david pinches - product management - where do you start?
DESCRIPTION
Presentation made by David Pinches on 25th October 2012 to the Cambridge Product Management Network, UKTRANSCRIPT
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 [email protected]
Leading Product Management – MasterClass – [email protected]