Building Insanely Great Products - AIPMM Webcast - David Fradin, 280 Group

Thanks everyone who attended this AIPMM
webcast.
We welcome your feedback regarding this topic.
Contact Hector Del Castillo with any comments
or questions regarding upcoming events.
We look forward to seeing you again soon.

© AIPMM 2012

Tweet About Us!

Hector: @hmdelcastillo
AIPMM: @AIPMM
ProdMgmtTalk: @ProdMgmtTalk

© AIPMM 2012

The Hub Of All Things Product Management
Community Certification
Subject Matter Experts & Like-Minded Peers to ask Certification can help to improve both
questions organizational performance and individual
career aspirations as part of a managed skills
development approach.

Connections Content
Connecting our members through multiple social media Hundreds of practical templates, examples, and information
networks extends our reach

© AIPMM 2012

AIPMM Overview
• With members in 65 countries, the AIPMM is the worldwide
certifying body of product team professionals.
• The only organization that addresses the entire product
lifecycle (inception to obsolescence) throughout any
industry
• Presently has offerings in North America, Europe, Middle
East, Australia and Southeast Asia.
• Membership benefits include eligibility for the Certification
Programs, discounts to AIPMM conferences, and access to
the Career Center, peer Forums, tools, templates and
publications.
© AIPMM 2012

• Network with experts
Why Our Members Join and thought leaders
• Learn best practices,
proven strategies and
methodologies
• Expand their
knowledge and soft
skills.
• Sharpen their
leadership and
influential skills
• Validate their expertise
with internationally
recognized
certifications.
• Obtain tools to enhance
their productivity

© AIPMM 2012

AIPMM Certifications
AIPMM offers globally recognized certifications:
• Certified Product Manager (CPM®)
• Certified Product Marketing Manager (CPMM®)
• Agile Certified Product Manager (ACPM®)
• Certified Innovation Leader (CIL®)
• Certified Brand Manager (CBM®)

© AIPMM 2012

Upcoming Events
AIPMM Sessions at ProductCamp Austin 9
Date: Saturday, August 18, 2012
Time: 8:30 a.m. – 4:30 p.m. CT
Register/Archive: [Register here]
AIPMM will be presenting the following topics at ProductCamp Austin:
• The Product Manager Pathfinder
• Why Leading Innovation Is Essential For Product Managers
We hope to see you there.
Who Should Attend
This event is for Product Management, Product Marketing, and Marketing professionals to teach
to, learn from, and network with each other.

© AIPMM 2012

Global Product Management Talk

Bringing Product Talks to you via Twitter Chat & Podcast!

Mondays Follow: @ProdMgmtTalk Use #ProdMgmtTalk
Register: http://www.prodmgmttalk.com
Listen: http://www.blogtalkradio.com/prodmgmttalk

Aug 20 Product Marketing Methodology
w/ Bill Reed, Managing Director & Co-Founder @Aventigroup
4:00 PM Pacific Time, 6 PM CST Chicago, and 7 PM ET Boston

© AIPMM 2012

Upcoming Webcast
Key Tips To Prepare For An AIPMM Certified Product Manager (CPM®) Or
Certified Product Marketing Manager (CPMM®) Certification Exam
Date: Wednesday, August 22, 2012
Time: 12 noon EDT/ 9:00 a.m. PDT
Register/Archive: [Register here]
This webcast will discuss all you need to know about the CPM® and CPMM® certification exams
and preparation courses. The prep courses provide a thorough review of key strategies, concepts
and terminology to help participants prepare to take an AIPMM certification exam. They cover
the strategy for answering the exam questions and a Q&A for anything else participants want to
review. They fully prepare participants to take the Certified Product Marketing Manager (CPM®)
or Certified Product Marketing Manager (CPMM®) certification exam.
Who Should Attend
This is for all product team professionals who want to distinguish themselves, accelerate their
careers by mastering strategies, methodologies and tools to plan, manage and market successful
products, improve their productivity, and fully prepare to sit for and successfully pass the CPM®
or CPMM® Certification Exam.

