This document discusses becoming a product manager and outlines the key responsibilities and career progression for a PM. It also discusses factors to consider when "productizing" or developing a new product and positioning it in the market. Some of the main points covered include:
- The role of a PM is to understand customer problems and find profitable solutions by working across teams.
- Career progression for a PM typically moves from more technical roles to broader business leadership roles overseeing multiple products or business units.
- When developing a new product, a PM must consider factors like the addressable market, competitors, customer needs, and business model to build successfully.
- An MBA or certification can help a PM speak the business
Product Manager to General Manager - Building a Career path TrajectoryPinkesh Shah
Adaptive Marketing hosted Dr. Parveen Jain for a networking session in Bangalore with the theme being Product Management and Product Marketing Career path. How can
SVPMA: Charting a Career Path to Dream Product Management JobSVPMA
SVPMA Jan 2014 monthly event
“Charting a Career Path to Your Dream Product Management Job” with Muffi Ghadiali, VP Product Management, OUYA Inc., Advisor and Lecturer at Stanford CSP
Read more: http://svpma.org/2014/01/january-2014/
Transitioning from Tech to Product ManagementUpUp Labs
Many product managers have a technical background, but how do you get that first gig? And once you've got the job, what special struggles do technical people have in a role that combines technical with business and customer understanding? Learn from Bruce McCarthy, a 20-year product person who has coached and mentored many technical people to become great at product management.
Not all of the fonts display correctly on Slideshare, so apologies there. Download the slides to see the speaker notes and de-mystify the images!
These slides are my own point of view on what product management is about, how it works in the real world, what I look for when hiring, and how to land that first gig.
I’ve started 3 companies, raised money, and been through 3 acquisitions (on both sides of the table). I’ve got 20 years product management experience in roles from PM to Business Development to VP of Product to Chief Product Person at companies from just me to 100k+, including Oracle, ATG, D&B, NetProspex, and now UpUp Labs, where I work with product management teams to provide coaching and tools to help them with their roadmaps.
Product Manager to General Manager - Building a Career path TrajectoryPinkesh Shah
Adaptive Marketing hosted Dr. Parveen Jain for a networking session in Bangalore with the theme being Product Management and Product Marketing Career path. How can
SVPMA: Charting a Career Path to Dream Product Management JobSVPMA
SVPMA Jan 2014 monthly event
“Charting a Career Path to Your Dream Product Management Job” with Muffi Ghadiali, VP Product Management, OUYA Inc., Advisor and Lecturer at Stanford CSP
Read more: http://svpma.org/2014/01/january-2014/
Transitioning from Tech to Product ManagementUpUp Labs
Many product managers have a technical background, but how do you get that first gig? And once you've got the job, what special struggles do technical people have in a role that combines technical with business and customer understanding? Learn from Bruce McCarthy, a 20-year product person who has coached and mentored many technical people to become great at product management.
Not all of the fonts display correctly on Slideshare, so apologies there. Download the slides to see the speaker notes and de-mystify the images!
These slides are my own point of view on what product management is about, how it works in the real world, what I look for when hiring, and how to land that first gig.
I’ve started 3 companies, raised money, and been through 3 acquisitions (on both sides of the table). I’ve got 20 years product management experience in roles from PM to Business Development to VP of Product to Chief Product Person at companies from just me to 100k+, including Oracle, ATG, D&B, NetProspex, and now UpUp Labs, where I work with product management teams to provide coaching and tools to help them with their roadmaps.
Preparing for the PM Interview by YouTube Product LeaderProduct School
Main takeaways:
-My story! What went well and how I did it.
-Mini case study- where I solve a PM question live.
-Pointers to effective resources (what books to read and how to prepare).
-Walk away with a PM interview toolkit.
How to Build Roadmaps that Stick - Roadmapping 301 (Bruce McCarthy) ProductCa...ProductCamp Boston
Wouldn't it be great if no one could argue with your roadmap? Wouldn't it just rock if you could cut through the endless debates and circular arguments, get to consensus, and just execute?
