By Bob Caporale Visit: https://www.sequentlearning.com/webinars/item/turning-strategy-into-action-using-product-line-strategies-to-drive-your-or Most companies intuitively know the importance of having a clear strategy to drive the success of their businesses, but when it comes to actually developing those strategies at a product line level and turning them into actionable plans, companies sometimes fall short. At the core of this issue is the basic question: "What exactly is a strategy?" Often times, companies will confuse strategy with actions, making it impossible to establish the clear and critical linkage between the two. Strategy provides the context for effective action plans, and it is essential that companies and, in particular, product managers, understand the relationship between the two. In this webinar, we will explore the all-important topic of what a good strategy looks like and, more importantly, how we can turn this strategy into a best-in-class action plan that will serve to bind cross-functional teams together and enable companies to achieve measurable successes for their products and services in the marketplace.

1. ©2013 Sequent Learning Networks
Webinar: July 2013
“Turning Strategy Into Action:
Using Product Line Strategies to Drive Your
Organization’s Success”
Presenter: Bob Caporale

2. ©2013 Sequent Learning Networks
• Currently serves as President of Sequent Learning Networks
and the Product Management Executive Board
• Over 20 years experience in Product Management, Marketing, and Strategic
Development
• Held President/General Manager positions and executive level positions in Product
Management, Marketing, Engineering and R&D for large (>$2B) global corporations
• Specialties & Accomplishments:
• General and business unit management
• Corporate acquisitions, integrations, line extensions, and divestitures
• Strategic planning, presentation, and communication
• Product launches and post-launch product life cycle management
• Contact:
• bcapo@sequentlearning.com
• http://linkedin.com/in/bobcaporale
Bob Caporale
www.SequentLearning.com +1 (212) 647-9100

3. ©2013 Sequent Learning Networks
Sequent Learning Networks
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ADVISORY SERVICES
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Mission:
To Elevate the Skills and Capabilities of People in Product Management and
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To Improve Organizational Effectiveness, Systemically and Holistically, so that
Companies can improve the Success of their Products in Chosen Markets
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4. ©2013 Sequent Learning Networks
Product Management Books by Steven Haines
Join in the discussions on LinkedIn!
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or
Visit Amazon.com or your book reseller to get your copy today

