This document provides personas and descriptions of different types of product managers. It describes Martha, a seasoned product manager who manages an established product in an automated way focusing on performance and process. It describes Barney, an advocate focused on managing stakeholder expectations and ensuring happy customers. It describes Sabrina, a strategic marketer who focuses on developing comprehensive solutions and telling the full story to prospects. It describes Jess, a director of product delivery focused on new features and technologies.
1) The document discusses customer validation, which involves getting ready to sell, selling to early customers, and verifying the business model.
2) It emphasizes the importance of preparing sales collateral, distribution channels, and roadmaps before making initial sales.
3) Customer validation also involves developing company and product positioning based on insights from early sales, and verifying various aspects of the business.
Dimensional Design is an integrated design and branding firm that develops marketing tools like graphics, displays, exhibits, and marketing interiors for corporations. They fuse creative design with craftsmanship and have experience across industries. Dimensional Design has in-house production capabilities to bring designs to life cost-effectively and ensure brand consistency. They take a strategic approach to help clients strengthen their brands through innovative marketing solutions.
Slides used in 2 hour introductory workshop to explain to team members in an accounting firm what The Paradox™ Process is, how it will help the firm work more closely with clients, and how team members, the firm and its clients will benefit as a result. The slides are graphical, not wordy. For more information on the content delivered during the workshop please email michael [dot] carter [at] businessfitness [dot] net.
Motive closed 5 early customers, called Lighthouse Customers, to validate their business model and product approach before their public launch in April 1998, which helped them achieve $60M in bookings over the next 18 months. Motive used a Lighthouse Customer program to learn about problems, validate features and benefits, and establish reference customers prior to launch. The document discusses Motive's goals, categories and targets for the Lighthouse Customer program and provides a status update on progress with round two customers.
Why should your business exist? That is the core question to answer for any firm. The presentation shows how you find great answers to this question.
Presentation held at the Startup Camp Switzerland 2012, February 18th, Basel
The document discusses the Engage to Launch workshop, which was developed to help stalled startups and ventures within large companies restart growth. The workshop focuses on engaging with customers early to validate business models through customer feedback and testing ideas. Participants work through frameworks to define problems, generate solutions, and refine business models based on customer input. They arrange meetings to get feedback, solicit input to improve their ideas, and recruit early customers. The goal is to help companies fail fast through customer validation so they can pivot quickly rather than clinging to ideas that don't work.
Lean Planning for Nimble Agences - Mirren New Business Conference 2012The Difference Engine
This was the talk I presented at the Mirren New Business Conference on May 2, 2012 in New York. The audience was mainly small and mid-sized agencies - and we had an excellent, engaged audience. Thanks to all who made it (or watched over the streaming service)!
14 Tips to Entrepreneurs to start the Right StuffPatrick Stähler
14 tips for Entrepreneurs how they can develop from an idea the Right Thing. The Right is being loved by your customers, gives meaning to you and employees and is profitable. Finding and later doing the Right Thing is an agile and iterative learning journey. With these 14 tips you can profit from the experience of successful entrepreneurs since you do not have to experience and fail by yourself. Hopefully, the slide deck helps other entrepreneurs.
1) The document discusses customer validation, which involves getting ready to sell, selling to early customers, and verifying the business model.
2) It emphasizes the importance of preparing sales collateral, distribution channels, and roadmaps before making initial sales.
3) Customer validation also involves developing company and product positioning based on insights from early sales, and verifying various aspects of the business.
Dimensional Design is an integrated design and branding firm that develops marketing tools like graphics, displays, exhibits, and marketing interiors for corporations. They fuse creative design with craftsmanship and have experience across industries. Dimensional Design has in-house production capabilities to bring designs to life cost-effectively and ensure brand consistency. They take a strategic approach to help clients strengthen their brands through innovative marketing solutions.
Slides used in 2 hour introductory workshop to explain to team members in an accounting firm what The Paradox™ Process is, how it will help the firm work more closely with clients, and how team members, the firm and its clients will benefit as a result. The slides are graphical, not wordy. For more information on the content delivered during the workshop please email michael [dot] carter [at] businessfitness [dot] net.
Motive closed 5 early customers, called Lighthouse Customers, to validate their business model and product approach before their public launch in April 1998, which helped them achieve $60M in bookings over the next 18 months. Motive used a Lighthouse Customer program to learn about problems, validate features and benefits, and establish reference customers prior to launch. The document discusses Motive's goals, categories and targets for the Lighthouse Customer program and provides a status update on progress with round two customers.
Why should your business exist? That is the core question to answer for any firm. The presentation shows how you find great answers to this question.
Presentation held at the Startup Camp Switzerland 2012, February 18th, Basel
The document discusses the Engage to Launch workshop, which was developed to help stalled startups and ventures within large companies restart growth. The workshop focuses on engaging with customers early to validate business models through customer feedback and testing ideas. Participants work through frameworks to define problems, generate solutions, and refine business models based on customer input. They arrange meetings to get feedback, solicit input to improve their ideas, and recruit early customers. The goal is to help companies fail fast through customer validation so they can pivot quickly rather than clinging to ideas that don't work.
