maturing: dominant player All major dial-up networks (BT, FT, DT, AT&T…) All major hotspots (T-Mobile…) Who wants to join the second-largest ATM network?
36. Selling Value-Added Data iPass was monitoring quality data For each dial-up attempt: POP, result, initial speed Aggregated and resold this to… Customers Prospects Network operators Hybrid model
37. Agenda Introductions Basics of Pricing Case Study #1: Consulting Case Study #2: iPass Exercise #1: Teleportation More About Software Pricing Exercise #2: SaaS (Innovation Games Online)
38. Workshop Exercise: Teleportation Founders: Stanford physicists with local VC Software plus expensive custom hardware Some arbitrary product limitations Inanimate objects only (no people) Under 40 pounds, under 18” diameter 2000 mile limit, arrival +/- 3 inches High power requirement (15 kW) 15 second recharge time Non-military, non-government
39. Not Yet a Product or Service… No target application or audience No go-to-market strategy No pricing model (how we will make money) No infrastructure/operations/support plan No marketing or sales staff Lots of blue sky discussions
40. Team Exercise: 20 minutes Break into groups of 4-6 Pick a target application Tell a specific user story How does customer define value? Competing offerings? Adoption challenges, infrastructure needs? Build a value proposition Justify a list price (quantity one)? Dimensions of discounting/bundling/tiers?
42. Agenda Introductions Basics of Pricing Case Study #1: Consulting Case Study #2: iPass Exercise #1: Teleportation More About Software Pricing Exercise #2: SaaS (Innovation Games Online)
43. Software Models: The Real Fun No natural cost-plus approach SaaS is how it’s delivered, not how it’s priced Possibilities: One-time license Recurring/rental Bundled with hardware Per transaction Prepaid usage…
44. Recurring vs. One-Time License Not (really) about how you deliver it One-Time Licensing Perpetual or long-term license plus support Pre-empt competition Some upgrade fees on major releases “Selling the future” Good because… Bad because…
45. Recurring vs. One-Time License Not (really) about how you deliver it Recurring / SaaS Monthly or annual fees No separate support or upgrades Upsell packages of capabilities Theoretically easy to cancel Good because… Bad because…
46. Mixed Models Most software solutions use multiple models Tiered capabilities (entry, standard, expert) per user per month Different units for bigger customers Software support levels (work hours, 7*24) Separately priced “connectors” Additional price for data import or conversion
47. Agenda Introductions Basics of Pricing Case Study #1: Consulting Case Study #2: iPass Exercise #1: Teleportation More About Software Pricing Exercise #2: SaaS (Innovation Games Online)
48. Exercise: SaaS Pricing Innovation Games® Online Extension of Luke Hohmann’s Innovation Games ® Originally conceived as face-to-face collaborative market research tools Target audiences Product managers/marketers In-house market researchers, paid consultants Companies (divisions) that do frequent customer collaboration/needs-finding Not-for-profit groups, open source projects
49. Buy A Feature An Innovation Game® where customers/prospects collaborate with a vendor to prioritize a backlog Vendor gets information about the features customers want first, and reasons for their preferences Product manager "prices" a list of potential features. Customers are given "money" and asked to collaborate with group to decide which features will be "purchased." The group has only enough money for a subset of features. They negotiate for the most important items, while explaining their decisions.
53. Break into teams… Describe a persona and use case How will customer value this service? Competitive options Natural unit of value exchange? “Quantity one” price? Levels, tiers or bundles? Present your recommendations
54. Take-Aways Market pricing starts with audience’s pain Pricing model aligned with pain Units make sense Savings >> price KISS Must support business model Complex pricing plans impede sales process Invest in research if you can Competition, interviews, historical databases
Be honest and humble. Most startups breathe their own smoke.
Cost-plus pricing (mark up each POP 40%)Buy-side prices are visibleCustomers encouraged to use cheapest numberFlattened by country (then continent)Simpler – outgrew unique price-per-POPSome POPs more profitable than othersCustomers indifferent to suppliersLeverage moves to buyer (iPass)“Home” seems expensive, “roam” is a bargainOverlay Home/Roam modelWhat we learned from long distance marketCharge less at “home” but more to “roam”Lots of “home” substitutes but few “roam” alternatives