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What Is Strategy?
• From BusinessDictionary.com:
• From Merriam-Webster’s Online Dictionary:
(1) : the science and art of employing the political, economic,
psychological, and military forces of a nation or group of nations
to afford the maximum support to adopted policies in peace or
war (2) : the science and art of military command exercised to
meet the enemy in combat under advantageous conditions
strat·e·gy
1. A method or plan chosen to bring about a desired future,
such as achievement of a goal or solution to a problem.
2. The art and science of planning and marshaling resources for
their most efficient and effective use.
strategy
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6. ©2013 Sequent Learning Networks
Military Analogy
• From the Online Etymology Dictionary (www.etymonline.com):
1810, “art of a general,” from French stratégie, from Greek
strategia “office or command of a general, “ from strategos
“general,” from stratos “multitude, army, expedition,” literally
“that which is spread out” + agos “leader,” from agein “to lead”.
strategy
• OBJECTIVE: To win the battle
• VARIABLES:
• Your strengths and weaknesses
• Your enemy’s strengths and weaknesses
• The battlefield, terrain, and environment
• STRATEGY:
• Process the variables and come up with a plan to achieve the objective
• TACTICS:
• The steps you take to execute the plan
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7. ©2013 Sequent Learning Networks
Game Analogy
• From Wikipedia (referring to Game Theory)
“In game theory, a strategy refers to the rules that a player uses
to choose between the available actionable options.”
strategy
• OBJECTIVE: To win the game
• VARIABLES:
• Your strengths and weaknesses
• Your opponents’ strengths and weaknesses
• The field of play and environmental conditions
• STRATEGY:
• Process the variables and come up with a plan to achieve the objective
• TACTICS:
• The steps you take to execute the plan
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8. ©2013 Sequent Learning Networks
What Does It All Mean?
Establish an objective
Size up the variables
Develop a plan to achieve the objective
Execute on the plan
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9. ©2013 Sequent Learning Networks
What Does It All Mean?
Establish an objective
Size up the variables
ANTICIPATE WHAT MIGHT HAPPEN
Develop a plan to achieve the objective
Execute on the plan
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10. ©2013 Sequent Learning Networks
Tactics
The actions we will take to execute the strategy
Strategy
How we will achieve the objective
Applying Strategy to Business
Goal
The objective that we want to achieve
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11. ©2013 Sequent Learning Networks
Tactics
The actions we will take to execute the strategy
Strategy
How we will achieve the objective
Applying Strategy to Business
Goal
The objective that we want to achieve
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12. ©2013 Sequent Learning Networks
Example
Goal:
• To grow sales of laptop computers
Strategy:
• In order to grow sales, we want to create a laptop to replace
desktop computers
Tactics:
• Move the DVD drive to the front
• Move the power button from under the lid
• Allow easier access for ports
“Strategy provides the context for action.”
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13. ©2013 Sequent Learning Networks
• A clear strategy helps companies to achieve a desired outcome
• A clear strategy rallies teams around a common goal and around a
common plan to achieve that goal
• A clear strategy allows employees to see the “big picture” and to
better understand why certain actions are taking place
• A clear strategy empowers teams to develop effective action plans
• A clear strategy inspires teams to win!
The Importance of Having a Clear Business Strategy
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14. ©2013 Sequent Learning Networks
Survey Question #1
How well do you know the strategy of your company?
a) I am fully aware of and can formally recite my company’s strategy.
b) I directionally understand my company’s strategy, but I cannot recite it
formally.
c) I believe that my company has a strategy, but I am not aware of what it
is.
d) I do not believe that my company has a formal strategy.
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15. ©2013 Sequent Learning Networks
Developing a Business Strategy
“Essentially, developing a competitive
strategy is developing a broad formula
for how a business is going to compete,
what its goals should be, and what
policies will be needed to carry out
those goals.”
- Michael E. Porter
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16. ©2013 Sequent Learning Networks
Strategic Context for Product Management
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17. ©2013 Sequent Learning Networks
Strategic Context for Product Management
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18. ©2013 Sequent Learning Networks
A Strategic Framework for Product Managers
Product
Price
Promotion
Place
Strategy
Tactics
Goal
Customers
Trends
Competition
People Processes Systems
Investors
Company
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19. ©2013 Sequent Learning Networks
Applying the Strategic Framework
• STEP 1: Establishing the Goal
• STEP 2: Developing the Strategy
• STEP 3: Building the Tactics
• STEP 4: Ensuring the Foundation is in Place
• STEP 5: Execution – Turning Strategy Into Action!
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20. ©2013 Sequent Learning Networks
STEP 1: Establishing the Goal
Product
Price
Promotion
Place
Strategy
Tactics
Goal
Customers
Trends
Competition
People Processes Systems
Investors
Company
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21. ©2013 Sequent Learning Networks
STEP 1: Establishing the Goal
• Understand where you are on
the life cycle curve
• Establish high level objectives:
• Introduction: Grow market share
• Growth: Grow revenue and profitability
• Maturity: Maintain market share and maximize profitability
• Decline: Reduce costs and maintain profitability
• Exit: Migrate customers
• Ensure that your goals are in line with overall corporate objectives
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22. ©2013 Sequent Learning Networks
STEP 2: Developing the Strategy
Product
Price
Promotion
Place
Strategy
Tactics
Goal
Customers
Trends
Competition
People Processes Systems
Investors
Company
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23. ©2013 Sequent Learning Networks
A good strategy:
• Helps you to achieve your vision
• Helps you to differentiate from your competitors
• Helps you choose what not to do, as much as what to do
• Will drive cross-functional team behaviors on a daily basis
• Can be communicated in 3-5 bullet points
It’s all about anticipating the moves of:
The Market
The Competition
The Industry
STEP 2: Developing the Strategy
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24. ©2013 Sequent Learning Networks
STEP 3: Building the Tactics
Product
Price
Promotion
Place
Strategy
Tactics
Goal
Customers
Trends
Competition
People Processes Systems
Investors
Company
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25. ©2013 Sequent Learning Networks
STEP 3: Building the Tactics
Sports Analogy
Anticipate
Strategize
Choose Your Plays
Game Analogy
Anticipate
Strategize
Choose Your Moves
Business Application
Anticipate
Strategize
Choose Your Actions
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26. ©2013 Sequent Learning Networks
STEP 4: Ensuring the Foundation is in Place
Product
Price
Promotion
Place
Strategy
Tactics
Goal
Customers
Trends
Competition
People Processes Systems
Investors
Company
www.SequentLearning.com +1 (212) 647-9100

27. ©2013 Sequent Learning Networks
STEP 4: Ensuring the Foundation is in Place
People
• What are your core competencies?
• Do you have the resources to execute the strategy?
• Do you have the expertise to execute the strategy?
Processes
• What process disciplines will be required?
• Do you have the internal culture to execute on the
strategy?
Systems
• Do you have the systems required to support the
strategy?
• Can you give the customer the COMPLETE end-to-end
experience that the strategy requires?
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28. ©2013 Sequent Learning Networks
STEP 5: Execution – Turning Strategy Into Action
Product
Price
Promotion
Place
Strategy
Tactics
Goal
Customer
Trends
Competition
People Processes Systems
Investors
Company
www.SequentLearning.com +1 (212) 647-9100