© AIPMM 2012

Upcoming Courses
Dates and
Upcoming Courses
Location
Optimal Product Management & CPM® Certification Exam Sep 17-20, 2012
from the 280 Group Teqcorner
Course Information: [Information] McLean, VA

Product Innovation Leadership (16 PDUs) Sep 24-25, 2012
Course Information: [Information] Teqcorner
McLean, VA

Creating Value Through Collaboration (16 PDUs) Sep 26-27, 2012
High Performance Project Management Teqcorner
Course Information: [Information] McLean, VA

For more information, contact Hector Del Castillo at hmdelcastillo [at] aipmm.com.

© AIPMM 2012

Useful Links
• Website: http://www.aipmm.com
• LinkedIn: http://www.linkedin.com/company/2614343
• Ambassador’s Council: http://www.aipmmambassadors.com/
• Articles: http://www.aipmm.com/html/newsletter/article.php
• Blogs: http://aipmm.com/anthropology/
• Webinars: http://aipmm.com/aipmm_webinars/
• Certification: http://aipmm.com/html/certification/
• Product Management Framework Brochure:
http://www.aipmm.com/brochures/AIPMM_PMF.pdf

© AIPMM 2012

For More Information About
• AIPMM membership benefits
• Certification courses in your area
• How to prepare to take a certification exam
• Defining the right product strategy & process
to grow your business
• Aligning your business model with your
product strategy

© AIPMM 2012

Hector Del Castillo, PMP, CPM, CPMM
Transforming products to profit for technology-based organizations.TM
Product Marketing Director
linkd.in/hdelcastillo
@hmdelcastillo
hmdelcastillo [at] aipmm.com
+1-301-523-9478

© AIPMM 2012

FEATURED PRESENTATION

© AIPMM 2012

Building Insanely
Great Products
How Product Management
Can Break or Make your Company

by David Fradin
david@280group.com
Copyright 2012, David Fradin and 280 Group LLC. All rights reserved.

www.280group.com

© 2011 280 Group
LLC. ©2012 David Fradin and 280 Group LLC 1

Agenda
• Why do Products Fail 70% to 90% of the time?
• What key factors must be present to build insanely great
products?
• What lessons can we learn from Proctor and Gamble, HP
and Apple?
• What is the role of Product Management and Product
Marketing?
• What are the foundations (process, people and information)
a company must provide, to build insanely great products
and services?

Drawing at End of Presentation!
Product Management LifeCycle Toolkit™
One copy of each book

• Plus a copy of Seven Phase Product LifeCycle Book for
everybody!

• Optimal Product Process book for download: www.tinyurl.com/freeoppbook

• Slides available at www.280group.com/building.pdf
© 2011 280 Group
LLC. 3

David Fradin

University of Michigan, Engineering: Technically Trained Manager
Focus High-Technology and Energy
Professional Environmental Mediator
HP: Corporate PR: Board of Directors
HP: Product Manager, Enterprise Software
Apple: Product Manager, 1st PC Hard Disk Drive
Apple: Business Unit Manager, Apple ///
DataQuest: Associate Director PC Industry Service
DBM: Employee Satisfaction Surveys
30 Years: 70+ Products/Services: HW/SW, Internet, eCommerce,
Video, Enterprise, Manufacturing, SaaS

© 2011 280 Group
LLC. 4
©2007 280 Group LLC

Helping companies deliver
products that delight their customers
and produce massive profits

Assessment – Training – Certification – Consulting –
Contractors – Templates – Mentoring – Books

© 2011 280 Group
LLC.

Why The 280 Group?