Lean Planning for Nimble Agences - Mirren New Business Conference 2012The Difference Engine
This was the talk I presented at the Mirren New Business Conference on May 2, 2012 in New York. The audience was mainly small and mid-sized agencies - and we had an excellent, engaged audience. Thanks to all who made it (or watched over the streaming service)!
14 Tips to Entrepreneurs to start the Right StuffPatrick Stähler
14 tips for Entrepreneurs how they can develop from an idea the Right Thing. The Right is being loved by your customers, gives meaning to you and employees and is profitable. Finding and later doing the Right Thing is an agile and iterative learning journey. With these 14 tips you can profit from the experience of successful entrepreneurs since you do not have to experience and fail by yourself. Hopefully, the slide deck helps other entrepreneurs.
This document discusses customer development and its importance for startups. It argues that product development alone is not enough and that startups need a parallel process focused on customer development from the beginning. This includes discovering customers, validating problems and solutions, creating customers, and building a company around them. Customer development should be iterative and focus on learning rather than linear execution. It is as important as product development for startup success.
This document provides an agenda and materials for a customer development class focusing on customer validation. The agenda includes reviewing two case studies of HP Kittyhawk and Wildfire, as well as a discussion of customer validation. The materials include slides on the HP Kittyhawk case, an overview of the customer validation phase, and details on getting ready to sell including articulating a value proposition, developing sales collateral, mapping channels and sales, hiring a sales closer, and formalizing advisory boards.
Data Insights Driven Business Model InnovationPatrick Stähler
Is data the next thing? Really, or are the insights into data the next big thing?
This is my keynote at the Sights 2107 conference by the Data Insight company Squirro.
If you want to understand the power of data insights, it is important to understand the business models of Monsanto's Climate Corporation, BlackRock's Aladdin, Würth, Amadeus, Google, and others.
What will be next frontiers of data insight driven business model innovations? The war is on audio and voice. That's why Amazon, Google, Microsoft, and Apple have all launched voice recognition services. Google is the winner so far in text, pictures, and video. Who will it be for audio?
The challenge is that data insights driven business models tend to create monopolies due to the underlying economics, that raises ethical questions since without ethics eg. the control of all data from farmers and their crops is close to world domination since food is the basic of our living. So do we want to have Monsanto's Climate Corporation be the only big kid on the block?
How to ensure your brand delivers growth for your businessB2B Marketing
The document discusses how to assess if a company's brand positioning needs attention and how to ensure positioning leads to business growth. Some signs that positioning needs work include if it can't be summarized concisely, isn't understood within the business, or doesn't challenge assumptions. Common reasons for positioning to fail include treating it as abstract rather than practical, focusing on models over implementation, and aiming for vague consensus. The document outlines five hallmarks of effective positioning: prosperity, integrity, elegance, craft, and curiosity. It provides examples and offers steps to evaluate a company's current positioning strengths.
The document shows John Wieschhaus' resume, portfolio of work samples and client list. It promotes his graphic design agency, Wish Creative, which provides branding and marketing services for various industries.
The document provides guidance on personal branding and developing an effective personal brand. It discusses defining one's unique value proposition based on their skills, experiences, and how they can address a company or role's needs. It emphasizes distinguishing between selling oneself versus selling what one can deliver. The document also covers developing an elevator pitch, resume, and networking strategy to effectively market one's personal brand.
This document provides information about Dimensional Design, a design and fabrication company established in 1988 in Atlanta, GA. It summarizes the company's capabilities, including industrial and graphic design, computer modeling, engineering, and custom fabrication. It also outlines Dimensional Design's creative process, focusing on understanding client needs and goals to develop tailored solutions, and describes client case studies and the company's experience working with brands like Nike and DiversiTech.
This document provides an agenda for a Boot Camp 4 Entrepreneurs Session 2 on April 16, 2012 from 5-6:30 PM. The agenda covers feasibility testing, agile business planning, getting to a minimum viable product, prototyping and selling, and reviewing key financial statements (income statement, cash flow statement, balance sheet). It also discusses building something customers want, exceeding customer expectations, and executing effectively using Getting Things Done and SCRUM methodologies.
This document provides an agenda for Boot Camp 4 Entrepreneurs Session 2 on April 16, 2012 from 5-6:30 PM. The agenda covers feasibility testing, agile business planning, getting to a minimum viable product, and bonus content on the E-Myth business model. Topics include homework review, pitching prospects, strategy scoreboards, crossing the chasm, targeting customer pain points, prototypes, and getting work done using scrum.
This document provides an overview and syllabus for the course "Customer Development in the High-Tech Enterprise" taught by Steve Blank. The course is divided into two parts over 12 weeks and will cover key concepts in customer development, applying the customer development methodology to case studies of companies, and having student teams conduct a research project analyzing a company using customer development. The syllabus outlines the weekly classes, assigned readings, cases to be discussed, application exercises for students, and the team research project which accounts for 50% of the grade. The course aims to teach students how to reduce product/market risk and bring new products to market through customer development and validation.
