This document outlines an agenda for a product management meeting, including: - The challenges of balancing short-term opportunities with long-term strategy and revenue targets. - An overview of stakeholders and their roles in product roadmapping. - Tools like SWOT analysis and the BCG matrix that will be used to analyze the product portfolio and inform strategic decisions. - A timeline that outlines objectives for the product manager's first 90 days on the job, focusing on understanding the market, taking ownership, and establishing product leadership.

1. Michelle
Harper
michelle.lynn.harper@gmail.com
Problem Solving Product
Management

2. Agenda
The Challenge
Stakeholders
Tools:
 SWOT Analysis
 BCG Matrix
 Timeline

3. The Challenge
Avoid being hi-jacked by short term
opportunities and incremental
development
$Achieve Revenue Target
Develop Long term Portfolio Strategy
Balance short term profit and long term value

5. Leads the product
management process by
providing vision, product
and market strategies and
team leadership in
conjunction with company
goals and mission.
Involved in all stages of
a product family’s
lifecycle
Director of Product
Management
Seeks new market
opportunities by
leveraging the
company’s distinctive
competence

6. Stakeholders  ROADMAP
C-Level, VP (Vision, Business Objectives)
Technical/Implementation Support
Platform Engineering & Deliverability (Tools, Data, and Performance)
Product Owners (Feedback, Priorities)
Sales (Feedback, CI)
Customers (Feedback, CI)
Channel & Strategic Alliances (Integrate partner solutions)
Marketing (Surveys, Trade shows, Competitors)

7. Key
Questions
What are the
Revenue and profit
expectations for
each product line?
What is the
Market
penetration?
What are the top
3 most critical
challenges
the company will
face this year?
Are new markets
or new products
being considered
for the future?
What strategic
partnerships exist
or on the horizon?
What resource
changes are
expected?

8. The BCG Matrix
A means of analysing the product portfolio and informing
decision making about possible marketing strategies
Developed by the Boston Consulting Group – a business
strategy and marketing consultancy in 1968
Links growth rate, market share and cash flow

9. Product Life Cycles and the BCG Matrix

10. The BCG Matrix
Classifies Products into four simple categories:
Stars
Cash Cows
Dogs
Question Mark

11. The BCG Matrix
Stars
Products in markets experiencing high
growth rates with a high or increasing share
of the market
-Potential for high revenue growth
CoPilot  Scale it

12. Cash Cows:
High market share
Low growth markets –
maturity stage of PLC
Low cost support
High cash revenue – positive
cash flows
The BCG Matrix

13. Dogs:
Products in a low growth
market
Have low or declining market
share (decline stage of PLC)
Associated with negative cash
flow
May require large sums of
money to support
The BCG Matrix

14. Question Mark:
Products having a low market
share in a high growth market.
Need money spent to develop
them.
May produce negative cash flow
Potential for the future?
The BCG Matrix

15. Questions to consider
Are they worth persevering with?
How much are they costing?
Could they be revived in some way?
How much would it cost to continue
to support such products?
How much would it cost to remove
from the market?
The BCG Matrix
Dogs:

16. Question Marks:
What are the chances of these
products securing a hold in the
market?
How much will it cost to promote
them to a stronger position?
Is it worth it?
The BCG Matrix

17. Stars:
Huge potential
May have been expensive to develop
Worth spending money to promote
Consider the extent of their product
life cycle in decision making
The BCG Matrix

18. Cash Cows:
Cheap to promote
Generate large amounts of cash –
use for further R&D?
Costs of developing and promoting
have largely gone
Need to monitor their performance –
the long term?
At the maturity stage of the PLC?
The BCG Matrix

19. 1st 30 days
Objective: Understand the products. the market, and the
company culture
Intro to leaders, team, goals & strategic objectives.
Market trends & opportunities
Strategic partners
Revenue & profitability targets
Pricing model(s)
Establish regular meetings w/stakeholders
Sales or channel strategy
Marketing & advertising focus

20. 2nd 30 days
Objective: Take Ownership
Contribute thoughts/ideas on how to streamline partners and programs.
Shadow sales calls
Review marketing and sales materials
Begin to write strategy materials (ie., product strategy, product
positioning, competitive overview docs)
Continue to build relationships

21. 3rd 30 days
Objective: Product Leadership
Become a servant leader to teammates.
Finalize product management and VOC frameworks.
Finalize product growth plan and strategic road map for all products
Meet with leadership team for input and approval.
Communicate strategy to organization.