Way too often, Product Managers & Product Marketers make the excuse that they cannot take ownership for the success of their product in the market because there are too many factors outside to their control. You can’t own success because sales might not do a good job of selling your product! You can’t own success because engineering might develop a poorly performing product! You can’t own success because you can’t get the support from management to commit the right resources! And the list goes on. While bad Product Managers/Marketers continue to complain about these limitations, Good Product Managers & Marketers become Strategic and take ownership of the success of their products. In this webinar, Tom Evans shares his insight on specific actions that Product Managers & Product Marketers can take to become more strategic in their role in a way that enables them to take ownership for driving revenue and success for their products. Key Takeaways from participating in this webinar: Understand six key indicators that a Product Manager or Product Marketer is being tactical and not strategic. Identify the key differences between Bad and Good Product Managers & Product Marketers Learn 5 specific actions that you can take to make your Product Management or Product Marketing role a stronger driver of product success. Learn the Strategic and Executional Levers of Control that Product Managers and Product Marketers have to drive product revenue and success.

1. The Strategic Role of Product
Management & Product Marketing in
Driving Product Revenue & Success
Tom Evans
CompellingPM
@compellingpm
Copyright 2015. The Lûcrum Group, Inc. 1

2. DFW Product Group
• DFW Product Group is the premier product management and
marketing association in the Dallas/Fort Worth metroplex
• 300+ active members
• 2015 roadmap includes webinar series, networking mixers,
and ProductCamp DFW
• Website: http://dfwproductgroup.org/
• LinkedIn: https://www.linkedin.com/groups?gid=2796125
• Twitter: @DFWProductGroup
• Email: info@dfwproductgroup.org
• Actively seeking new members, volunteers, and sponsors
Copyright 2015. The Lûcrum Group, Inc. 2

3. Special offer from CompellingPM at
the end of the webinar.
Copyright 2015. The Lûcrum Group, Inc. 3

4. The Strategic Role of Product
Management & Product Marketing in
Driving Product Revenue & Success
Tom Evans
CompellingPM
@compellingpm
Copyright 2015. The Lûcrum Group, Inc. 4

5. The Big Question
• Should Product Management/Marketing Take
Responsibility for Product Success or Failure?
– Yes: The Product Manager is CEO of the product
and the buck stops there!
– No: We don’t have direct control of those
(engineering, sales, marketing, etc.) who
ultimately impact the success!
Copyright 2015. The Lûcrum Group, Inc. 5

6. What Makes a Bad PM?
Copyright 2015. The Lûcrum Group, Inc. 6

7. Signs of a Tactical Product Manager
1. Main job is writing requirements
2. Spends lots of time helping engineering
3. Is the demo boy/girl
4. Main job is writing marketing collateral
5. Spends much of day answering questions &
fighting fires - engineering/sales/marketing
6. Manages the schedule (development,
marketing, etc) (Aka – Project Mgmt)
Copyright 2015. The Lûcrum Group, Inc. 7

8. Bad PM = Product Janitor
• Instead of working on the critical things that
will make a big difference for your product and
thinking strategically, the product manager [&
product marketer] end up doing thankless low-
level work that is not appreciated (and many
times not necessary.)
Brian Lawley, 280 Group
Copyright 2015. The Lûcrum Group, Inc. 8

9. “Being a good product manager is so hard that
most product managers at most companies fail
to be good -- and instead are bad.”
--Ben Horowitz and David Weiden
Copyright 2015. The Lûcrum Group, Inc. 9

10. What Makes a Good PM?
Copyright 2015. The Lûcrum Group, Inc. 10

11. Good PM v. Bad PM
Good Bad
Based on knowledge & confidence They think that….
Owns success of product
Too many factors outside their
control
CEO of Product
Marketing resource for
engineering
Drives the what & why Defines the how
Grows the business Builds bells & whistles
Tells the story Presents features
Defines their role Others define role
Copyright 2015. The Lûcrum Group, Inc. 11
Reference: Ben Horowitz, 1996

12. How Do We Transform?
Copyright 2015. The Lûcrum Group, Inc. 12
Discover
Value
Create
Value
Communicate
Value
Deliver Value
Capture
Value

13. Identifying Levers of Control
Copyright 2015. The Lûcrum Group, Inc. 13
Financial Metrics
Strategic Metrics
Product Success

14. Identifying Levers of Control
Copyright 2015. The Lûcrum Group, Inc. 14
Financial Metrics
Strategic Metrics
Sell More
Higher Price
Lower Cost
Product Success

15. Identifying Levers of Control
Copyright 2015. The Lûcrum Group, Inc. 15
Financial Metrics
Strategic Metrics
Sell More
Higher Price
Lower Cost
Product
Price
Place
(Channel)
Promotion
Product SuccessKey Levers/Tools

16. Strategic Levers of Control
16
Product
Price
Place
(Channel)
Promotion
Creating Leverage
Copyright 2015. The Lûcrum Group, Inc.