I'm Bruce McCarthy, VP of Product at NetProspex and Chief Product Person at UpUp Labs. In 17 years as a product person, I've built a roadmapping methodology on 5 pillars:
* Strategic goals
* Objective prioritization
* Shuttle diplomacy
* Transparent themes
* Punctuated equilibrium
At last year's ProductCamp, my standing-room-only session on prioritization was a huge hit with product people. This year I will focus on translating your priorities into a roadmap that will inspire your whole team to buy-in, stick with it, and over-deliver.
This presentation was delivered at ProductCamp Boston, May 4, 2013 by Bruce McCarthy
Slides Jordan Bergtraum recently used in his discussion w/ mentees of The Product Mentor.
Synopsis: The Product Management role is very broad. It requires an incredible variety of skills and can consume a human life. Is it time to break the role down into different functions?
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Software executives and software product managers focus first on putting the right products into their portfolios - since the primary drivers of market success are identifying the right markets, segments and customer problems to solve. Deciding what products to build, and their relative priority, is a top-down strategic process supported by metrics-driven engineering and program management
Product Manager 101: What Does A Product Manager Actually Do?Chris Cummings
This is an expanded and updated version of the original Product Manager 101. The purpose is to explain the role of the product manager and product management to new and prospective PMs as well as those who will interact with PMs.
What is a Product Manager? by Datank.ai's Product ManagerProduct School
Main takeaways:
- What is a Product Manager?
- What are some Product Manager archetypes?
- What does a day in the life of a Product Manager look like?
- How do you become a Product Manager?
Level Up! Advancing Your Product Management CareerChris Cummings
How do you graduate to senior roles as a Product Manager? We’ll start by putting some definition to those roles, then dig into some practical advice on how to make those kinds of transitions with a special focus on an issue every level PM contends with: Influencing others. Originally presented at the Boston Product Management Association Fall Mentorship Meeting, September 2015.
Product Roadmaps - Tips on how to create and manage roadmapsMarc Abraham
This presentation is focused on two areas with respect to product roadmaps. Firstly, a roadmap is a not a loose collection of timings and features. Secondly, it is key to define a product vision, goals and strategy before creating a roadmap.
User Experience and Product Management: Two Peas in the Same Pod?Jeff Lash
What is the difference between User Experience and Product Management? Where do you draw the line between the two? How can UXers work better with Product Managers? How can a UXer transition into product management? All these questions and more, answered in this presentation by Jeff Lash for the 2011 St. Louis User Experience conference on Feb 25, 2011.
Designing Successful International Go-To-Market StrategiesHans Bech
This white paper describes some of the challenges associated with international market penetration for software companies with long value chains. Further, it gives two real life examples of how companies have overcome these challenges using very different approaches.
Company XYZ changed from a channel-based approach to internationalization through acquisitions. Company ABC chose an international joint venture strategy to compensate for lack of staff and funds.
New is Easy but Right is Hard: Hacking Product ManagementBernard Leong
Talk given on 15 Nov 2013, in Hackers & Painters (http://http://hackersandpainters.sg/), Singapore @ Blk 71.
Synopsis: A great product is a synthesis of technology and business thinking. How do we decide what goes into the product and determine the roadmap of the product? How do we establish the balance between the business and technology of the product? In this session, we discuss some interesting lessons learned on product management and why both business leaders and technologists don't get it.
Every great product needs a clear, well-defined product roadmap. This Slideshare explains the whats, whys and hows of Product Roadmaps in plain English.
This is an evaluation sheet for a company pitch and can be used by investors or judges of pitch competitions. I used this regularly in first round meetings with companies as well. It is also a great resource for entrepreneurs to review to see if their pitch covers everything needed to sway an investor. This evaluation sheet is based on the "The 'Best' Startup Investor Pitch Deck": http://www.slideshare.net/Sky7777/the-best-startup-pitch-deck-how-to-present-to-angels-v-cs
As with everything else related to agile, the nature of the Product Owner role, and whether it is needed at all, depends a great deal on context. As teams discover this, it leads to some common questions:
What do Product Owners Really Do?