This document provides an overview of lean planning and how agencies can adopt lean startup principles. It discusses that lean planning focuses on continuous customer interaction, establishing revenue goals from the beginning, and assuming features and customers are unknowns. Agencies are traditionally not built to be lean, focusing on large commissions and billings. The document advocates adopting lean principles like prototyping, testing hypotheses with customers, being willing to pivot ideas based on learning, and iterating campaigns based on customer feedback rather than assuming big, perfect campaigns are needed. The overall message is that lean planning prioritizes minimum viable products, continuous learning, and adapting based on discovering what customers really want rather than large pre-defined projects.
The document provides information on how to build a startup, including lessons on common startup mistakes and tools for startups. It discusses how startups are different from large companies and should not try to emulate them. Specifically, it outlines customer development as the key process startups need to search for a business model, rather than executing a predetermined plan. Pivoting quickly based on customer feedback is also emphasized. The minimum viable product and business model canvas are presented as important startup tools.
The document discusses the strategic role of product management. It begins by explaining that product management is an important role in technology companies to ensure they are market-driven and build products that customers want. However, many technology companies do not truly understand the role of product management or how it differs from marketing and sales. The document aims to clarify the definitions and strategic importance of product management versus common misconceptions about marketing and sales.
What your strategy professors forgot to teach youPatrick Stähler
Our strategy professors always taught us that you have to position yourself in the right industry, analyze the market or have the right core competencies. And innovation will happen in products and processes. Really?
With the classical units of analysis for strategy like industry, markets we do not understand what is happening out there in the digital area.
We need a new unit of analysis. The only constant in the digital tsunami is the job we solve for our customer. And only the business model is in the end decisive for value creation aka solving the job of the customers.
The locus of innovation in the digital age is the business model and all its elements. The business model gives us new boxes to think in an thereby breaking the barriers of our conventional thinking about products, markets or industries.
Besides the business model, we need a new process to plan in. Strategic planning does not work since it wants to predict the future. With entrepreneurial design, we do not plan the result of the process but the process itself to discover the future.
The document summarizes a lecture on business models and customer development. It discusses how startups used to believe they should execute a plan, but now know they must search for a business model through customer development. It outlines the four steps of customer development: customer discovery, customer validation, customer creation, and company building. It provides an example of a startup, Graphene Frontiers, that went through the Lean LaunchPad class to test hypotheses and secure partnerships through customer conversations to further develop their business model.
This document provides guidance on branding for small businesses. It discusses how branding is important for differentiation in competitive markets. Small businesses often do not understand basic marketing principles and think branding is expensive. The document then discusses how to design an effective brand through defining its name, personality, story, promise and positioning. It also provides examples of successful brands that have well-defined personalities and stories that make them easy to promote and recognize.
Why Everything You Know About Entrepreneurship May Be Wrongnathanfurr
This document discusses how traditional entrepreneurship theories and practices may be wrong. It argues that entrepreneurship has focused too much on business planning, product development, and resource gathering rather than experimentation and problem solving for unknown problems. The document presents an alternative paradigm called "Nail It then Scale It", which focuses on getting out of the building to understand customer pain, failing fast through inexpensive experiments, being intellectually honest in learning from failures, and progressing through five phases before prematurely scaling up. This new paradigm may better address the high failure rates of startups by emphasizing discovery and validation over planning and execution.
Presentation on how to contribute to the WordPress Codex by Lorelle VanFossen http://lorelle.wordpress.com/ Tips, techniques, and information on how to edit and write on the WordPress Codex, the open source online manual for WordPress users. Ideal for WordPress Meetup and user groups for a WordPress Codex Night or to learn about how the main documentation for WordPress works. For more information on the WordPress Codex, see http://codex.wordpress.org/
Create new folder under All Programs. Where you can keep other files and program or short. Also you organised you Start Menu as per need. This presentation created in Windows 7 32 bit.
This document discusses customer development and its importance for startups. It argues that product development alone is not enough and that startups need a parallel process focused on customer development from the beginning. This includes discovering customers, validating problems and solutions, creating customers, and building a company around them. Customer development should be iterative and focus on learning rather than linear execution. It is as important as product development for startup success.
This document provides an agenda and materials for a customer development class focusing on customer validation. The agenda includes reviewing two case studies of HP Kittyhawk and Wildfire, as well as a discussion of customer validation. The materials include slides on the HP Kittyhawk case, an overview of the customer validation phase, and details on getting ready to sell including articulating a value proposition, developing sales collateral, mapping channels and sales, hiring a sales closer, and formalizing advisory boards.
Data Insights Driven Business Model InnovationPatrick Stähler
Is data the next thing? Really, or are the insights into data the next big thing?
This is my keynote at the Sights 2107 conference by the Data Insight company Squirro.
If you want to understand the power of data insights, it is important to understand the business models of Monsanto's Climate Corporation, BlackRock's Aladdin, Würth, Amadeus, Google, and others.
What will be next frontiers of data insight driven business model innovations? The war is on audio and voice. That's why Amazon, Google, Microsoft, and Apple have all launched voice recognition services. Google is the winner so far in text, pictures, and video. Who will it be for audio?