17. Strategic Levers of Control
Copyright 2015. The Lûcrum Group, Inc.
17
Product
Price
Place
(Channel)
Promotion
Creating Leverage
Go-to-Market
Strategy
Copyright 2015. The Lûcrum Group, Inc.
Defining Leverage

18. Strategic Levers of Control
Copyright 2015. The Lûcrum Group, Inc.
18
Product
Price
Place
(Channel)
Promotion
Creating Leverage
Go-to-Market
Strategy
Market Analysis
(Context)
Discovering Leverage
Copyright 2015. The Lûcrum Group, Inc.
Defining Leverage

19. Executional Levers
Go-to-Market Strategy
Target Markets Positioning
Competitive
Strategies
Messaging
Platform
Alignment to
Business
Drivers
Market Analysis
VOC Competitive Analysis Ecosystem Analysis
Copyright 2015. The Lûcrum Group, Inc. 19

20. Executional Levers
Product
• Define Whole
Product
• Effective
Requirements
Price
• Value Based
Pricing
Place (Channel)
• Sales Tools
• Sales
Enablement
• Channel
Programs
Promotion
• Product
Marketing
Tools &
Content
• Product
Marketing
Programs
Copyright 2015. The Lûcrum Group, Inc. 20

21. Leveraging the Levers - 1
• VOC
– Better understand customer problems and value
– More compelling messaging & sales tools
– More effective marketing programs
• Competitive Analysis
– Know competitions strengths & weaknesses
– Create best competitive position
• Ecosystem Analysis
– Understand market dynamics, threats & opportunities
Copyright 2015. The Lûcrum Group, Inc. 21

22. Leveraging the Levers - 2
• Target Markets
– Everyone knows who you’re selling too
– More effective use of development and marketing investments
• Positioning
– Stake your claim in the market
– Resonate with your target markets
• Competitive Strategies
– How to win against the competition
• Messaging Platform
– Ensure consistent & effective messages to the market
– Resonate with your target markets
• Alignment to Business Drivers
– Create value for the company
Copyright 2015. The Lûcrum Group, Inc. 22

23. Leveraging the Levers - 3
• Whole Product
– Deliver the complete value customers expect
– Sell more product & maximize value
• Effective Requirements
– Engineering builds the product customers need
– Sell more product
– Maximize value created
• Value-Based Pricing
– Maximize revenue on your product
Copyright 2015. The Lûcrum Group, Inc. 23

24. Leveraging the Levers - 4
• Sales Tools
– Help buyers make a buying decision in your favor
• Sales Enablement
– Improve close ratios, better pricing, increase
revenue
• Channel Programs
– Keep sales team motivated
– Squeaky wheel gets the grease
Copyright 2015. The Lûcrum Group, Inc. 24

25. Leveraging the Levers - 5
• Product Marketing Tools & Content
– Clearly communicate value proposition
– Driver awareness and leads
– Improve conversion ratios throughout the funnel
• Product Marketing Programs
– Driver awareness and leads
– Improve conversion ratios throughout the funnel
Copyright 2015. The Lûcrum Group, Inc. 25

26. What Are You Going to Be?
What Will You Do Different?
Copyright 2015. The Lûcrum Group, Inc. 26

27. Go-to-Market Webinar Series
http://compellingpm.com/go-to-market-webinar-series-with-dfw-product-group/
Webinar Title Date
The Strategic Role of Product Management & Product Marketing in Driving Product
Revenue & Success
Apr 23
Developing a Deep Understanding of Your Target Markets – The Starting Point for Great
Product Marketing
May 28
Define a Powerful Go-to-Market Strategy That Sets Your Product Apart June
Great Requirements Form the Foundation for Successful Products July
Profitable Products Sell Value: Why Value-Based Pricing Wins August
From Messaging Nightmare to Messaging Delight: How to Create a Powerful Messaging
Platform
Sept
Create Effective Sales & Marketing Tools That Actually Get Used By Sales & Prospects Oct
Nothing Happens Until Someone Sells Something: Enabling Your Sales Channel to Success Nov
Driving the Marketing and Sales Funnel to Close Deals: What Product Marketers Must
Know and Do
Dec
Copyright 2015. The Lûcrum Group, Inc. 27

28. Next Webinar
Developing a Deep Understanding of
Your Target Markets: The Starting
Point for Great Product Management
& Marketing
May 28, 2015
Copyright 2015. The Lûcrum Group, Inc. 28

29. Upcoming Training
• AIPMM Certifications
– June 8 – 9 (CPM – Austin)
– June 10 – 11 (CPMM – Austin)
• Optimal Product Management & Product
Marketing
– Sept 21 – 23 (Austin)
– Dec 7 - 9 (Austin)
More dates/locations - www.280group.com
Copyright 2015. The Lûcrum Group, Inc. 29

30. Free 1 Hour PM/PMM Consult
• First five to submit information on form
• http://compellingpm.com/freeonehour/
• Please include background on topic or issue
• Must include company info (no Gmail)
Copyright 2015. The Lûcrum Group, Inc. 30

31. Thank You!
Tom Evans
CompellingPM
tevans@compellingpm.com
@compellingpm
www.compellingpm.com
Copyright 2015. The Lûcrum Group, Inc. 31