Do we even need Product Owners?
Join Kent to examine the Product Owner role and attempt to answer the above questions. He’ll share his experiences and give you a chance to share your perspectives with each other.
By the end of the session, you'll have more insight into the Product Owner role and how it applies (or not) to your situation. This includes an understanding of common organizational models for product owners (including what part of the organization they fit in), how to determine appropriate product ownership responsibilities for your situation, and whether you need Product Owners to have successful product ownership.
It is a fallacy that the roles are Product Manager vs. Product Owner. Both can, and do, co-exist in an organization. This presentation explains the role of software product manager and agile product owner. Useful for people not familiar with these terms.
Product management landscape on medium.comSofia Quintero
A 4000 ft view of product management content on Medium.
Medium is an incredible source of information for anybody interested in product management as a discipline. However, it can become overwhelming pretty quickly and you might find yourself jumping between posts not knowing exactly what to read and when.
In the last six months, we noticed a staggering number of posts being published on the topic of product management and decided to look into the publishing patterns of this category.
We wanted to see if we could find any metrics that could help us navigate this avalanche of information and collect the best that’s on offer on Medium. We partnered with the good people at DataStories, we scrapped the web and found some interesting patterns we would like to share with you.
We hope this research will help you find great authors to follow, useful content to read and spark an idea or two on how you can contribute to this ever growing community of product managers sharing their experiences and lessons.
The research with interactive graphs can be found http://datastories.com/product-management-landscape-in-medium
Preparing for the PM Interview by YouTube Product LeaderProduct School
Main takeaways:
-My story! What went well and how I did it.
-Mini case study- where I solve a PM question live.
-Pointers to effective resources (what books to read and how to prepare).
-Walk away with a PM interview toolkit.
How to Build Roadmaps that Stick - Roadmapping 301 (Bruce McCarthy) ProductCa...ProductCamp Boston
Wouldn't it be great if no one could argue with your roadmap? Wouldn't it just rock if you could cut through the endless debates and circular arguments, get to consensus, and just execute?
I'm Bruce McCarthy, VP of Product at NetProspex and Chief Product Person at UpUp Labs. In 17 years as a product person, I've built a roadmapping methodology on 5 pillars:
* Strategic goals
* Objective prioritization
* Shuttle diplomacy
* Transparent themes
* Punctuated equilibrium
At last year's ProductCamp, my standing-room-only session on prioritization was a huge hit with product people. This year I will focus on translating your priorities into a roadmap that will inspire your whole team to buy-in, stick with it, and over-deliver.
This presentation was delivered at ProductCamp Boston, May 4, 2013 by Bruce McCarthy
Slides Jordan Bergtraum recently used in his discussion w/ mentees of The Product Mentor.
Synopsis: The Product Management role is very broad. It requires an incredible variety of skills and can consume a human life. Is it time to break the role down into different functions?
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Software executives and software product managers focus first on putting the right products into their portfolios - since the primary drivers of market success are identifying the right markets, segments and customer problems to solve. Deciding what products to build, and their relative priority, is a top-down strategic process supported by metrics-driven engineering and program management
Product Manager 101: What Does A Product Manager Actually Do?Chris Cummings
This is an expanded and updated version of the original Product Manager 101. The purpose is to explain the role of the product manager and product management to new and prospective PMs as well as those who will interact with PMs.
What is a Product Manager? by Datank.ai's Product ManagerProduct School
Main takeaways:
- What is a Product Manager?
- What are some Product Manager archetypes?
- What does a day in the life of a Product Manager look like?
- How do you become a Product Manager?
Level Up! Advancing Your Product Management CareerChris Cummings
How do you graduate to senior roles as a Product Manager? We’ll start by putting some definition to those roles, then dig into some practical advice on how to make those kinds of transitions with a special focus on an issue every level PM contends with: Influencing others. Originally presented at the Boston Product Management Association Fall Mentorship Meeting, September 2015.
