david pinches - product management - where do you start?

Product ManagementWhere do you start?

David Pinches

Mainframe to Mobile

UK & InternationalSME

&Enterprise

TechTo

Commercial

Where does Product Management Fit? What does a Product Manager Do and Not Do? Product Management & Product Marketing What Skills, Experience & Attributes The Classic Routes to Product Management How to position you experience as positives.

Discussion Points

Where does Product Management Fit?

“In a Market Led Organisation”

PM

R&D

Services

Support

Sales

Mktg

Exec

Customers

Pla

tform

sCom

peti

tors

Pro

sp

ects

Partners /Channels

Regul

atio

n / C

ompl

ianc

y

Key

Infl

uence

rs

Product Custodian & CEO

Requirements SpecificationUser Scenarios and profilesExternal Interfaces Detailed requirements

Business case buildingCustomer business caseCorporate business caseP&L Impact

PrioritisationAssess tech feasibilityPrioritise requirementsBuy vs build assessment

Monitor developmentManage requirements changeTrack actual vs planned dateReview regularly

MarcommsProduct positioningDevelop marcomms collateral Analysts briefMarketing plan

Early availabilitySelect Beta sitesDevelop beta test plansTrack progress

Tools & TrainingTraining the Sales teamObjection handling hintsProduct demoFinalised pricingProduct training

Opportunity sizingMarket segmentationTop-down sizingBottom-up sizingMarket Growth

Competitor analysisCompetitor SWOTProduct AnalysisBattlecard development

NEW / IMPROVED / RE-POSITIONED PRODUCT

DELIVER AND DRIVE WINNING / REQUIRED

PRODUCT

Product launch planBuild product delivery teamDefine Product Launch checklistAssign responsibilityTrack Product deliverables

ASSESS

DEFI

NE

LA

UN

CH

Market researchPrimary researchSecondary researchBusiness impactLock in potentialEase of entry Environmental scanLifetime costsImpact of not developingWindow of opportunity

COMMUNICATE

What does Product Management & Marketing Do?Evolved by DP and GA

Assess DefineMonitor

& Prepare

Launch & Drive

Product Management & Marketing

Manage Product Life Cycle Maximise Product P&L within Business

Strategy

Product Management Product Marketing

Manage & Prioritise Through Evidence

Validate, Validate, Validate

Operate and Think at High and Detailed Levels

Listen, Question, Structure Argument & Sell

What Else Do They NEED To Do?

But Overall ................................

Operate Commercially

What should product managers not do?

Work Outside The Definition of the Role

The Role Agreed & Continuously Reinforced

by the Executive Team

Skills, Attributes, Experience

Skills, Attributes, Experience

Product KnowledgeBUT

Market KnowledgeBUT

Analytic Skills

Commercial Acumen

ListeningCommunication

Persuasion

Confidence through Evidence

High and Detailed Level Operator

Sales• Sales• Pre Sales

Tech• R&D• Support/

Services

External• Customer• Channel

Routes to Product Management

Experiences

• Product Use• Market

Immersion• Business /

Commercial

Skills

• Communication

• Analysis• Multi Tasking

Emphasis

Product ManagementWhere do you start?

David Pinchesdpinches@scottlogic.co.uk

Linkedin

Leading Product Management – MasterClass – Novemberinfo@tarigo.co.uk