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Indian Product Manager with Global Stakeholders Gopal Shenoy Director of Product Management Gazelle.com, Boston, USA

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<ul><li>Interactive - Ask questions </li></ul><ul><li>Informal </li></ul>Format

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<ul><li>14 year Software Product Management career </li></ul><ul><li>Blogger at productmanagementtips.com </li></ul><ul><li>$1M - $350M annual revenues </li></ul><ul><li>1K - 600K users </li></ul><ul><li>Mass market Product Manager </li></ul>About Me

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Director of Product Management, Gazelle.com

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<ul><li>Market C apital </li></ul><ul><li>C ustomer Experience </li></ul><ul><li>Your C areer </li></ul>Three takeaways - Three C ’ s

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What is Product Management after all?

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Building products people will buy!

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Strategic and Business role that focuses on finding compelling , competitive and profitable solutions to market problems . Product Management

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Compelling?

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Competitive?

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Profitable?

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Product Manager ’ s job Herding Cats

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Companies are typically full of product experts ( “ I think the solution should be “ this ” or “ that ” ) and zero market experts. Why? Product Manager = Market Expert

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Market Product Manager Executives Sales Marketing Engineering Customer Support

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<ul><li>Market Expert </li></ul><ul><li>Product strategy & roadmap </li></ul><ul><li>Product positioning against competition </li></ul><ul><li>Long term viability of the product </li></ul><ul><li>No “ knee jerk ” decisions </li></ul>Product Manager:

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Product Management vs. Project Management

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Product Development process What are the problems in the target market? What should the solution be? How does it need to work from a user ’ s point of view? Why should we solve them? Will we make money? Which ones should we solve first? Build the solution to specs and deliver into the market on time and under budget How is the product working in the market after launch? Are people buying it? Do customers like it? Launch the product into the market 1. Identify/ Gather 2. Prioritize 3. Define 4. Build 5. Launch 6. Measure

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Product Development process What are the problems in the target market? What should the solution be? How does it need to work from a user ’ s point of view? Why should we solve them? Will we make money? Which ones should we solve first? Build the solution to specs and deliver into the market on time and under budget How is the product working in the market after launch? Are people buying it? Do customers like it? Launch the product into the market 1. Identify/ Gather 2. Prioritize 3. Define 4. Build 5. Launch 6. Measure Product Management Project Management Product Marketing Product Management

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Project Management Product Management Internal Facing External Facing Release Management Product Strategy Project Duration (one time endeavor) Product Lifecycle Delivery Risk Management Market Risk Management

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<ul><li>Market C apital </li></ul><ul><li>C ustomer Experience </li></ul><ul><li>Your C areer </li></ul>Three takeaways - Three C ’ s

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This is not a market image

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This is a better market image

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This is a better market image

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If you want to know a tiger, you need to live in the jungle ....

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No one in your office will likely buy your product!

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Don ’ t spend time in the building!

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Market? <ul><li>US? </li></ul><ul><li>Europe? </li></ul><ul><li>India? </li></ul>It depends! Where are your customers?

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To tap opportunities in the emerging markets and pioneer value segments in wealthy countries, companies must learn to develop products in China & India and distribute them globally

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If GE doesn ’ t master reverse innovation, the emerging giants could destroy the company

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Mitticool Chotukool Nano

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Market C apital <ul><li># of customers you have talked to </li></ul><ul><li>Time spent outside your office listening to customers </li></ul>

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Magic happens … Internal stakeholder: “ I think we need to do XYZ. This was very important when I used to do this. ” Product Manager: Interesting. But when I interviewed 25 customers in the last 1 month, what I heard was “ ………. ” and here are the reasons .....

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Magic happens … Internal stakeholder: “ I think we need to do XYZ. This was very important when I used to do this. ” Product Manager: Interesting. But when I interviewed 25 customers in the last 1 month, what I heard was “ ………. ” and here are the reasons ..... Who do you think is more credible?

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4 Reasons to earn Market C apital <ul><li>Builds “ your ” credibility! </li></ul><ul><li>Buying is an emotional behavior! </li></ul><ul><li>It is all about relationships not products! </li></ul><ul><li>Buyers don ’ t do what they say! </li></ul>

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<ul><li> Market C apital </li></ul><ul><li>C ustomer Experience </li></ul><ul><li>Your C areer </li></ul>Three takeaways - Three C ’ s

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Product Experience vs. Customer Experience

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You will lose customers if you have a good product but a bad customer experience!

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Customers get educated via social media

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<ul><li> Market C apital </li></ul><ul><li> C ustomer Experience </li></ul><ul><li>Your C areer </li></ul>Three takeaways - Three C ’ s

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Transitioning into Product Management <ul><li>Show Initiative </li></ul><ul><li>Seek opportunities </li></ul><ul><li>Participate in customer facing events </li></ul><ul><li>Within your current company first! </li></ul>

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PM Sr.PM Director VP CEO Career Path

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1 - High 2 - Medium 3 - Low

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1 - High 2 - Medium 3 - Low

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Strengths Weakness

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PM Sr.PM Director VP CEO

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PM Sr.PM Director VP CEO

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Director Job Postings

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How? <ul><li>Seek opportunities </li></ul><ul><li>Invest in yourselves - Get trained & Certified </li></ul>

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Pursue your passions

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 Market C apital  C ustomer Experience  Your C areer Three takeaways - Three C ’ s

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[email_address] productmanagementtips.com Thank You!