proficientz 5 reasons you shouldn't do product strategies
TRANSCRIPT
![Page 1: Proficientz 5 Reasons You Shouldn't Do Product Strategies](https://reader035.vdocument.in/reader035/viewer/2022062905/541314d57bef0a40598b4733/html5/thumbnails/1.jpg)
Copyright 2013 Proficientz, Inc. All rights reserved.
5 Reasons You Shouldn’t
Do Product Strategies &
The Better Alternative
John Mansour@proficientzppm
![Page 2: Proficientz 5 Reasons You Shouldn't Do Product Strategies](https://reader035.vdocument.in/reader035/viewer/2022062905/541314d57bef0a40598b4733/html5/thumbnails/2.jpg)
Copyright 2013 Proficientz, Inc. All rights reserved.
1. The more product strategies you have, the less strategic they are to your organization.
Dilutes your core competencies!
Copyright 2013 Proficientz, Inc. All rights reserved @proficientzppm www.proficientz.com
![Page 3: Proficientz 5 Reasons You Shouldn't Do Product Strategies](https://reader035.vdocument.in/reader035/viewer/2022062905/541314d57bef0a40598b4733/html5/thumbnails/3.jpg)
Copyright 2013 Proficientz, Inc. All rights reserved @proficientzppm www.proficientz.com
Strategic?
Advance Strategies of
Target Customers
Advance My Organization’s
Strategy
Rarely Accomplished With a Single Product!
![Page 4: Proficientz 5 Reasons You Shouldn't Do Product Strategies](https://reader035.vdocument.in/reader035/viewer/2022062905/541314d57bef0a40598b4733/html5/thumbnails/4.jpg)
Copyright 2013 Proficientz, Inc. All rights reserved @proficientzppm www.proficientz.com
Conventional WisdomProduct 1
Product 2
Product 3
Product 4
Product 5
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
Market Opportunity
It Doesn’t S
cale!
![Page 5: Proficientz 5 Reasons You Shouldn't Do Product Strategies](https://reader035.vdocument.in/reader035/viewer/2022062905/541314d57bef0a40598b4733/html5/thumbnails/5.jpg)
Copyright 2013 Proficientz, Inc. All rights reserved.
2. Product strategies are too easy to change.
Always a better “product idea!”
Copyright 2013 Proficientz, Inc. All rights reserved @proficientzppm www.proficientz.com
![Page 6: Proficientz 5 Reasons You Shouldn't Do Product Strategies](https://reader035.vdocument.in/reader035/viewer/2022062905/541314d57bef0a40598b4733/html5/thumbnails/6.jpg)
Copyright 2013 Proficientz, Inc. All rights reserved.
3. Executives hate product strategies.
Too many choices!
Copyright 2013 Proficientz, Inc. All rights reserved @proficientzppm www.proficientz.com
![Page 7: Proficientz 5 Reasons You Shouldn't Do Product Strategies](https://reader035.vdocument.in/reader035/viewer/2022062905/541314d57bef0a40598b4733/html5/thumbnails/7.jpg)
Copyright 2013 Proficientz, Inc. All rights reserved.
4. Product strategies give engineering too much control.
Cherry-pick the easy, fun stuff!
Copyright 2013 Proficientz, Inc. All rights reserved @proficientzppm www.proficientz.com
![Page 8: Proficientz 5 Reasons You Shouldn't Do Product Strategies](https://reader035.vdocument.in/reader035/viewer/2022062905/541314d57bef0a40598b4733/html5/thumbnails/8.jpg)
Copyright 2013 Proficientz, Inc. All rights reserved.
“ In the absence of a clear strategy, the guy with the compiler calls
the shots.”
Anonymous ProductCamp Attendee
![Page 9: Proficientz 5 Reasons You Shouldn't Do Product Strategies](https://reader035.vdocument.in/reader035/viewer/2022062905/541314d57bef0a40598b4733/html5/thumbnails/9.jpg)
Copyright 2013 Proficientz, Inc. All rights reserved.
5. Product strategies make marketing and sales more difficult.
Lack of a cohesive message – too many messages!
