enterprise 2.0 marketing and product management
TRANSCRIPT
MARKETING
PRODUCT MANAGEMENT
TUTORIAL
Dominique Levin9/9/2010
1© by [email protected], www.twitter.com/nextgencmo
Agenda
Introduction
What is Product Marketing (video)?
Strategy
Product Management
Marketing
Q&A
9/9/2010
2
© by [email protected], www.twitter.com/nextgencmo
Dominique Levin
Product strategist who helped to build five businesses:
VP Product Management, Chief Marketing Officer and Acting CEO at LogLogic
Founding investor, board member and VP Marketing at PoliVec
Product Line Manager VOIP business for Dialogic (acquired by Intel)
Product Management for NTT (Tokyo, Japan)
Product Management at Philips Electronics (Eindhoven, The Netherlands)
Venture capitalist who created more than $630 million in shareholder value:
Resonext (acquired by RFMD for $133 million)
Navini Wireless (acquired by Cisco for $330 million)
LGC Wireless (acquired by ADC for $169 million)
Business and technical acumen
MBA (with Distinction) from Harvard University
M.Sc. (Cum Laude) in Industrial Design Engineering from the University of Delft
9/9/2010
3
© by [email protected], www.twitter.com/nextgencmo
What is Product Marketing
http://www.youtube.com/watch?v=czYDshjmys4&feature=related
http://www.youtube.com/watch?v=pHeiRiRUkeo
9/9/2010
4
© by [email protected], www.twitter.com/nextgencmo
Market & Product Strategy
9/9/2010© by [email protected], www.twitter.com/nextgencmo
9
Customers
Competitors
Analysts
Technologists
Customer Analysis
9/9/2010© by [email protected], www.twitter.com/nextgencmo
10
Current customers
Cross-customer analysis
Individual customer interviews
Feature request analysis
Desired customers
Market research
Loss interviews
Customer Segmentation
9/9/2010© by [email protected], www.twitter.com/nextgencmo
11
0%
10%
20%
30%
40%
50%
60%
70%
80%
0-50K 50K-500K >500K
% count
% revenues
Vertical Analysis
9/9/2010© by [email protected], www.twitter.com/nextgencmo
12
Revenues Customers ASP
Telecommunications $20,000,000 20 $1,000,000
Construction $12,000,000 200 $60,000
Government $10,000,000 100 $100,000
Financial services $5,000,000 50 $100,000
Education $3,000,000 120 $25,000
Top 20 Customers (by name)
Customer Requirements
9/9/2010© by [email protected], www.twitter.com/nextgencmo
15
Use a requirements database
Give customers access
Example; Salesforce.com ideation module
http://sites.force.com/ideaexchange/ideaHome?c=09a
30000000D9xt
http://www.youtube.com/watch?v=KysYlRA8Ih0
http://www.youtube.com/watch?v=1tWcNwRbRvE
Win Loss Analysis Part 2
9/9/2010© by [email protected], www.twitter.com/nextgencmo
16
30%
30%
20%
10%
5%5%
Competitor
In-house solution
No Budget
Product related
Pricing
Account management
Win Loss Analysis Part 2
9/9/2010© by [email protected], www.twitter.com/nextgencmo
17
$0
$10
$20
$30
$40
$50
$60
$70
Competitor 1 Competitor 2 Competitor 3
Won
Lost
Seen
Competitive Analysis
9/9/2010© by [email protected], www.twitter.com/nextgencmo
18
Lab Tests
Analysts
Loss Interviews
Customers
Sources
Features
Roadmap
Pricing
Positioning
Information
9/9/2010© by [email protected], www.twitter.com/nextgencmo
19
Product Requirements
Urgency
Market
Opportunity
Strategic Alignment
Product Requirement Scoring Tool
9/9/2010© by [email protected], www.twitter.com/nextgencmo
20
Strategic Alignment (product management) 20%
Market Opportunity (product management) 35%
Urgency (sales) 15%
Technical Complexity / Architecture Impact (engineering) 15%
Size of Investment (engineering) 15%
The Spider in the Web
Product Management
Marketing Communications
SalesDevelopment
9/9/2010
23
© by [email protected], www.twitter.com/nextgencmo
Roles & Responsibilities
Product Manager
Program Manager
Product Marketing Manager
9/9/2010
24
© by [email protected], www.twitter.com/nextgencmo
Organizational Structure
Product Managers report to
26% directly to CEO or COO
21% in Product Management
16% in Marketing
13% in Development or Engineering
8% in Sales
3% in Product Marketing
(Pragmatic Marketing Survey 2009-2010)
9/9/2010
25
© by [email protected], www.twitter.com/nextgencmo
Product Manager Ratios
For each product manager, we find:
0.7 Product marketing managers
0.7 Marketing Communications
6.1 Salespeople
2.3 Sales engineers (pre-sales support)
1.1 Development leads
6.5 Developers
0.9 Product architects and designers
(Pragmatic Marketing survey 2009-2010)
9/9/2010
26
© by [email protected], www.twitter.com/nextgencmo
You Need a Process
How to decide what (not) to build?