© 2011 280 Group
LLC. 6

Product & Services
Product Toolkits Workshops,
Training Consulting
Management PM Office Coaching &
Certification Contractors
Assessments Portal Mentoring

PM Assessments Courses: We Provide: Templates: Available for:
• Process/People/Tools - Public • Product Managers - Product Lifecycle •Teams
• Gap Analysis - Private Onsite • Product Marketers - Launches •Projects
• Recommendations - Self-Study • Projects - Roadmaps •Individuals
• Executive Presentation • Interim Contractors - Competitive
Certifications: - Beta Programs Topics:
- Certified Product - Product Reviews • PM Process
Manager - Developer • Market Research
- Agile Certified Product • Competitive Research
• Voice of the Customer
Manager PM Office:
• Vision
- Standard • Conceive
Course Offerings: - Pro • Business Case
- Optimal PM & PMM • Market Strategy
- Phenomenal PM Books: • Requirements
- Agile PM Excellence - Agile • Prioritizing
- CPM Intensive - Phenomenal • Road mapping
• Pricing
- Social Media Marketing - Excellent
• Forecasting
- 42 Rules • Metrics
- Optimal Product • Beta
Process • Marketing
• End of Life
PM Portal • Agile

7
© 2011 280 Group
LLC.

280 Group Clients

© 2011 280 Group
LLC.

Go to www.280group.com in the “Resources” section.
© 2011 280 Group 9
LLC.

Optimal Product Management:
Summary of Course

Day One: Foundation
Day Two: Product Management
Overview
Process and Product Life Day Three: Product Marketing
Conceive
Cycle
Business Cases Forecasting
Market Research
Requirements Pricing
Competitive Analysis
Roadmaps Beta Program
Market Strategy
Launches
Marketing
End of life

© 2011 280 Group
LLC. 10

© 2011 280 Group
LLC. 11

2012 Autumn / Fall Courses –
Switzerland, UK and Poland

ACT FAST while seats last.. !! Enrollment on website (deadline is SEPTEMBER 5th):
http://www.280group.com/training/public-training/

15% early bird discount, on all courses, for webinar participants only:
– Coupon code (15PERCENT2EU)
– Must register by the deadline (i.e. no later than 5th September)

For further details contact our partners - John Ronald (john@280group.com), for Switzerland and UK, or Monika Romaniuk
(monika@280group.com) for Poland

© 2011 280 Group
LLC.

Building Insanely
Great Products
How Product Management
Can Break or Make your Company

by David Fradin
david@280group.com
Copyright 2012, David Fradin and 280 Group LLC. All rights reserved.

www.280group.com

© 2011 280 Group
LLC. ©2012 David Fradin and 280 Group LLC 13

Agenda
Why do Products Fail 70% to 90% of the time?

products?
and Apple?
Marketing?
and services?

Product Failure Statistics

Succeed

• 30% fail because of a
poor value proposition
• 70% fail because of poor
customer requirements

Fail

© 2011 280 Group
LLC.
Introduction 15

Why Products Fail
Underlined Failure Reasons are the Responsibility of Product Management
Wrong Product Ineffective Marketing
• Didn’t meet market needs • Poor marketing & PR
• Not clear who the customer was • No clear value proposition
• Wasn’t viable • Incorrect pricing
• Not competitive • Wrong channel(s)
• Costs too high • Product incongruent with brand
• Need not urgent
• Customer not willing to pay
• Not enough customers

Poor Execution Company Management
• Technology used • Technology driven
• Funding • Sales driven
• Operations • Lack of effective teamwork or PM process
• Sales • Downplaying competitor’s strengths
• Underestimating time, budget, effort, etc. • Dysfunctional corporate culture
• Solution didn’t solve the problem (Quality, • Rush to failure
Technology, Usability)

Failure rate can be cut in half with professional product management and product marketing
© 2011 280 Group
LLC. 16

Agenda

What key factors must be present to build insanely great
products?
and Apple?
Marketing?
and services?

Building Insanely Great Products

Product/Service:
Problem/Features/Benefits/Advantages
Positioning
Competitive Research
Market Segments
Personas
Customer: Pain Points, Wants/Needs:
Market Research
Product Life Cycle and Management
Process
People
Information
Organizational Structure
Culture
Values

18
© David Fradin and 280 Group LLC. 2012 18
©2011 280 Group David Fradin

Agenda
products?

