building blocks for successpragmatic marketing® framework a market-driven model for managing and...
TRANSCRIPT
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BUILDING BLOCKS FOR SUCCESS
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20504
Increase Revenue and Profit withProduct Management in a Strategic Role
Practical Strategies for Revenue Growth - Software 2005Barbara Nelson, Pragmatic MarketingApril 26, 2005
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Leverage for growth
RepeatableProactivePervasive
Critical
OnceReactiveSpecificNice to have
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“ ”Peter Drucker
The aim of marketing is to know andunderstand the customer so well that theproduct or service fits him and sells itself.
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Pricing
Buy, Buildor Partner
OperationalMetrics
BusinessCase
SalesProcess
ThoughtLeaders
MarketRequirements
MarketSizing
MarketingPlan
ProductRoadmap
AwarenessPlan
MarketResearch
MarketProblems
DistinctiveCompetence
ProductPerformance
CustomerAcquisition
Positioning
CustomerRetention
LaunchPlan
ProductContract
Innovation
MarketMessages
ChannelTraining
Win/LossAnalysis
CompetitiveWrite-Up
EventSupport
Collateral &Sales Tools
Presentations& Demos
WhitePapers
UserPersonas
“Special”Calls
ReleaseMilestones
AnswerDesk
TechnologyAssessment
CompetitiveAnalysis
LeadGeneration
BuyerPersonas
Pragmatic Marketing® Framework
A market-drivenmodel for
managing andmarketing
technology products
MarketAnalysis
ProductStrategy
ProgramStrategy
ProductPlanning
QuantitativeAnalysis
ChannelSupport
SalesReadiness
Stra
tegi
c Tactical
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If product managersdon’t do their jobs, theother departments will
fill the void.
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LaunchPlan
ProductContract
Innovation
MarketMessages
ChannelTraining
Win/LossAnalysis
CompetitiveWrite-Up
EventSupport
Collateral &Sales Tools
Presentations& Demos
WhitePapers
UserPersonas
“Special”Calls
ReleaseMilestones
AnswerDesk
TechnologyAssessment
CompetitiveAnalysis
LeadGeneration
BuyerPersonas
Pricing
Buy, Buildor Partner
OperationalMetrics
BusinessCase
SalesProcess
ThoughtLeaders
MarketRequirements
MarketSizing
MarketingPlan
ProductRoadmap
AwarenessPlan
MarketResearch
MarketProblems
DistinctiveCompetence
ProductPerformance
CustomerAcquisition
Positioning
CustomerRetention
MarketAnalysis
ProductStrategy
ProgramStrategy
ProductPlanning
QuantitativeAnalysis
ChannelSupport
SalesReadiness
Stra
tegi
c Tactical
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The market
Productmanagers mustknow who is notshopping andwhy
Customers
Potentials
Evaluators
Ours Competitor1
Competitor2
Competitor3
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Revenue growth• Is not sustained accidentally• Takes planning• Should be tied to the market forces
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An outside-in approachincreases the likelihood
of product success.
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… using the Pragmatic Marketing® Framework
Strategic product managers• Understand company’s distinctive competence• Know what is possible with technology• Collect and quantify market problems• Know the market better than they know themselves• Communicate market problems to the organization
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• Since 1993, we have trained over 30,000 people intechnology product management and productmarketing at thousands of companies
• About our seminars• www.PragmaticMarketing.com
• Resource site• www.ProductMarketing.com
About Pragmatic Marketing, Inc.
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A market-drivenmodel for
managing andmarketing
technology products
MarketRequirements
ProductRoadmap
ProductContract
UserPersonas
ReleaseMilestones
Pricing
Buy, Buildor Partner
OperationalMetrics
BusinessCase
SalesProcess
ThoughtLeaders
MarketSizing
MarketResearch
MarketProblems
DistinctiveCompetence
ProductPerformance
Positioning
InnovationWin/LossAnalysis
TechnologyAssessment
CompetitiveAnalysis
MarketingPlan
AwarenessPlan
CustomerAcquisition
CustomerRetention
LaunchPlan
MarketMessages
ChannelTraining
CompetitiveWrite-Up
EventSupport
Collateral &Sales Tools
Presentations& Demos
WhitePapers
“Special”Calls
AnswerDesk
LeadGeneration
BuyerPersonas
MarketAnalysis
ProductStrategy
ProgramStrategy
ProductPlanning
QuantitativeAnalysis
ChannelSupport
SalesReadiness
Stra
tegi
c Tactical
Effective Marketing Programs ™
Pragmatic Marketing® Seminars
Practical Product Management ®
Requirements That Work ™