Feature Prioritization and Management
How to ensure you build the RIGHT product?
Stage Gate Process
9/9/2010
27
© by [email protected], www.twitter.com/nextgencmo
Assign Budgets, Align Organization
Product Roadmap
Feature Roadmap
Customer Escalations
Sustaining Engineering
9/9/2010
28
© by [email protected], www.twitter.com/nextgencmo
Feature Management Process
Triage
+
Translate to
Product
Requirements
Apply
Prioritization
Criteria and
Algorithm
+
Prioritized
List (1 to n)
Validate with
Field /
Customers
Detailed
Engineering
Sizing /
Resource
Management
+
Scheduling
by Release
Theme Based
Planning
Overlay by
Product
Management
+
Proposed
Roadmap
Steady State Functionality Request to Commit Process
Ongoing Weekly Monthly
Cadence
Incoming
Request
Roadmap
Approval
Check for
Investment
Balance
Requestor Triage Team Prioritization Team
Team
EMT
Quarterly
Link to
Feature
Management
Process
9/9/2010
29
© by [email protected], www.twitter.com/nextgencmo
Accommodate Exceptions
Business Case
Size of specific customer revenue opportunity?
Immediate?
Long Term?
Size of overall revenue opportunity?
Customer satisfaction impact?
NRE or professional services?
Associated Costs
Impact on other requirements?
Cost in FTE months?
How long will it take?
Roadmap impact?
Other financial considerations?
9/9/2010
30
© by [email protected], www.twitter.com/nextgencmo
ROI
Prioritization (Product) Team
9/9/2010© by [email protected], www.twitter.com/nextgencmo
31
Marketing
Product Management
Field Sales
Field Engineering
Engineering
Support
Product Development Lifecycle
Planning
• Phase 0: Concept
• Phase 1: Product & Feature Planning
• Phase 2: Design
Execution
• Phase 3: Implementation
• Phase 4: Alpha
• Phase 5: Beta
Release
• Phase 6: Release to manufacturing
• Phase 7: Release to field sales
Maintenance
• Phase 8: Sustaining engineering
9/9/2010
32
© by [email protected], www.twitter.com/nextgencmo
Stage Gate Concept
9/9/2010© by [email protected], www.twitter.com/nextgencmo
33
Explicit agreement
What: exit criteria
When: at each step along the way
Who: approval authority
P0: Concept
9/9/2010© by [email protected], www.twitter.com/nextgencmo
35
Product roadmap, project or release proposal,
proposed timeline
Market Requirements Document (MRD), or other
Use cases & workflow
Deployment configuration
Preliminary timeline (granularity: quarter)
Gate: Go/No Go Decision by management
P1: Product & Feature Planning
9/9/2010© by [email protected], www.twitter.com/nextgencmo
36
Define product/feature requirements, timeline
and resource allocation
Write, review and approve:
Product Requirement Document (PRD)
Engineering PRD Response (a.k.a. ERD)
Gate: PRD reviewed and approved by
product management, engineering, sales &
support
And key customers …!!!
P2: Design
9/9/2010© by [email protected], www.twitter.com/nextgencmo
37
Define high-level architecture, functionality and detailed design specifications Architecture Specifications
Functional Specifications
Design Specifications
QA Test Plan (incl. performance tests)
User Manual Plan
Go To Market Plan
Training Plan
Detailed release timeline (granularity: month)
Gate: Architecture, Functional and Design Specifications have been reviewed and approved by appropriate managers (approval matrix)
P3: Implementation
9/9/2010© by [email protected], www.twitter.com/nextgencmo
38
Implement feature or functionality based on
functional and design specifications
Implement and review code, develop documentation
and QA Test Plan and Test Cases
Coding & Unit Test
Integration Test
Performance Test
Gate: Feature complete and QA test plan/test
cases, as verified with team leads, QA and PM.