The challenge is that data insights driven business models tend to create monopolies due to the underlying economics, that raises ethical questions since without ethics eg. the control of all data from farmers and their crops is close to world domination since food is the basic of our living. So do we want to have Monsanto's Climate Corporation be the only big kid on the block?
How to ensure your brand delivers growth for your businessB2B Marketing
The document discusses how to assess if a company's brand positioning needs attention and how to ensure positioning leads to business growth. Some signs that positioning needs work include if it can't be summarized concisely, isn't understood within the business, or doesn't challenge assumptions. Common reasons for positioning to fail include treating it as abstract rather than practical, focusing on models over implementation, and aiming for vague consensus. The document outlines five hallmarks of effective positioning: prosperity, integrity, elegance, craft, and curiosity. It provides examples and offers steps to evaluate a company's current positioning strengths.
The document shows John Wieschhaus' resume, portfolio of work samples and client list. It promotes his graphic design agency, Wish Creative, which provides branding and marketing services for various industries.
The document provides guidance on personal branding and developing an effective personal brand. It discusses defining one's unique value proposition based on their skills, experiences, and how they can address a company or role's needs. It emphasizes distinguishing between selling oneself versus selling what one can deliver. The document also covers developing an elevator pitch, resume, and networking strategy to effectively market one's personal brand.
This document provides information about Dimensional Design, a design and fabrication company established in 1988 in Atlanta, GA. It summarizes the company's capabilities, including industrial and graphic design, computer modeling, engineering, and custom fabrication. It also outlines Dimensional Design's creative process, focusing on understanding client needs and goals to develop tailored solutions, and describes client case studies and the company's experience working with brands like Nike and DiversiTech.
This document provides an agenda for a Boot Camp 4 Entrepreneurs Session 2 on April 16, 2012 from 5-6:30 PM. The agenda covers feasibility testing, agile business planning, getting to a minimum viable product, prototyping and selling, and reviewing key financial statements (income statement, cash flow statement, balance sheet). It also discusses building something customers want, exceeding customer expectations, and executing effectively using Getting Things Done and SCRUM methodologies.
This document provides an agenda for Boot Camp 4 Entrepreneurs Session 2 on April 16, 2012 from 5-6:30 PM. The agenda covers feasibility testing, agile business planning, getting to a minimum viable product, and bonus content on the E-Myth business model. Topics include homework review, pitching prospects, strategy scoreboards, crossing the chasm, targeting customer pain points, prototypes, and getting work done using scrum.
This document provides an overview and syllabus for the course "Customer Development in the High-Tech Enterprise" taught by Steve Blank. The course is divided into two parts over 12 weeks and will cover key concepts in customer development, applying the customer development methodology to case studies of companies, and having student teams conduct a research project analyzing a company using customer development. The syllabus outlines the weekly classes, assigned readings, cases to be discussed, application exercises for students, and the team research project which accounts for 50% of the grade. The course aims to teach students how to reduce product/market risk and bring new products to market through customer development and validation.
This document provides an overview of lean planning and how agencies can adopt lean startup principles. It discusses that lean planning focuses on continuous customer interaction, establishing revenue goals from the beginning, and assuming features and customers are unknowns. Agencies are traditionally not built to be lean, focusing on large commissions and billings. The document advocates adopting lean principles like prototyping, testing hypotheses with customers, being willing to pivot ideas based on learning, and iterating campaigns based on customer feedback rather than assuming big, perfect campaigns are needed. The overall message is that lean planning prioritizes minimum viable products, continuous learning, and adapting based on discovering what customers really want rather than large pre-defined projects.
The document provides information on how to build a startup, including lessons on common startup mistakes and tools for startups. It discusses how startups are different from large companies and should not try to emulate them. Specifically, it outlines customer development as the key process startups need to search for a business model, rather than executing a predetermined plan. Pivoting quickly based on customer feedback is also emphasized. The minimum viable product and business model canvas are presented as important startup tools.
The document discusses the strategic role of product management. It begins by explaining that product management is an important role in technology companies to ensure they are market-driven and build products that customers want. However, many technology companies do not truly understand the role of product management or how it differs from marketing and sales. The document aims to clarify the definitions and strategic importance of product management versus common misconceptions about marketing and sales.
What your strategy professors forgot to teach youPatrick Stähler
Our strategy professors always taught us that you have to position yourself in the right industry, analyze the market or have the right core competencies. And innovation will happen in products and processes. Really?
With the classical units of analysis for strategy like industry, markets we do not understand what is happening out there in the digital area.
We need a new unit of analysis. The only constant in the digital tsunami is the job we solve for our customer. And only the business model is in the end decisive for value creation aka solving the job of the customers.
The locus of innovation in the digital age is the business model and all its elements. The business model gives us new boxes to think in an thereby breaking the barriers of our conventional thinking about products, markets or industries.
Besides the business model, we need a new process to plan in. Strategic planning does not work since it wants to predict the future. With entrepreneurial design, we do not plan the result of the process but the process itself to discover the future.