What lessons can we learn from Proctor and Gamble, HP and
Apple?
Marketing?
and services?

The History of Product Management

“Those who fail to learn from history are
doomed to repeat it.”
Sir Winston Churchill


The Beginnings of Product Management

• Brand management at Proctor & Gamble: Neil McElroy in
1931
– President, P&G
– President, Harvard, Secretary of Defense
– Stanford University Advisor


McElroy’s Memo
A product name that’s easy to pronounce, remember, recognize
and know plus translates into other languages easily
Distinguishes the product’s position relative
to the competition
Focus on the product vs. a business function
like finance, HR, manufacturing,
development, etc.
Multi-divisional structure with decentralized
decision making
Not driven by the sales force requests for
features but the product which matches into
customer needs/wants is marketed to the
sales force


McElroy’s Memo (continued)

Full responsibility for the product’s
characteristics, customer testing, pricing, sales
promotion, packaging and advertising but without
the authority to require anybody to do anything
Coordination with sales for execution of the marketing
plan (essentially a promotions plan)
Analyze sales, develop marketing plans and
monitor using appropriate research methods with
a team of market researchers and assistants
Focused on fast-moving consumer goods with
short shelf lives and need to sell in large
quantities
Be tactical and reactive, observe competitor and
channel activity and sales and margin trends


Management in the 1930s/40s
• Sloan: General Motors
– Auto Brands: Chevy, Buick, Pontiac, Oldsmobile, Cadillac
– Defined Assets/Liabilities
– Inventory is an Asset, People are a cost
• Delayed the introduction of LEAN Manufacturing (the father of Agile)
• Fred Terman: Stanford
• David Packard: Hewlett-Packard
– grew nearly 20% a year for 50 years without a loss
– Until early ‘90s: Decentralized Decision Making
– By 1996 about a dozen HP leaders had started new companies
with employment numbering over 40,000


Management in mid 20th Century

• Organizational Structure
– Line Management
– Staff
– Matrix Management: General Electric
• Management: Planning, Organizing, Directing, Staffing, Control
– Military: Management by Control
(Centralized)
– Management by Objectives (MBO)


Product Manager and Product
Marketing Manager Roles come from:
Invented from scratch
Hand me downs
Strategic frameworks


Product Life Cycle Process comes from

Hand me downs
Hardware
Compartmentalization
Heavy Weight


Getting Along with Others
1. Think first of the other fellow. 8. Check first impressions.
This is THE foundation — the first requisite — for getting along with others. And it We are especially prone to dislike some people on first sight because of some
is the one truly difficult accomplishment you must make. Gaining this, the rest will vague resemblance (of which we are usually unaware) to someone else whom we
be "a breeze." have had reason to dislike. Follow Abraham Lincoln’s famous self-instruction: "I do
not like that man; therefore I shall get to know him better."
2. Build up the other person’s sense of importance.
When we make the other person seem less important, we frustrate one of his 9. Take care with the little details.
deepest urges. Allow him to feel equality or superiority, and we can easily get along Watch your smile, your tone of voice, how you use your eyes, the way you greet
with him. people, the use of nicknames and remembering faces, names and dates. Little things
add polish to your skill in dealing with people. Constantly, deliberately think of
3. Respect the other man’s personality rights. them until they become a natural part of your personality.
Respect as something sacred the other fellow’s right to be different from you. No
two personalities are ever molded by precisely the same forces. 10. Develop genuine interest in people.
You cannot successfully apply the foregoing suggestions unless you have a sincere
4. Give sincere appreciation. desire to like, respect and be helpful to others. Conversely, you cannot build
If we think someone has done a thing well, we should never hesitate to let him genuine interest in people until you have experienced the pleasure of working with
know it. WARNING: This does not mean promiscuous use of obvious flattery. them in an atmosphere characterized by mutual liking and respect.
Flattery with most intelligent people gets exactly the reaction it deserves —
contempt for the egotistical "phony" who stoops to it. 11. Keep it up. That’s all — just keep it up!

