organizing product management

21
Staffing and organizing product management Steve Johnson, Pragmatic Marketing [email protected] Follow me on twitter @ sjohnson717 Read my blog at www.productmarketing.com

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Page 1: Organizing Product Management

1

Staffing and organizing product management

Steve Johnson, Pragmatic Marketing

[email protected]

Follow me on twitter @ sjohnson717

Read my blog at www.productmarketing.com

Page 2: Organizing Product Management

2

Page 3: Organizing Product Management

3

1582 responses overall

1044 respondents have product management titles

Product management survey

1691233116169

Page 4: Organizing Product Management

4

Profile of a product manager (including product marketing and product management)

Product management activities

Organizational alignment

Compensation

Survey focus

Page 5: Organizing Product Management

5

Profile of a product manager

PM

PMM

TPM

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

I am non-technical

I am somewhat non-technical

I am somewhat technical

I am very technical

no degree7%

college43%

Masters degree

48%

Doctoral degree2%

Female32%

Male68%

Page 6: Organizing Product Management

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Total compensation range

Midwest Northeast Pacific South Southwest West Average50

60

70

80

90

100

110

120

130

PMPMM

Page 7: Organizing Product Management

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Impact of experience on total compensation

01--02 03--05 06--10 11--15 15+50

60

70

80

90

100

110

120

130

FemaleMale

Page 8: Organizing Product Management

8

Technical impact on base salary

I am non-technical I am somewhat non-technical

I am somewhat technical

I am very technical50

60

70

80

90

100

110

120

130

Page 9: Organizing Product Management

9

Activities of product management

Sales processDefining marketing plan

Product contractOperational metrics

Technology assessmentWin/loss analysis

Market sizingInnovation

Buy, build, partnerDistinctive competence

User personasPricing

Product portfolioMonitoring release milestones

Market researchPositioning

Product performanceUse scenarios

Market problemsBusiness case

Competitive analysisMarket requirements

Product roadmap

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

PMMPM

Page 10: Organizing Product Management

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Pricing

Buy, Build or Partner

BusinessPlan

Product Profitability

Win/Loss Analysis

Distinctive Competence

Market Problems

MarketingPlan

Customer Acquisition

Customer Retention

Program Effectiveness

BuyingProcess

Buyer Personas

UserPersonas

Positioning

Product Portfolio

Market Definition

Distribution Strategy

InnovationCompetitive Landscape

Technology Assessment

Lead Generation

Thought Leadership

Referrals & References

LaunchPlan

UseScenarios

Requirements

Status Dashboard

Product Roadmap

Presentations & Demos

EventSupport

“Special”Calls

ChannelSupport

Channel Training

SalesProcess

Collateral

SalesTools

Business

MarketProgram

sPlannin

gStrateg

ySupport

Readiness

Stra

tegi

c Tactical

Business

MarketProgram

sPlannin

gStrateg

ySupport

Readiness

Stra

tegi

c Tactical

product marketing

product management

Barbara Nelson
the circles have overlap;this denotes regions of the grid rather than the exact boxes
Steve Johnson
Marcom bitches have redefined this as inbound MARCOM. We should go back to product management and product marketing.
Page 11: Organizing Product Management