The document summarizes a lecture on business models and customer development. It discusses how startups used to believe they should execute a plan, but now know they must search for a business model through customer development. It outlines the four steps of customer development: customer discovery, customer validation, customer creation, and company building. It provides an example of a startup, Graphene Frontiers, that went through the Lean LaunchPad class to test hypotheses and secure partnerships through customer conversations to further develop their business model.
This document provides guidance on branding for small businesses. It discusses how branding is important for differentiation in competitive markets. Small businesses often do not understand basic marketing principles and think branding is expensive. The document then discusses how to design an effective brand through defining its name, personality, story, promise and positioning. It also provides examples of successful brands that have well-defined personalities and stories that make them easy to promote and recognize.
Why Everything You Know About Entrepreneurship May Be Wrongnathanfurr
This document discusses how traditional entrepreneurship theories and practices may be wrong. It argues that entrepreneurship has focused too much on business planning, product development, and resource gathering rather than experimentation and problem solving for unknown problems. The document presents an alternative paradigm called "Nail It then Scale It", which focuses on getting out of the building to understand customer pain, failing fast through inexpensive experiments, being intellectually honest in learning from failures, and progressing through five phases before prematurely scaling up. This new paradigm may better address the high failure rates of startups by emphasizing discovery and validation over planning and execution.
Presentation on how to contribute to the WordPress Codex by Lorelle VanFossen http://lorelle.wordpress.com/ Tips, techniques, and information on how to edit and write on the WordPress Codex, the open source online manual for WordPress users. Ideal for WordPress Meetup and user groups for a WordPress Codex Night or to learn about how the main documentation for WordPress works. For more information on the WordPress Codex, see http://codex.wordpress.org/
Create new folder under All Programs. Where you can keep other files and program or short. Also you organised you Start Menu as per need. This presentation created in Windows 7 32 bit.
Mergers and acquisitions involve combining two companies to capitalize on their mutual strengths and synergies. A merger unifies two similar companies, while an acquisition involves a larger company purchasing a smaller one. These strategies allow companies to scale up operations, gain market share, and leverage each other's expertise and resources. Key considerations for mergers and acquisitions include ensuring strategic fit, capitalizing on synergies, evaluating market opportunities, and creating long-term value for stakeholders. Comprehensive planning is required for integration activities like financial modeling, governance, HR strategy, and marketing.
This document discusses diversity in the workplace. It defines diversity as respecting and understanding differences between individuals. It states that discrimination harms productivity and morale, and is also illegal. While the US is often described as a melting pot, most minorities actually live in certain areas, so diversity is lacking in many parts of the country. Specifically, the Midwest and South are predominantly white, while some metropolitan areas have larger black, Asian, and Hispanic populations. Fostering diversity can increase creativity, innovation, and problem solving by bringing in multiple perspectives.
The document discusses the role of certification authorities in enabling e-commerce through establishing trust between parties. It explains that certification authorities issue digital certificates that map public keys to identities, allowing for the authentication of users and encryption of communications. The document outlines some of the main cryptographic techniques used, including secret key cryptography, public key cryptography for confidentiality and signatures for authenticity and integrity. It describes how public key infrastructure establishes a trusted system involving certification authorities that enable secure e-commerce transactions through protocols like SSL and SET.
1) Technology alone is not enough to engage students in science and math - while technology is widely available, student understanding and interest has not increased significantly.
2) Technology should be used as a tool to enhance learning, not as a replacement for strong teaching of core concepts. Teachers must avoid focusing solely on strategies or concepts without the other.
3) For technology to truly function as a learning tool, it must enable students to accomplish, understand, and attempt things they could not otherwise do. Otherwise, it is just entertainment and not furthering educational goals.
The document summarizes Newcastle's bid to host the 2008 Olympic Games. It describes the various venues that would be used, including renovating existing stadiums and constructing new ones. It outlines the locations of the venues and the events that would take place at each one. It also discusses plans for transportation, accommodations for athletes, security measures, and support from local and national governing bodies.
Dubai experienced rapid growth from 1990 to 2007 fueled by rising oil prices, which led to extensive real estate development projects including artificial islands, the world's tallest and most luxurious buildings, and plans to build resort cities in the desert. However, the global financial crisis that began in 2007 has called into question where the massive amounts of money funding these projects originated.
This document discusses transaction brokerage and agency relationships in real estate. It begins with background on how brokerage relationships have evolved from caveat emptor to offering choices. It then covers key questions about agency and transaction brokerage. Finally, it discusses how different states handle agency, either making it automatic or allowing it only by written agreement. The overall message is that brokerage relationships can be simplified to two roles - exclusive service or impartial service - and two relationship types - transaction broker or agent.
The document discusses the reliability of results from corpus research and introduces a solution called GICR that provides automatic result analysis. GICR allows users to see statistics on search areas to check for bias or lack of homogeneity compared to the entire corpus by displaying metadata attributes like URLs, document IDs, author information, region, gender, and genre. It aims to address the problem that simply getting IPM and KWIC search results does not indicate if the results are biased by providing analysis directly in the interface.