Product Roadmaps - Tips on how to create and manage roadmapsMarc Abraham
This presentation is focused on two areas with respect to product roadmaps. Firstly, a roadmap is a not a loose collection of timings and features. Secondly, it is key to define a product vision, goals and strategy before creating a roadmap.
User Experience and Product Management: Two Peas in the Same Pod?Jeff Lash
What is the difference between User Experience and Product Management? Where do you draw the line between the two? How can UXers work better with Product Managers? How can a UXer transition into product management? All these questions and more, answered in this presentation by Jeff Lash for the 2011 St. Louis User Experience conference on Feb 25, 2011.
Designing Successful International Go-To-Market StrategiesHans Bech
This white paper describes some of the challenges associated with international market penetration for software companies with long value chains. Further, it gives two real life examples of how companies have overcome these challenges using very different approaches.
Company XYZ changed from a channel-based approach to internationalization through acquisitions. Company ABC chose an international joint venture strategy to compensate for lack of staff and funds.
New is Easy but Right is Hard: Hacking Product ManagementBernard Leong
Talk given on 15 Nov 2013, in Hackers & Painters (http://http://hackersandpainters.sg/), Singapore @ Blk 71.
Synopsis: A great product is a synthesis of technology and business thinking. How do we decide what goes into the product and determine the roadmap of the product? How do we establish the balance between the business and technology of the product? In this session, we discuss some interesting lessons learned on product management and why both business leaders and technologists don't get it.
Every great product needs a clear, well-defined product roadmap. This Slideshare explains the whats, whys and hows of Product Roadmaps in plain English.
This is an evaluation sheet for a company pitch and can be used by investors or judges of pitch competitions. I used this regularly in first round meetings with companies as well. It is also a great resource for entrepreneurs to review to see if their pitch covers everything needed to sway an investor. This evaluation sheet is based on the "The 'Best' Startup Investor Pitch Deck": http://www.slideshare.net/Sky7777/the-best-startup-pitch-deck-how-to-present-to-angels-v-cs
As with everything else related to agile, the nature of the Product Owner role, and whether it is needed at all, depends a great deal on context. As teams discover this, it leads to some common questions:
What do Product Owners Really Do?
Do we even need Product Owners?
Join Kent to examine the Product Owner role and attempt to answer the above questions. He’ll share his experiences and give you a chance to share your perspectives with each other.
By the end of the session, you'll have more insight into the Product Owner role and how it applies (or not) to your situation. This includes an understanding of common organizational models for product owners (including what part of the organization they fit in), how to determine appropriate product ownership responsibilities for your situation, and whether you need Product Owners to have successful product ownership.
It is a fallacy that the roles are Product Manager vs. Product Owner. Both can, and do, co-exist in an organization. This presentation explains the role of software product manager and agile product owner. Useful for people not familiar with these terms.
Product management landscape on medium.comSofia Quintero
A 4000 ft view of product management content on Medium.
Medium is an incredible source of information for anybody interested in product management as a discipline. However, it can become overwhelming pretty quickly and you might find yourself jumping between posts not knowing exactly what to read and when.
In the last six months, we noticed a staggering number of posts being published on the topic of product management and decided to look into the publishing patterns of this category.
We wanted to see if we could find any metrics that could help us navigate this avalanche of information and collect the best that’s on offer on Medium. We partnered with the good people at DataStories, we scrapped the web and found some interesting patterns we would like to share with you.
We hope this research will help you find great authors to follow, useful content to read and spark an idea or two on how you can contribute to this ever growing community of product managers sharing their experiences and lessons.
The research with interactive graphs can be found http://datastories.com/product-management-landscape-in-medium
7 rules for productizing startup ideasKoen Delvaux
Presentation given as background for a mentor session for Founderinstitute in Brussels on 01/11/2010.