29. ©2013 Sequent Learning Networks
STRATEGY
ACTION
STEP 5: Execution – Turning Strategy Into Action
Communication/
Storytelling
Leadership/
Inspiration
Ownership/
Accountability
Focus / Agility / Execution
Product
Manager
Cross-
Functional
Team
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30. ©2013 Sequent Learning Networks
Cross-Functional Teams
IT/Dev
Marketing
Finance
Operations
Sales
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31. ©2013 Sequent Learning Networks
Survey Question #2
Do you utilize formal cross-functional teams within your
organization?
a) Yes – to manage projects only
b) Yes – to manage products across the entire product life cycle
c) Yes – to manage both projects and products
d) No – we do not use formal cross-functional teams
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32. ©2013 Sequent Learning Networks
Business Unit
Strategy
Business Unit
Strategy
Business Unit
Strategy
Strategic Alignment
Corporate Strategy
Product Line
Strategies
Product Line
Strategies
Product Line
Strategies
Product Line
Strategies
Product Line
Strategies
Product Line
Strategies
Product Line
Strategies
Product Line
Strategies
Product Line
Strategies
Product Line
Strategies
Product Line
Strategies
Product Line
Strategies
Product Line
Strategies
Product Line
Strategies
Product Line
Strategies
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33. ©2013 Sequent Learning Networks
Strategic Focus
Product Line Strategies
Market Focus
Market Strategy
Product Strategy
Operations Strategy
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34. ©2013 Sequent Learning Networks
Strategic Focus
Product Line Strategies
Operations Focus
Operations Strategy
Product Strategy
Market Strategy
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35. ©2013 Sequent Learning Networks
Strategic Focus
Product Line Strategies
Product Focus
Product Strategy
Operations Strategy
Market Strategy
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36. ©2013 Sequent Learning Networks
Strategic Life Cycle Management
• Strategies are dynamic
• You must continuously revisit and revise your product line strategy
with respect to your life cycle stage
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37. ©2013 Sequent Learning Networks
Survey Question #3
Do you formally track your product portfolio with respect to its post-
launch life cycle stage?
a) Yes, and we modify our strategies accordingly
b) Yes, but we do not modify our strategies based on this information
c) No, we do not formally track or utilize this information
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38. ©2013 Sequent Learning Networks
The Result of Having a Clear Strategy
• You are aligned
• You are focused
• Your cross-functional teams are all
working toward the same goals
• You are better positioned to maximize
revenue and profitability
• You have a healthy product portfolio that
people want to invest in!
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39. ©2013 Sequent Learning Networks
• Are you interested in applying these techniques within your
organization? If so, we can help!
• For more information, please contact us at 212-647-9100 or visit us
online at http://sequentlearning.com
Continue The Journey…
2 and 3-Day Strategic Planning Workshops
Strategic Audits and Advisory Projects
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40. ©2013 Sequent Learning Networks
Upcoming Public Workshops
www.SequentLearning.com +1 (212) 647-9100
Product Management Essentials 2-day Workshop:
August 6-7; Waltham, MA
Managing The Product Life Cycle 2-day Workshop:
A Workshop for Managing Current Products & Portfolios
August 20-21; New York, NY
Strategic Product Roadmapping:
August 22; New York, NY
View the Schedule: http://www.sequentlearning.com/schedule

41. ©2013 Sequent Learning Networks
Newsletter: The Product Management Report
Coming Soon: Summer 2013
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SequentLearning.com/newsletters

42. ©2013 Sequent Learning Networks
Blog: The Product Management Exchange
Share your experiences or
View these stories by members of the
Product Management/Marketing Community
http://www.sequentlearning.com/product-management-exchange.php
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43. ©2013 Sequent Learning Networks
Upcoming Event: The Product Management Leadership Summit
Hosted by: The Product Management Executive Board www.pmexecboard.com
Co-Host: Sequent Learning Networks
The 8th Product Management Leadership Summit
Date: October 24, 2013
Location: Apella Event Space, New York, NY
For: Senior Executives in Product Management/Marketing
Network With Peers – Discuss Best Practices – Produce Positive Results
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44. ©2013 Sequent Learning Networks
Thank You!
www.SequentLearning.com +1 (212) 647-9100
/company/Sequent-Learning-Networks
@SequentLearning
/SequentLearningNetworks
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Contact Bob Caporale:
• bcapo@sequentlearning.com
• http://linkedin.com/in/bobcaporale