The document discusses xplatform mobile development using Adobe Flex and Flash Builder. It describes how Flex allows developing applications that can run on multiple mobile platforms like Android, iOS, and BlackBerry from a single codebase. It addresses challenges like supporting different screen densities and provides solutions like automatic scaling and multi-DPI bitmaps. It also lists mobile device APIs that are available for built-in features like multitouch, geolocation, cameras, and more.
The document discusses the importance of immersing oneself in a new industry as a product manager without prior experience. It provides examples of sources to study like analyst reports, blogs, web searches, and competitive analysis. These sources can help understand customers, problems, and market needs. Key aspects for immersion include knowing the problem being solved, understanding market needs, and staying focused on the target market. Immersing oneself is crucial for success as a product manager in a new industry.
This is the slideset I presented at the Demand Generation Summit in London on November 4th 2008 (sponsored by Banner, Eloqua, Google, MarketOne, BrightTALK)
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.
A product manager is responsible for filling gaps between different functions like development, sales, revenue, and management to ensure the product succeeds against competitors. Key responsibilities of a product manager include understanding the market through research and user testing, developing market-based strategies, creating documentation to define requirements, bringing the product to market at the right time, developing customer relationships, and acting as a bridge between all departments involved with the product. The ultimate goal of a product manager is to avoid failures and maximize profits by keeping the product moving in the right direction.
The document discusses the strategic role of product management. It begins by defining marketing as understanding customers so well that products sell themselves, rather than product promotion. It argues that most companies focus on promotion rather than true marketing. The document also distinguishes product management from sales, stating that sales focuses on current products while product management focuses on future products and market needs.
Pessimists: So you don’t believe things will turn around, then exit this presentation NOW.
Optimists: don’t forget that things will turn around. If you don’t remember this, you will end up in a worse position when it does come.
This document outlines an upcoming webinar on branding and brand differentiation. The webinar will be presented by various speakers and cover topics like understanding customer insights, developing a brand identity, positioning a brand, and learning from case studies. It provides questions and prompts to help participants evaluate their own brand and identify opportunities to set themselves apart from competitors.
Product managers, through their efforts, have great potential to make a lasting impact on companies and entire industries. Exceptional product managers are marked by a passion to make their products, engineering staffs, and sales persons the stars of their companies. They are content to be the enablers of accomplishment and the “backstops” of products, so to speak. A great product manager is like a terrific coach; they orchestrate people, resources, and strategies to make their teams successful first and always.
iMarketing Advantage provides internet marketing solutions and consulting services. It offers low-cost and high-reach marketing through targeted online campaigns that are measurable. Specializing in web-based solutions, it designs custom marketing strategies integrating business intelligence with innovative practices. Led by experienced professionals, iMarketing Advantage provides services to clients in Europe and India.
This document summarizes a talk about avoiding mistakes when starting a sales team for a pre-revenue startup. The biggest mistakes are 1) not having the founder achieve the ability to sell before hiring salespeople and 2) hiring salespeople too soon before establishing a successful sales process. The talk recommends the founder close 12 sales themselves first to learn the sales process before hiring a rep, and to use metrics to ensure sales and marketing costs do not exceed first year revenue before scaling the sales team. It also advises being cautious of full-time VP of Sales costs if revenue does not increase enough to cover their salary.
The document summarizes the strategic role of product management. It argues that product management is needed to make companies market-driven by understanding customer needs and problems in order to build products people want to buy. It distinguishes product management from marketing, which it defines as creating customer-focused products rather than promotional activities. It also differentiates product management from sales by noting product managers focus on future products while sales focuses on current offerings.
The document discusses the strategic role of product management. It begins by providing context about the author and their expertise in product management. It then discusses common misconceptions about marketing, explaining that marketing is about understanding customers to build products they want, not just promotions. It argues that companies need product management to be truly market-driven and break cycles of focusing on different areas without listening to customers. Product management identifies market problems and helps solve them to build profitable products.
This document provides guidance on differentiating yourself from competitors and effectively selling to clients. It advises executives to uncover clients' "hot buttons" and challenges, and craft a vision that connects emotionally by contrasting clients' current pains with how their goals could be achieved. Sellers should ask strategic questions to explore problems, build urgency for change, and link solutions to desired outcomes, rather than just pitching products. The key is to create value by solving unrecognized issues and seizing unanticipated opportunities.
Research Insights That Rock
How to structure research that makes sense as part of your business development, strategic planning
Marketing Jam '09
Saurage Research, Inc.
Paul Ahlstrom 3 Startup Industry DisruptionsStartup Grind
This document provides an overview of Alta Group Americas and its affiliated investment funds and programs. Alta Group Americas is headquartered in Lehi, Utah and has regional offices in Mexico City and Monterrey, Mexico. It operates several venture capital funds that invest in early-stage technology companies, including Alta Ventures Mexico Fund I based in Monterrey and Mexico City, and Alta Growth Capital based in Mexico City. It also runs the Kickstart Seed Program based in Monterrey and Guadalajara to support the Alta Ventures Mexico fund. In total, Alta Group Americas and its co-investors have invested over $1.25 billion in startups.