This was teh public part, for the "secret" part you'll have to watch the video on the website of the www.founderinstitute.be
The elusive hunt for finding product/market fit in your early startup is never easy. Here's some best practices from my own experiences founding & advising startups to bring discipline to that process.
Enjoyed this presentation? Subscribe to my weekly essays at http://www.sachinrekhi.com
Product managers drive the vision, strategy, design, and execution of their product. In this presentation I share my lessons learned on the art behind each of these four dimensions of product management.
Enjoyed this presentation? Subscribe to my weekly essays at sachinrekhi.com
As products and technologies continue to evolve, so too does the role of Product Management. We take a look at what Product Management is in 2016 and also ask some product experts and influencers what it will look like in the future.
This Brainmates presentation seeks to answer the question "What is product management?"
This presentation investigates this important strategic role and illustrates its responsibilities and functional applications.
A useful reference for people working in product management or who are interested in a career in this field.
** About Brainmates:
Brainmates is an Australian based business that has is championing the important role that Product Managers perform in delivering a product's that are loved by their customers and deliver a return on investment to the businesses that provide them.
Brainmates trains coaches and supported Product Management Professionals in all kinds of industries and business sizes. Contact the team on +61 1800 272 466 to see if we can help your products and business.
** Connect with Brainmates online:
Visit the Brainmates WEBSITE: http://bit.ly/1lQ51mE
Like Brainmates on FACEBOOK: http://bit.ly/2c0RVaO
Follow Brainmates on TWITTER: http://bit.ly/2bNhKft
Brainmates - Product Management Training and Expertise
The Agile Product Manager/Owner Dilemma (ProdCampNYC)Rich Mironov
As product managers grapple with Agile and scrum's product owner, how do we define roles, decide waht needs to be done, think broadly about go-to-market instead of narrowly about software creation, and map out a job that mortals could succeeed at?
(This was presented at Product Camp NYC in July '09.)
How to reach the next level in B2B sales growth by transitioning from product...The Naro Group
These slides are based on my notes preparing for a SNHU Sales Force Management Class to discuss organizing the sales effort. Specifically, how sales organizations today are moving from being product centric to business–issue centric. As a result sales people need to have a solid understanding of the customer business issues, goals, and objectives in order to add value. This may impact how a Sales Force and Territories are organized. (Geographic, Customer Type, Product Type). This also impacts the different types of selling roles within a sales organization. It’s hard to believe that even today large companies like Oracle and SunGard are just realizing they need to go from selling multiple products to technical buyers to selling business “solutions” to business buyers. One common thread is that in order to make this transition they first create their own unique sales process that defines the way they sell and supports their go-to-market strategy. From there they build the sales organization.
Product Marketing is frequently mentioned but not well understood. From Apple where PMMs are basically GMs to Google where they play a supporting role, everyone has a different definition. Having built this function at Skype and Evernote, here's how we approached it.
Strategies for Managing Sales Teams: How to find, select and compensate these...MaRS Discovery District
Hiring, managing and compensating effective salespeople is one of the biggest challenges faced by young companies, it can also be the area where most executives have the least experience and the most discomfort from a management perspective. This practical, experience based session will work through the importance of identifying, sourcing and hiring the right person for the needs of your business, considerations in managing them, and structuring compensation plans to incent the right results, and protecting the company's ability to turn a profit.
Helen Robert and Lynn Cameron, Managing Partners of TechEdge, and
Margo Crawford, President & CEO, Business Sherpa
Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting
The Chameleon Product Management Model Pat Scherer
Product Management roles have continuously evolved since P&G’s 1931 introduction of the “brand man”. PM models which focus on strategy, planning and brand management are incomplete in today’s dynamic world of Agile, Lean, digital presence, growth-hacking and crowdsourcing. Pat Scherer introduces an alternative model that she has employed with Executives and Product teams to
• Visualize “whole product” requirements, lifecycles and organizational roles
• Assess skills and skill gaps
• Align priorities between leadership and teams
Infosession on Product Management CareersPinkesh Shah
Career Growth often rewards to the one who continuously upskills and stays current with the industry. What got you here may not get you there! Are you wondering just what it takes to stand out in this crowd and take your career to the next level leveraging new age skills like Product Management, UX and Data Science?
