2. Role of a PM
Beyond requirements analysis
¨ CEO for the product
¨ Talk about customers and their
problems as opposed to
company and their products
¨ Master Orchestrator of the
“Value Journey” that works
with cross functional teams
Finding compelling, competitive and
profitable solutions to market problems
3. Career Path for a PM - Title
SVP/GM
VP PM
Director
PM
Group PM CEO
Sr. PM
Product
PM
Portfolio BU
APM/ TPM Owner Owner
Product
Line
Product Owner
Business
Product Owner
Product Features
Module Owner
Owner
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5. Lots to consider
Addressable market New Competencies M&A
Fleeting or lasting?
Market Size Core New Routes to
Competencies Market
Customer Pain - Size Sales / Support Investments
Can I make money
Big Fish in Small Pond?
with it? Direct
Willingness to Pay Competitors
Resource
Target Customer Competitors
Types Substitutes
Target Segments
Positioning Switching costs
Timing Organizational Appetite Barriers to entry
6. Progression Accelerators
¨ Business Credentials (MBA/Certifications)
¨ Stakeholder Feedback
¨ Successful product launches
¨ Profitability Targets
¨ Team building
¨ II (Influentiality Index)
¨ Demonstrable knowledge of full spectrum
“productizing” process
Accelerators have a different effect at every stage
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7. “Productizing” Process
Creating Communicatin
Value g Value
• Customer • Value • Value
Value • Define based • Positioning Channels
Modeling products Pricing Value Network
Prop
Understanding Capturing Delivering
Value Value Value
Value Management = Product Management
Market Strategic Product Go To Sales
Analysis Planning Planning Market Enablement
Choosing to Building Building it Marketing it Selling
Build Profitably right right effectively
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8. Creating Communicatin
• Customer Value • Value g Value
• Value
Value • Define based • Positioning Channels
Modeling products Pricing Value Network
Prop
Understanding Capturing Delivering
Value Value Value
Adaptive Productizing FrameworkTM
Market Strategic Product Go To Sales
Analysis Planning Planning Market Support
Building Profitably
Choosing to Build
Selling effectively
Marketing it right
Value Product Collaterals &
Building it right
Target Requirements
Research & Market Sizing Positioning Sales Tools
Analytics Product Line
Product Economics Routes to Lead Gen &
Resources & Strategy market PreSales
Competency Personas &
Buy/Build/ Scenarios Marketing Channel &
Competitive Partner Plan Sales
Analysis Market Training
Pricing & Acceptance Launch
Win/Loss Packaging Planning Plan Evangelism
Analysis Thought
Business Product Customer
Performance Leadership
Model & Plan Roadmap Acquisition
Analysis Revenue
9. 5 Compelling Reasons for MBA/Certs
1. Whether you like it or not, it’s a filtering
criteria
2. Good training/MBA will actually teach you
frameworks for solving most product
challenges
3. It allows you to speak the business language,
terminology helps with credibility
4. If you are techie this is one of the fastest
ways to become a generalist
5. It allows you to learn how to learn!
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10. Tips
¨ Understand your assets/strengths
¨ Augment yourself with as many
“Accelerators” as feasible
¨ Benchmark success in your organization
¨ Improve your “terminology” vocabulary
before you develop deeper expertise
¨ For PMs with technology background its
important to become a generalist
MBA/Certification – in some cases its necessary but in
most cases wont be sufficient
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