Voice of Customer in the Analytic EcosystemWebtrends
A multi-tiered approach is needed to understand customer relationships across digital touchpoints. This includes web analytics, customer experience management, and voice of the customer tools. Voice of customer data is qualitative and focuses on understanding visitor intent, satisfaction, and opinions. Companies must integrate voice of customer data with their web analytics and customer experience management systems to truly understand the customer experience.
Software Product Management in Web 2.0Suhas Kelkar
This document outlines the course objectives and content for a 12-hour course on software product management. The course will introduce students to key concepts like requirements gathering, writing business cases, product pricing, branding, and innovation. It will also cover frameworks for managing and marketing technology products. The course is divided into four 3-hour sessions that will address topics such as pricing models, prioritizing features, creating product roadmaps, and product management in agile and web 2.0 environments.
Similar to Product Management: Site & Situation (20)
Good product managers take full responsibility for the success of their product. They have a strong understanding of the market, product, competition and company context. Bad product managers make excuses for failures and get distracted by organizational issues rather than focusing on revenue, customers and product execution. Good product managers clearly define responsibilities, communicate priorities in writing, and are disciplined in their work.
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Product Management: Site & Situation
1. Product Management
The Site and Situation for Technology Marketers
www.spatiallyrelevant.org
@spatially
2. <<<<<<product: site & situation
A geographic term. Site refers to the advantages or disadvantages of a specific
location for certain kinds of activities. Situation refers to the advantages or
disadvantages of a site in relation to other locations and activities.
example: A city that is conveniently located in relation to major infrastructure
may be said to have an advantageous situation over one with less.
Product managers and their products’ site and situation constantly changes throughout the
lifecycle.
3.
4. personas: mileage may vary
Most marketers apply their personal biases to initiatives.
These biases are created through experiences - personal
and professional. Whether a bias is earned from lessons
learned or a personal “style” element - it often manifests in
the types of channels used, the tactics used and which of
the 4 P’s is central to the product.
5. business
Laggard Markets
•I am continuously looking for ways
Martha
Director, to increase EBITDA even as my
Product Marketing customer count drops
Customer Centric
•We really need to build this for the
Barney
Sr. Product Manager customers – after all they want it.
Portfolio Focused
•No single product can really solve
Sabrina
a problem and customers don’t buy
Solution Marketer
products
5
5
6. I want to have a say.
I want to buy things on my schedule, not yours.
I don't want to do business with idiots.
I want to help shape
things that I'll find
useful.
@ccarfi
7. technical
Kool-Aid Markets
Jess
•If we went to Ruby it would be so
Director,
much easier. More features - faster!
Product Delivery
Big Company
•If we can manage the backlog and
Kristi
schedule it will be alright.
Product Owner
Industry Focus
Kai
•I’m pretty sure it’s about repeatable
Product
problems and brand visibility…
Evangelist
7
7
8.
9. when you write, start with your buyers, not with
your product.
• Don’t just send press releases when “big
news” is happening; find good reasons to
send them all the time.
• Drive people into the sales process with
press releases.
11. The Agrarian
Steady as She Goes
• “If only we could get a new UI, we could take this to
Martha another market”
• “How about a services offering for Z-OS
Director,
Modernization?”
Product
• “Why do the people still use the green screen?”
Marketing
Bio: Martha is a seasoned PM who has found the product equivalent of an ATM
machine and is essentially on auto-pilot. She likes concerts on the river, wine &
cheese events and is not a big fan of excel. Product performance is key. Never
read a blog or at least that she knows of.
Education: Liberal Arts Bachelors and every continuing ed certificate an employer
would fund.
Strategy: 1 major release a year prior to maintenance renewals, 1 up sell add-on every
18 months and a minor release here and there just to tell folks about.
Functional Ownership: Product Group P&L – effectively the product level CEO.
Strengths – Excels in waterfall development and process HEAVY launch methodology.
Weakness – Can’t spell emerging technologies
11
12. Low price is a great way
to sell a commodity.
That’s not marketing
though, that’s efficiency
13.
14. Throw away all the excuses. Here’s where we tie in the
pirate ships. Pirates didn’t give a rat’s ass what their ship
looked like, or even whether it was their ship in the first
place. They took whatever floated and could carry cannons
and men, and they lobbed themselves at targets. It was
messy. It was ugly. It was warfare, but they weren’t ones to
fret or struggle with their infrastructure. What defined a
pirate ship? That the pirates were aboard it. That’s about it.
chrisbrogan.com
15. The Advocate
Everything will be OK
•“I remember from school that the
Barney
customer is always right”
Sr. Product
•“That project management course
Manager
said “be the process””
•“Let’s meet weekly to ensure we are
in synch– OK?”
Bio: Barney hasn’t met a customer he didn’t like. With management gigs in food service,
technical support and corporate projects his skills focus him on managing expectations of
stakeholders. Product Management is one big “manage to agreement” initiative for Barney.
Has never blogged about anything which didn’t involve customer support or high light another
functional group.
Education: Associates Degree in Business and a Technical Degree from University of Phoenix.
Strategy: Happy customers are good customers. Happy customers refer their friends. Cross-
functional process design and sign off critical – continuous improvement of processes and
controls a key value driver.