It takes action. Set aside all the hows, ifs and buts and think about how it will feel when you reach the peak of your career. Envision the buzz when you transform from an also-ranner to a cross functional Business Leader.
“Mid Career Transitions are like changing planes in the air,” says Prof. Shah, a Silicon Valley Product Executive (ex. VP Products McAfee) sharing how 100's of professionals have managed to successfully accelerate their career paths.
Webinar - Are We Equipped to Market Our Product Online? - A Possible Approach!Pinkesh Shah
Institute of Product Leadership in association with Adaptive Marketing take great pleasure in inviting you to the monthly webinar series for Product Professionals. Our theme for this webinar will be about "Are We Equipped to Market Our Product Online? - A Possible Approach! "
Most of us believe that Online is exploding.
Most of us, marketers, believe that Online is the only way to market our products.
Are we equipped enough to LEVERAGE online channel for our PRODUCT marketing & its objectives?
Please come over to the Webinar and find some possible approaches.
Welcome!
Speaker
RatanKK is an experienced eMarketer on a mission to deploy cutting edge eMarketing Solutions. Executions of these tactics help Clients to acquire paying customers & to increase their Revenues & Cash flows.
In this endeavour, through his company GutsGo eMarketing, he conducts training programs and workshops in the core areas of eMarketing viz., SEO, PPC, Social Media, Web Analytics, eMail. In the last 3 years, he has trained more than 850 marketing professionals. He has conducted workshops at DuPont (Integrated eMarketing – SEO, PPC, SMM), GlaxoSmithKline (SMM), AOL (Integrated eMarketing - Banner Advertising & Web Analytics). He is a Visiting Professor for eMarketing Elective at Indian Institute of Management, Ahmedabad.
Webinar - 5 ways patents can help you develop better productsPinkesh Shah
Institute of Product Leadership in association with Adaptive Marketing take great pleasure in inviting you to the monthly webinar series for Product Professionals. Our theme for this event will be about "5 ways patents can help you develop better products "
This webinar is mainly focussed on demestifying patents for entrepreneurs running product companies. The webinar can be attended by all product developers. They should attend this to a understand how to develop better products faster, by learning from the best technologists in the world.
Building & Managing Products for Emerging MarketsPinkesh Shah
Building & Managing Products for Emerging Markets
that every Product Professionals should know - with Ravi Kaushik Director of Product Marketing & Product Management GE Healthcare Bangalor
How do you build an innovation culture in your team? – An 8-Step GuidePinkesh Shah
Institute of Product Leadership in association with Adaptive Marketing organises monthly series of Product Professionals networking event .Our theme for this event was about How do you build an innovation culture in your team? – An 8-Step Guide that every Product Professionals should know.
Speaker for this event was Prof. Rishikesha T Krishnan IIMB .