5. Eliminate the negative.
Criticism seldom does what its user intends, for it invariably causes resentment.
The tiniest bit of disapproval can sometimes cause a resentment which will rankle
— to your disadvantage — for years.

6. Avoid openly trying to reform people.
Every man knows he is imperfect, but he doesn’t want someone else trying to
correct his faults. If you want to improve a person, help him to embrace a higher
working goal — a standard, an ideal — and he will do his own "making over" far
more effectively than you can do it for him.

7. Try to understand the other person.
How would you react to similar circumstances? When you begin to see the "whys"
of him you can’t help but get along better with him.

Source: David Packard’s Simple Rules of Getting Along

The HP Way

"...an egalitarian, decentralized system...
The essence of the idea, radical at the
time, was that employees' brainpower
was the company's most important
resource.”
Peter Burrows Business Week March 29, 2004


The HP Way:

• We have trust and respect for individuals
• We focus on a high level of achievement
and contribution
• We conduct our business with
uncompromising integrity
• We achieve our common objectives
through teamwork
• We encourage flexibility and innovation


HP’s Values -- the HP Way Drove:
A framework of principals and harmony

• Making a technical contribution
• Doing products of value that meet customer
needs at a high level of quality
• Sales engineers were told to take the customer’s
side
• “Success depends in large part on giving the
responsibility to the level where it can be
exercised effectively, usually at the lowest
possible level of the organization, the level
nearest the customer”
David Packard


Impact of Wall Street

• Short Term vs. Long Term Focus: The KPIs
have changed
• David Packard says:
– Managers can increase profits by reducing new-
product design and development, customer
service, buildings/equipment
– Must maintain balance between short term
profits and investment for future strength and
growth
• Take Apple, for example

1978:
Apple Values

• Friendly products
• Customer Service
• Empathy for Customers
• Aggressive
• Innovation
• Excellence
• Good Management

33

Learn from the Past

Insanely Great Products
come from
Insanely Great Companies


Process Must Support
New Product Development


Company Driven by:
Market Wall Street: Greed and Fear
Product Human Resources
Marketing Operations
Engineering Councils
Technology Consensus
Finance Labor
Legal Community
Government Ego/Spite

Do the KPIs Match?


Agenda
products?
and Apple?

What is the role of Product Management and Product
Marketing?
and services?

Unique Position
Central point of
communication Sales

Drive the vision & Press/Analysts Customers

strategy Marketing Support

Whole product PM
Roadmap/require Engineering Channel

ments Partners Operations

Lead all groups Executives

© David Fradin (david@280group.com) and 280 Group LLC. 2012 38

Roles and responsibilities
Market Potential

Director of Product Management
Development, Operations, Support, Service

Portfolio Planning

Marketing, Sales, Service, Finance, other
Strategic planning ● resource allocation ● PLC strategy ● pricing strategy ●
competitive analysis (company & financial level)
Measure: Revenue, margin and growth targets

Product Management Product Marketing
Inbound Outbound

departments
• Customer research and insights
• Launch and marketing plans
• Business case analysis
• Features and benefits
• Positioning
• Messaging by market and role
• Product Road mapping
• Training
• Market req. & prioritization
• Sales tools
• Whole product definition
• Product Launch
• Differentiation and desirability
• Marketing program
• Feature/cost/schedule tradeoffs
• Success stories
• Develop product req. w/ eng. & UX
• Market analysis
• Competitive analysis (product and
• Competitive analysis (price,
market position)
promotion, and place)
• Beta programs

Measure: Business case realization Measure: Marketing plan realization

Customers, segments, and market problems
39
© David Fradin (david@280group.com) and 280 Group LLC. 2012

Individual Contributor Product Manager

Business Case Development and perhaps realization
– Market Expert and Voice of the Customer
– Feature, schedule and cost tradeoffs
– Return on Investment/Profit and Loss Analysis

Insures the product is valuable and differentiated
Owns the “whole product” (core, benefits, augmented) definition
Works strategically as the product visionary including the product
roadmap
Manages the product lifecycle (Tasks listed below)
Bridges engineering and the market place
Manages business ecosystem members
Manages the product portfolio
Pricing
Scope: Geographic/Market