Be able to demo specific features to customers
P4: Alpha
9/9/2010© by [email protected], www.twitter.com/nextgencmo
39
Verify new feature completeness and focus on product functionality test Execute all alpha test cases
Refine release criteria
Develop documentation set
Develop TOI
Develop external beta test plan (if applicable)
Demo features internally
Demo features to key customers (if applicable)
Gate: Correct functional feature implementation reviewed and agreed by product management, engineering, QA and key customer(s)
P5: Beta
9/9/2010© by [email protected], www.twitter.com/nextgencmo
40
Ensure no regressions across all product functionality
Conduct performance, stress and longevity tests
Review and execute all beta test cases
Documentation Review
Develop marketing materials
TOI to Field Sales (including draft data sheet)
Product specifications and limitations
Gate: management review and approval that all issues are resolved to meet customer expectations for functionality and quality
P6: Release to manufacturing
9/9/2010© by [email protected], www.twitter.com/nextgencmo
41
Prepare and deliver release materials to manufacturing
Conduct final release candidate regression test
Publish completed documentation
Deliver release material (build, documentation)
Finalize and review Release Notes
ECO to manufacturing
Gate: Satisfactory go/no-go review meeting with engineering, product management verifying that all release criteria have been passed for release to manufacturing
P7: Release to field sales
9/9/2010© by [email protected], www.twitter.com/nextgencmo
42
Prepare and deliver release materials to field
sales
Upload release to support website
Load code on hardware inventory
Deliver Final Marketing Materials
Gate: Management approval GO/NO GO on
General availability
P8: Sustaining
9/9/2010© by [email protected], www.twitter.com/nextgencmo
43
Address customer escalations and/or deliver
minor feature enhancements
Develop and deliver hot fixes, point releases and
release notes and upload these to customer
support portal and/or release to manufacturing
Same release criteria are met as part of
normal release process
End of Sale / End of Life Policy
9/9/2010© by [email protected], www.twitter.com/nextgencmo
44
Definitions:
End of Sale (EOS) – last day product or service can be purchased
End of Life (EOL) – last day that product or service is supported
Repair or replacement service of hardware for a period after end-of-sale
Requires inventory
Could use newer hardware
New software releases compatible with end-of-sale hardware for a period
Requires regression testing
May require development
Support for rolling software releases (current and back)
Bug fixes
Access to technical support from the end-of-sale date for hardware
Notice period of the product and service's end-of-sale date
PRD Template
Project
Background
Core Release Tenets
Target Customers
Definitions
Product Naming
Pricing Considerations
Requirement Prioritization
Individual Requirement PRD
Individual Requirement
Customers
Problem
Use Cases and Scenarios
Functional Requirements
Performance Requirements
Hardware Requirements
Upgradeability Requirements
Compatibility Requirements
Regulatory and Environmental
Assumptions and Dependencies
Comments
9/9/2010
45
© by [email protected], www.twitter.com/nextgencmo
PRD Guidelines
Name (brief but specific title)
Problem Statement / Use Case
Describe capability, functionality
Performance
RAS
Inter-operability
Compatibility
Manufacturability, serviceability
Usability / Deploy-ability
Marketing Dependencies
Link(s) to Feature Requests
Be actionable
Be measurable
Be verifiable
Be release sized
(i.e. if a functionality will be delivered across multiple releases, its requirements should be divided by release to allow for development and QA planning and execution)
Reflect what’s actually required / needed by the customer
Validated by field
Reflect what’s actually being delivered
9/9/2010
46
© by [email protected], www.twitter.com/nextgencmo
Marketing Plan
9/9/2010© by [email protected], www.twitter.com/nextgencmo
48
Sales Enablement
Communications
Programs
Sales Enablement
9/9/2010© by [email protected], www.twitter.com/nextgencmo
49
Training
Sales Tools
References
Marketing Process
Suspects Prospects Buyer Customer
Campaign
Qualification Forecasted ClosingTrial Reference Evangelistwebsite
PR/AR
Tradeshows
SEO/Web
Webinar
F500
Competitive
Lists
Channel
Lead
Contact
© by [email protected], www.twitter.com/nextgencmo
Sales Tools …
9/9/2010© by [email protected], www.twitter.com/nextgencmo
52
1. Suspect >> 2. Prospect >> 3. Trial >> 4. Close >> 5. Customer !
1. Awareness: Drives Leads and Provides Air Cover
1. Message board
2. Field Marketing
3. Campaigns
4. Events
5. Web / Flash
6. Weekly Demo
7. Corp Preso : Vision
Pitch
8. CD / Collateral
9. Vertical Whitepaper
10.Industry / LMI Pack
Must Use Marketing Tools 2. Consideration: Create business case & differentiation
1. Web / Flash
2. Live Demo & Q&A
3. Corp Preso : Vision
Pitch
4. ROI Whitepaper & Tool
5. References & Case
Studies
6. Application brief
7. Solutions brief
8. Reprints
9. Webinar
10. Events
Must Use Marketing Tools
3. Preference: Creates preference during final stages of sales cycle
1. Proposal
2. Best Practices doc
3. Workshop
4. Sample Reports
5. Whitepapers
6. Webinars
7. Partner reference
8. Channel reference
9. Customer reference
10. Reprints
Must Use Marketing Tools
1. Reference program
2. eZine | Blog
3. Whitepapers
4. Webinar
5. Reprints
6. Enrol in customer case
study
7. Webinar
8. Event
5. Loyalty: Building loyal customers
Must Use Marketing Tools
1. Business Case
2. ROI Framework
3. Q&A
4. Reprints
5. Pass-up Doc
6. Analyst reports
Must Use Marketing Tools
4. Justification: Assimilation into final tech/business case
… Aligned to Sales Process
9/9/2010© by [email protected], www.twitter.com/nextgencmo
53
Suspect
Starter Pack
Corp Presentation
Industry/Solution Pack
Core C collateral - CD
Demo | Flash
Web | Demo | Flash
Prospect
Reference Blueprints
Solutions Brief
Case Studies |
What Works
Product Reviews
App/Solutions Brief
“Fast Start” Day
Trial
ROI Model
Success Criteria
Customer Reference
RFQ/P Docs
Close
Business Case
ROI Model
Pass-up Preso
Enterprise 2.0
9/9/2010© by [email protected], www.twitter.com/nextgencmo
54
Online (Social) Marketing
Self-Service Trial
Customer Communities