Negotiation & Leading by Influence Skills for Product ProfessionalsPinkesh Shah
Vishy P. Director of Academics at Institute of Product Leadership presented at the networking event hosted by Adaptive Marketing India on "Essential Soft Skills for Product Professionals"
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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2. Role of a PMBeyond requirements analysis CEO for the product Talk about customers and their problems as opposed to company and their products Master Orchestrator of the “Value Journey” that works with cross functional teams Finding compelling, competitive and profitable solutions to market problems
3. Career Path for a PM - Title CEO Product BU Owner Portfolio Owner Product Line Owner Product Business Owner Product Features Owner Product Module Owner 3
5. Lots to consider M&A Addressable market New Competencies Fleeting or lasting? New Routes to Market Market Size Core Competencies Customer Pain - Size Sales / Support Investments Can I make money with it? Big Fish in Small Pond? Direct Competitors Willingness to Pay Resource Competitors Target Customer Types Substitutes Target Segments Positioning Switching costs Barriers to entry Timing Organizational Appetite
6. Progression Accelerators 6 Business Credentials (MBA/Certifications) Stakeholder Feedback Successful product launches Profitability Targets Team building II (Influentiality Index) Demonstrable knowledge of full spectrum “productizing” process Accelerators have a different effect at every stage
7. “Productizing” Process 7 Market Analysis Strategic Planning Product Planning Go To Market Sales Enablement Value Management = Product Management Choosing to Build Building Profitably Building it right Marketing it right Selling effectively
8. Product Positioning Routes to market Marketing Plan Launch Plan Customer Acquisition Target Market Sizing Product Strategy Buy/Build/ Partner Pricing & Packaging Business Model & Plan Requirements Product Line Economics Personas & Scenarios Market Acceptance Planning Product Roadmap Collaterals & Sales Tools Lead Gen & PreSales Channel & Sales Training Evangelism Thought Leadership Revenue Market Analysis Strategic Planning Go To Market Sales Support Product Planning Value Research & Analytics Resources & Competency Competitive Analysis Win/Loss Analysis Performance Analysis Adaptive Productizing FrameworkTM Marketing it right Building it right Selling effectively Choosing to Build Building Profitably 8
9. 5 Compelling Reasons for MBA/Certs 9 Whether you like it or not, it’s a filtering criteria Good training/MBA will actually teach you frameworks for solving most product challenges It allows you to speak the business language, terminology helps with credibility If you are techie this is one of the fastest ways to become a generalist It allows you to learn how to learn!
10. Tips 10 Understand your assets/strengths Augment yourself with as many “Accelerators” as feasible Benchmark success in your organization Improve your “terminology” vocabulary before you develop deeper expertise For PMs with technology background its important to become a generalist MBA/Certification – in some cases its necessary but in most cases wont be sufficient
Talk about the vicious cycleVicious cycle of shifting focus from technology to revenue to branding to cost containment goes endlesslyWho knows what customers really need and will actually pay for it?Who knows the characteristics of what target customer even looks like?What customer problems are we actually solving?Product marketing and product management are often fused together as inbound product management vs. outbound product managementOrganizationally where should a PM sit?Culturally it depends on the power houses – engineering, business etc.Discussion on who is doing product marketing and product management for you?
Talk about competencies in this slideMarket size, Addressable marketSize of your customer relative to youDoes customer have Substitutes?Customer’s switching cost to and from your productWhat kind of competitors?If no competitors, are you sure there’s a market? Have others tried before?Can you beat competitors? If you can, do you want to? What is Willingness to Pay?Big fish in a small pond or vice-versa? Which one suits you better?Is product perceived as commodity? Can you reposition for higher value?Every day or occasional use. Critical or nice-to-have. Fleeting opportunity or here to stayExtended Product Category – are there big competitors there? Barriers to entry?Does your organization have what it takes?Do you have the right type of engineers? Are you a creating a HW product inside a SW company? Are you selling to the enterprise but not willing to provide 24-hour support? Do you need high-touch sales when your company doesn’t have it?New investments – new salespeople, routes to market, engineers?Political factors – Will your Organization go for it? Can you align with corporate initiatives?
As you go through the value journey there are a couple of steps in this process. Whether you are an entrepreneur launching a new product, intrapreneur who is launching a new product line in a bigger company or in charge of running a product line/portfolio for existing products in an existing company – the model remains the same.We will see some of the differences in the approach and activities that a Product Manager does between new and existing products in a second but the fundamental milestones remain the same.In Understanding Value – you are answering questions like “ who is the target customer for this product, otherwise also called as MIC (Most important customer) or Persona”. What market problems with high pain points exist with that persona and what are the alternatives?”Then you move to “which of those market problems are you choosing to solve as you design your solution” - Creating ValueThen “is there a willingness to pay for that problem?” – capture value“Is your solution appealing to the persona and is there perceived value in the minds of the persona for your proposition” – Communicating Value“Can the prospect “easily” avail and use your product? What is the total experience with the product “ – Delivering Value