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Integrated Product Management. SVPMA March 5, 2003 Darlene K. Mann, CEO Siperian [email protected] 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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Integrated product management l.jpg

Integrated Product Management

SVPMA March 5, 2003

Darlene K. Mann, CEO Siperian

[email protected]


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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


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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


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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?


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Business Plan “Model”

Market

Problem

Buyer

Transaction

Opportunity

(Discover)


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Business Plan “Model”

Technology

Product

Product

Company

Business

Execution

(Implement)


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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)


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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


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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


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“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!)


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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


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“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


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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


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“Vision” Problems

  • New technologies

    • Better, faster, cheaper

    • Direct competitor or substitute

  • M&A events

    • Channel strength

    • Product line completeness

    • Critical mass effects


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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


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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


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Why would Product Management attract BOD attention?

  • Overcome by disruptive technology

  • Industry structure change

  • Too early


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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


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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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