11

Pricing

Buy, Build or Partner

BusinessPlan

Product Profitability

Win/Loss Analysis

Distinctive Competence

Market Problems

MarketingPlan

Customer Acquisition

Customer Retention

Program Effectiveness

BuyingProcess

Buyer Personas

UserPersonas

Positioning

Product Portfolio

Market Definition

Distribution Strategy

InnovationCompetitive Landscape

Technology Assessment

Lead Generation

Thought Leadership

Referrals & References

LaunchPlan

UseScenarios

Requirements

Status Dashboard

Product Roadmap

Presentations & Demos

EventSupport

“Special”Calls

ChannelSupport

Channel Training

SalesProcess

Collateral

SalesTools

Business

MarketProgram

sPlannin

gStrateg

ySupport

Readiness

Stra

tegi

c Tactical

Business

MarketProgram

sPlannin

gStrateg

ySupport

Readiness

Stra

tegi

c Tactical

product marketing

product management

Page 12: Organizing Product Management

12

Pricing

Buy, Build or Partner

BusinessPlan

Product Profitability

Win/Loss Analysis

Distinctive Competence

Market Problems

MarketingPlan

Customer Acquisition

Customer Retention

Program Effectiveness

BuyingProcess

Buyer Personas

UserPersonas

Positioning

Product Portfolio

Market Definition

Distribution Strategy

InnovationCompetitive Landscape

Technology Assessment

Lead Generation

Thought Leadership

Referrals & References

LaunchPlan

UseScenarios

Requirements

Status Dashboard

Product Roadmap

Presentations & Demos

EventSupport

“Special”Calls

ChannelSupport

Channel Training

SalesProcess

Collateral

SalesTools

Business

MarketProgram

sPlannin

gStrateg

ySupport

Readiness

Stra

tegi

c Tactical

Business

MarketProgram

sPlannin

gStrateg

ySupport

Readiness

Stra

tegi

c Tactical

Marketing

Strategy

Technical

Page 13: Organizing Product Management

13

Pricing

Buy, Build or Partner

BusinessPlan

Product Profitability

Win/Loss Analysis

Distinctive Competence

Market Problems

MarketingPlan

Customer Acquisition

Customer Retention

Program Effectiveness

BuyingProcess

Buyer Personas

UserPersonas

Positioning

Product Portfolio

Market Definition

Distribution Strategy

InnovationCompetitive Landscape

Technology Assessment

Lead Generation

Thought Leadership

Referrals & References

LaunchPlan

UseScenarios

Requirements

Status Dashboard

Product Roadmap

Presentations & Demos

EventSupport

“Special”Calls

ChannelSupport

Channel Training

SalesProcess

Collateral

SalesTools

Business

MarketProgram

sPlannin

gStrateg

ySupport

Readiness

Stra

tegi

c Tactical

Business

MarketProgram

sPlannin

gStrateg

ySupport

Readiness

Stra

tegi

c Tactical

Technical

Marketing

Strategy

Page 14: Organizing Product Management

14

Pricing

Buy, Build or Partner

BusinessPlan

Product Profitability

Win/Loss Analysis

Distinctive Competence

Market Problems

MarketingPlan

Customer Acquisition

Customer Retention

Program Effectiveness

BuyingProcess

Buyer Personas

UserPersonas

Positioning

Product Portfolio

Market Definition

Distribution Strategy

InnovationCompetitive Landscape

Technology Assessment

Lead Generation

Thought Leadership

Referrals & References

LaunchPlan

UseScenarios

Requirements

Status Dashboard

Product Roadmap

Presentations & Demos

EventSupport

“Special”Calls

ChannelSupport

Channel Training

SalesProcess

Collateral

SalesTools

Business

MarketProgram

sPlannin

gStrateg

ySupport

Readiness

Stra

tegi

c Tactical

Business

MarketProgram

sPlannin

gStrateg

ySupport

Readiness

Stra

tegi

c Tactical

Technical

Marketing

Strategy

Page 15: Organizing Product Management

15

Page 16: Organizing Product Management

16

Reporting structure

Reporting directly to the CEO

In product management

In development

In marketing

0% 5% 10% 15% 20% 25% 30% 35%

2009

2000

Page 17: Organizing Product Management

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Reporting structure

less than $1 Million

$1 Million to $10 Million

$11 Million to $25 Million

$26 Million to $50 Million

$51 Million to $100 Million

$101 Million to $250 Million

$251 Million to $500 Million

$501 Million to $1 Billion

over $1 Billion

0% 20% 40% 60% 80% 100%

CEOProduct ManagementDevelopmentMarketingOther

Page 18: Organizing Product Management

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Business case Defining marketing planManaging mktg programs

Market messages

Positioning

Buyer personas

Success stories

Lead generation

providing sales channel training

creating collateral and tools

writing competitive checklistscreating pres and demosstaffing eventsMarket requirements

User personas

Use scenarios

Monitoring release

Technology assessment

Competitive analysis

Pricing

Product roadmap

Market sizing

Win/loss analysisMarket problems

in PM

in MKTG

in DEV

Page 19: Organizing Product Management

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Product management is becoming more strategic More report directly to CEO or product management Fewer report to marketing or sales Being organizationally separated from development

Actual focus of task orientation is impacted by organizational alignment

Experience and technical skills have the most impact on salary

Conclusions

Page 20: Organizing Product Management

20

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21

? Steve [email protected]

Slides available at www.slideshare.net/sjohnson717

Read my blog at www.productmarketing.com