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Integrated Product Management

Integrated Product Management. SVPMA March 5, 2003 Darlene K. Mann, CEO Siperian dmann@siperian.com. Speaker Background. Personal data Sales and Marketing for 12+ years VC for 6+ years CEO for 1+ month Siperian Inc. Customer data management solutions

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Integrated Product Management

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  1. Integrated Product Management SVPMA March 5, 2003 Darlene K. Mann, CEO Siperian dmann@siperian.com

  2. Speaker Background • Personal data • Sales and Marketing for 12+ years • VC for 6+ years • CEO for 1+ month • Siperian Inc. • Customer data management solutions • Unique composite object technology • “Aware Applications” offering a single point of interaction for customer-centric activities

  3. Agenda • What is “integrated” product management • What do Board of Directors (BOD) care about? • Why would product management attract BOD attention? • How does product management speak to the BOD

  4. Integrated Product Management • Executive management sets the business plan • Board of Directors approves business plan and oversees results • Product management is key to execution of the business plan • Do you understand the product assumptions driving the plan?

  5. Business Plan “Model” Market Problem Buyer Transaction Opportunity (Discover)

  6. Business Plan “Model” Technology Product Product Company Business Execution (Implement)

  7. Business Plan “Model” Market Problem Buyer Transaction Opportunity (Discover) Vision Value Proposition Operating Model Financial Model Strategy (Design) Technology Product Product Company Business Execution (Implement)

  8. What do BODs care about? • Is the company operating well today? • Revenue • Cost Structure • Profitability • Will it continue to do well in the future? • Market opportunities • Competitive Advantage

  9. Business Plan Concerns Market Problem Buyer Transaction Opportunity (Discover) Vision Value Proposition Operating Model Financial Model Strategy (Design) Technology Product Product Company Business Execution (Implement) Problems: Missed revenue/profits indicate execution issues, if no strategic cause

  10. “Operational” Problems • Revenue model cannot support the necessary cost structure • Customer acquisition costs too high • Channel costs too high • Operating expenses or COGS increase substantially (e.g. cost of labor, materials, etc.) • Poor expense controls (shameful!)

  11. Business Plan Concerns Market Problem Buyer Transaction Opportunity (Discover) Vision Value Proposition Operating Model Financial Model Strategy (Design) Technology Product Product Company Business Execution (Implement) Problems: Product misalignment or market saturation create strategic issues

  12. “Value Proposition” Problems • Problem isn’t big enough to matter • Market was never big enough • Market now saturated • Product inadequate for problem • Poor execution • Poor vision • Competitive price pressure • Value undermined

  13. Business Plan Concerns Market Problem Buyer Transaction Opportunity (Discover) Vision Value Proposition Operating Model Financial Model Strategy (Design) Technology Product Product Company Business Execution (Implement) Problems: Market disruption creates strategic issue

  14. “Vision” Problems • New technologies • Better, faster, cheaper • Direct competitor or substitute • M&A events • Channel strength • Product line completeness • Critical mass effects

  15. Why would Product Management attract BOD attention? • Missed revenues or profitability? Inspect: • Channel • Direct/Indirect sales metrics • Contribution across channels • Product • Evaluation of market opportunity • Feature/functionality/fit analysis • Underlying cost structures • Structural changes to cost • Poor management

  16. Why would Product Management attract BOD attention? • Value proposition under fire • Customer adoption • Competitive pressure • Out-selling • Better product • Price pressure • True cost advantage • Buying share • Lousy competitor

  17. Why would Product Management attract BOD attention? • Overcome by disruptive technology • Industry structure change • Too early

  18. How should Product Management speak to the BOD? • Financial expressions of issues • Quantify it when possible • Data-driven, clear about sources • Explain what and how you know • High level • Relevant to the big issues • Place/Process/Progress • Where did you start, what is your goal • How will you get there • Where are you now

  19. Summary • From the BOD perspective, everything nets to financial performance • In tough times, understanding the expected business model behavior is essential for financial success • If your product line is not conforming to the model, understand why and what can be done

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