Functional Ownership: Single product P&L, incented on corporate goals and activity oriented
goals like on time releases.
Strengths – Works well with others and a trusted team member. Everything is rainbows and
unicorns.
Weakness – Can’t possibly believe folks don’t have best interests in mind with their actions.
16.
17. My job is a decision-making job. And as a result, I make a lot of decisions.
18. The Chef
• “Customer problems require a more
Stuff for Markets
robust ala carte section”
Sabrina
• “We have a bucket of stuff for the
Strategic,
market, all they have to do is pick what
Solution
they need now”
Marketing
• “Tell them the whole story every time,
the whole toolset is the differentiator”
Bio: Sabrina has done project management work in manufacturing, was a solution consultant at
a software shop and had a MARCOM gig a couple of times. Prefers getting out on sales call
to tell the story and ensure it is being told right. Never blogs, ideas too big for text – graphic
artist required. Has never actually used any of the products.
Education: BS, Public Administration and MBA from Troy University Executive Program.
Strategy: If we build it they will come. Truly believes all the teams are scurrying to code to the
PowerPoint's she makes and continuous development of forward looking solution slides.
Functional Ownership: P&L of the “Solution Portfolio”, no direct interaction with delivery, no
direct development resources and she believes she is basically already the CEO.
Strengths – Mad PowerPoint skills and ability to spin anomalies into market proof points.
Weakness – Lack of market and delivery connectedness due to corner case solutioning model.
18
19. @sjohnson717
It is easier to find
products for people
you know, than it is to
find people for
products you know.
20.
21. The DJ
•“First to market features drive market
Midlevel Innovator
Jess
perceptions of leadership”
Director,
•“Incremental extensions drives
Product
increased customer loyalty”
Delivery
•“I’m staying late, but only until 7 and
then I’m off to the show!”
Bio: Jess is a former developer, financial analyst and Army Corp Engineer. The whole
PM gig funds his hobbies, which after all is all we got. In a zen like moment in grad
school, he just said “Oh yeah, I can do statistical models like for money – no need for
school”. Operational metrics, research and customer acquisition are core care
abouts. Rarely blogs, but always links it to music somehow.
Education: BA in Electrical Engineering and Children’s Theatre – soundboard.
Strategy: Continuous feature delivery until critical mass merits a notification. Know your
customer, understand user behaviors and differentiation from competitors.
Functional Ownership: Feature delivery and roadmap prioritization. 3rd level customer
support, can approve credits and discounts.
Strengths – Agile shops with support for pirate coding. Ability to mix stories into product
Weakness – The whole monetizing and productizing thing.
22.
23. Somebody has to do
something and it’s
incredibly pathetic that it
has to be us.
@really?
24. The Landscaper
Process Sets us Free
•“It’s all about the backlog!”
•“Sprint planning is more important
Kristi,
Product than following up on the email from
sales”
Owner
•“Yeah, I’m pretty sure I’m not
suppose to know that kind of stuff”
Bio: Kristi is a former business analyst, recent mother and is completely happy and
content with what she is doing. Morning Starbucks, occasional long lunches and
rigorous reporting, task statusing and management schedule updates make the world
go round. She’s pretty sure that carpooling is the right thing to do, but people
basically annoy her. Generally friendly with a searing wit. Blogs frequently, but not
on company blog.
Education: PhD, Biology – the school is unimportant, that’s Dr. Kristi Sorensen
Strategy: Hit the schedule, meet some customers and increase analyst visibility.
Functional Ownership: Implied P&L ownership, but no ability to actually influence .
Organizational readiness is true role.
Strengths – Killer checklist management and has actually used the product.
24
Weakness – No real interest in anything more than keeping things tidy.
25. A common request I hear
is for a product launch
checklist. Checklists
work great for chores.
Make your bed. Brush
your teeth. Take the @launchclinic
garbage out. Not so much
for product launches.
28. The Analyst
• “I’m pretty sure if you make that packaging
Kai
change you can make an extra $2M/yr”
Product
• “The arrows are always more interesting
Evangelist than the boxes in a flow chart.”
• “Know your competitors and your
customers” 28
Bio: Kai has traveled a good deal, worked in numerous industries – mainly just a good listener and
thinker. Never found technology that difficult – loves excel , understands the importance of
telling stories and never has a problem working late as long as the project has some chance of
success. Prefers data over people, sales over development, finance over support.
Education: 8 undergrad institutions in 3 countries, degree from Middle Tennessee in General
Studies after 11 years.
Strategy: Listen to smarter people, put in a yeoman’s effort and pitch in on anything he can add
value on. Real big on doing what he said he was going to do and I told you so.
Functional Ownership: No formal product ownership, works big deals, deals with super angry
customers and is sales preferred special call person. Also special project boy.
Strengths – Listening to sales, customers and prospects and simplifying the problem and story.
Weakness – Unwilling to stop train wrecks if already forecasted and communicated as a probable
28
outcome.
29. There is no correlation
between your good idea
and how
likely your
organization
will be
to embrace it.
@sethgodin – he doesn’t use twitter tho
30. products and markets have lifecycles
distinct people? distinct personas?
balance