Manager of Product Mangers

Market Plan Strategy
– Target Market
– Value Proposition
– Positioning

Portfolio Planning
Resource allocation
Product Life Cycle strategy
Pricing Strategy
Competitive analysis at the company and financial level
Coordinates Market Research and Competitive Research
needed by the product managers
Process Development and Optimization
Success will be determined by moving the product through
the product life cycle and realizing the business case

Product Management:
Responsibilities by Stage of Product Life Cycle

Conceive and market position)
Opportunity analysis Write
Problem/Feature/Advantage/Be
Customer research, Market
nefit
Research
Positioning, Product Road
Competitive & Market Analysis
mapping
Plan
Develop
Business Case
Working With Engineering
Whole product definition Teams

Differentiation and desirability Prioritizing Features

Market Requirements Feature, Schedule, Cost
Tradeoffs and stakeholder
Product Requirements and feedback if Agile
Feature/cost/schedule/prioritiza
tion tradeoffs with engineering Qualify
and user experience
Run Beta Programs
Competitive analysis (product
Obtain customer testimonial

Product Marketing Management:
Responsibilities by Stage of Product Life Cycle

Marketing Press and analyst relations
Marketing Plans overtime Launch
Marketing Objectives Launch plan
Target Markets Product announcement
Branding Related events and activities
Messaging: Internal, channel and End of Life
customer
End of life plan
Collateral and Sales tools development
Announcement
Off-line/on-line and Social Media, as
Related events and activities
needed, and mix for on-going
marketing
Conferences, trade shows and events
Budget
Pricing
Forecasting

PM and PMM Task Flow


Agenda
products?
and Apple?
Marketing?
What are the foundations (process, people and information) a
company must provide, to build insanely great products and
services?

Seven Phase LifeCycle™

Phase: Stage in the product lifecycle
Gate: Critical decision point ending a
phase, and starting the next
Product LifeCycle: phases from
conceive to retire
One Phase Gate

Conceive Plan Develop Qualify Launch Market Retire

Source: AIPMM

Worldwide Standard Foundation

Association of International Product
Management & Marketing (AIPMM)


Question?

What is the best thing about your company?

I AM!

What is the worst thing about my company?

I AM!
49
©2011 280 Group David Fradin

Key Manager Questions:

“How can I help each of my product
managers perform to their full potential?”
“What are the collective strengths and
weaknesses of my team?”
“How can I elevate the performance of the
entire team?”


Product Management Areas of Mastery

Leadership and influence
Customer insight
Market knowledge
Product strategy and business case
Product Management process
Product knowledge


People Development Plan Elements

Attitude (e.g. work with mentor and make
team aware of desired change)
Activities (e.g. identify customers to visit)
Knowledge (e.g., attend trade events)
Hard skills (Optimal Product Management)
Soft skills (productivity, working with sales,
engineering, mediation, negotiation)



Nine core documents
No duplication
Every critical decision/analysis point covered
High productivity
Course foundation
Continuous improvement


Building Insanely Great Products
• Based on
– Vision, Values, Culture, Structure, Process
– Based on Customer Want/Needs: Market Driven
• Product/Service at a price that is delightful


Drawing!
One copy of each book

• Plus a copy of Seven Phase Product LifeCycle Book for
everybody!

• Optimal Product Process book for download: www.tinyurl.com/freeoppbook

• Slides available at www.280group.com/building.pdf


Building Insanely Great Products - AIPMM Webcast - David Fradin, 280 Group

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Ähnlich wie Building Insanely Great Products - AIPMM Webcast - David Fradin, 280 Group

Ähnlich wie Building Insanely Great Products - AIPMM Webcast - David Fradin, 280 Group (20)

Mehr von Hector Del Castillo, CPM, CPMM

Mehr von Hector Del Castillo, CPM, CPMM (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Building Insanely Great Products - AIPMM Webcast - David Fradin, 280 Group