Copyright 2013 Proficientz, Inc. All rights reserved @proficientzppm www.proficientz.com
![Page 10: Proficientz 5 Reasons You Shouldn't Do Product Strategies](https://reader035.vdocument.in/reader035/viewer/2022062905/541314d57bef0a40598b4733/html5/thumbnails/10.jpg)
Implications
1. Value to company and market
2. Far less susceptible to change
3. Simplify marketing & sales
Better Alternative
Portfolio Strategy Market-segment focus
![Page 11: Proficientz 5 Reasons You Shouldn't Do Product Strategies](https://reader035.vdocument.in/reader035/viewer/2022062905/541314d57bef0a40598b4733/html5/thumbnails/11.jpg)
Copyright 2013 Proficientz, Inc. All rights reserved @proficientzppm www.proficientz.com
Portfolio Strategy
Short Term Revenue Markets
A B C
Longer Term Growth Markets
A B C D
Product Investment Priorities
Solutions We
Need
Marketing & Sales
Priorities
Solutions We Have
Corporate Goals &
ObjectivesOperational Alignment
![Page 12: Proficientz 5 Reasons You Shouldn't Do Product Strategies](https://reader035.vdocument.in/reader035/viewer/2022062905/541314d57bef0a40598b4733/html5/thumbnails/12.jpg)
Copyright 2013 Proficientz, Inc. All rights reserved @proficientzppm www.proficientz.com
Strategic Solutions
1. User Stories & Features
2. Use Stories & Features
3. Use Stories & Features
4. Use Stories & Features
5. Use Stories & Features
Product Enhancements
1. Use Stories & Features
2. Use Stories & Features
3. Use Stories & Features
4. Use Stories & Features
5. Use Stories & Features
Product
Backlog /
Release Plan
![Page 13: Proficientz 5 Reasons You Shouldn't Do Product Strategies](https://reader035.vdocument.in/reader035/viewer/2022062905/541314d57bef0a40598b4733/html5/thumbnails/13.jpg)
Copyright 2013 Proficientz, Inc. All rights reserved @proficientzppm www.proficientz.com
3 Dimensions of Strategic B2B Product Management
![Page 14: Proficientz 5 Reasons You Shouldn't Do Product Strategies](https://reader035.vdocument.in/reader035/viewer/2022062905/541314d57bef0a40598b4733/html5/thumbnails/14.jpg)
Copyright 2012 Proficientz, Inc. All rights reserved.
Create Product Plans & Marketing
Programs
Define & PrioritizeUse Cases
Train & SupportSales / Channel
Execute Segment Marketing Programs
Create Market Segment
Positioning
CreateBacklog / Release
Plans
Define & Prioritize
Organizational Readiness Activities
Approve & CommunicateProduct and Marketing
Plans
DeliverSales Tools &
Marketing Materials
Evaluate Target Markets
QuantifySegment Revenue Potential
Evaluate Segment
Competition
Map CoreCompetencies toMarket Segments
Determine Segment Trends
& Drivers
Create & SocializeMarket
Segment Profiles
Create the Market & Portfolio
Strategy
PrioritizeTarget Market
Segments
Define Segment
Marketing Priorities
Align & Prioritize Operational Initiatives
CreateProduct Portfolio
Roadmap
Define & ValidateSegment Business
Requirements
Approve & CommunicateThe Strategic
Plan
Rollout & Deliver Solutions to Target
Markets
CompleteKnowledge
Transfer Training
CompleteOrganizational
Readiness Activities
Promote Thought
Leadership
AchieveCorporate Goals
& Objectives
Develop Products / Services
Design
Validate
Develop
Test
Release to Marketing / Production
Transfer Knowledge With User Stories &
Functional Specifications
Corporate Goals &
Objectives
Build What
You Need
Sell What
You Have
![Page 15: Proficientz 5 Reasons You Shouldn't Do Product Strategies](https://reader035.vdocument.in/reader035/viewer/2022062905/541314d57bef0a40598b4733/html5/thumbnails/15.jpg)
Copyright 2013 Proficientz, Inc. All rights reserved.
Austin April 9-11
Product Portfolio Management
20% Discount for PCA Alumni