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BOOK 2 PART 2
Organizational Strategy
BOOK 1 PART 2
Product Marketing
BOOK 2 PART 1
Product Management
BOOK 1PART 1
Product Planning
BOOK 1 PART 1
PRODUCT PLANNING
Chapter 2: The ProcessThis is an introductory chapter that explains the generic stage-gate concept. The purpose of each stage is examined, as well as the concept of escalation of resources. Beginners will find this section useful because it shows them the big picture of what an organization is trying to accomplish. This understanding can then be overlaid on top of whatever specific process the readers own organization might employ.
Chapter 2: The Process
This is an introductory chapter that explains the generic stage-gate concept. The purpose of each stage is examined, as well as the concept of escalation of resources. Beginners will find this section useful because it shows them the big picture of what an organization is trying to accomplish. This understanding can then be overlaid on top of whatever specific process the readers own organization might employ.
Chapter 3: Concept PhaseA corporate environment can be brutal to new ideas, where the intense need for details and financial justification can kill them before they have a chance to bloom. It is simply too early to be able to answer all of the inevitable questions. That is what the Concept Phase is for: to nurture ideas into a solid concept, without requiring irrefutable proof of financial return. Rather, this stage is focused on recognizing fertile target markets, identifying inherent competitive advantage, and highlighting issues for deeper analysis. This chapter describes the appropriate content of a product concept proposal, and described the steps to prepare for and pass the approval meeting.
Chapter 3: Concept Phase
A corporate environment can be brutal to new ideas, where the intense need for details and financial justification can kill them before they have a chance to bloom. It is simply too early to be able to answer all of the inevitable questions. That is what the Concept Phase is for: to nurture ideas into a solid concept, without requiring irrefutable proof of financial return. Rather, this stage is focused on recognizing fertile target markets, identifying inherent competitive advantage, and highlighting issues for deeper analysis. This chapter describes the appropriate content of a product concept proposal, and described the steps to prepare for and pass the approval meeting.
Chapter 4: Product Definition PhaseOnce a concept has been proven to have merit, it must be turned into an actual product plan. An engineering plan must be in place, as well as a compelling business proposition demonstrated by ROI analysis. This chapter, like the one above, discusses the content of the analysis appropriate for this more advanced phase.
Chapter 4: Product Definition Phase
Once a concept has been proven to have merit, it must be turned into an actual product plan. An engineering plan must be in place, as well as a compelling business proposition demonstrated by ROI analysis. This chapter, like the one above, discusses the content of the analysis appropriate for this more advanced phase.
Chapter 5: Changing the PlanApproval of the product is not the end of the road. Sometimes circumstances changes and so must the product plan. A mid-course correction in the form of a definition change or project cancellation may be required. This is one of the toughest things for an organization to do because it can be so disruptive to the entire team. This chapter shows you how to navigate these treacherous waters.
Chapter 5: Changing the Plan
Approval of the product is not the end of the road. Sometimes circumstances changes and so must the product plan. A mid-course correction in the form of a definition change or project cancellation may be required. This is one of the toughest things for an organization to do because it can be so disruptive to the entire team. This chapter shows you how to navigate these treacherous waters.
Chapter 6: Market Segmentation.Most marketers understand the concept of segmentation; but few actually apply it effectively in real practice. Segmentation is a surprisingly powerful but underutilized weapon. This chapter explains it in plain English, and shows how it can be used to create a strong competitive edge and larger target market.
Chapter 6: Market Segmentation.
Most marketers understand the concept of segmentation; but few actually apply it effectively in real practice. Segmentation is a surprisingly powerful but underutilized weapon. This chapter explains it in plain English, and shows how it can be used to create a strong competitive edge and larger target market.
Chapter 7: The Market ProblemThe best products in the market solve real and significant customer problems. Most marketers forget this when they create technologies in search of a problem. Sustained success comes only when the question What is the market problem we are trying to solve? is deeply embedded in the organizations DNA. This chapter seeks to develop this problem-first mindset in the reader - the solution is simpler than you might imagine.
Chapter 7: The Market Problem
The best products in the market solve real and significant customer problems. Most marketers forget this when they create technologies in search of a problem. Sustained success comes only when the question What is the market problem we are trying to solve? is deeply embedded in the organizations DNA. This chapter seeks to develop this problem-first mindset in the reader - the solution is simpler than you might imagine.
Chapter 8: RequirementsHaving vision, great strategy, and a knowledge of the Market Problem is clearly important. But eventually that needs to be translated into a language that Engineering understands: documented requirements. Engineers dont design to PowerPoint, but rather to the Market Requirements Document (MRD). Surprisingly, misexecution of this seemingly simple task damages many product efforts. This chapter deals with the process, including tips on how to write better MRDs that make life easier for Engineering.
Chapter 8: Requirements
Having vision, great strategy, and a knowledge of the Market Problem is clearly important. But eventually that needs to be translated into a language that Engineering understands: documented requirements. Engineers dont design to PowerPoint, but rather to the Market Requirements Document (MRD). Surprisingly, misexecution of this seemingly simple task damages many product efforts. This chapter deals with the process, including tips on how to write better MRDs that make life easier for Engineering.
Chapter 9: Cost AnalysisEstimating the cost of a product sounds like a simple concept: add up all the variable components, allocate the fixed expenses, and out pops the number. But things are never quite this easy. Justifying the cost targets to Engineering is also a significant challenge for any organization. This chapter deals with how to characterize cost, and how to work backwards from pricing to define a target cost for Engineering.
Chapter 9: Cost Analysis
Estimating the cost of a product sounds like a simple concept: add up all the variable components, allocate the fixed expenses, and out pops the number. But things are never quite this easy. Justifying the cost targets to Engineering is also a significant challenge for any organization. This chapter deals with how to characterize cost, and how to work backwards from pricing to define a target cost for Engineering.
Chapter 10: ScheduleIn competitive markets, profitability is directly tied to an ability to get to market first. So dealing with schedules must be done skillfully. Going beyond a simple list of dates, this chapter will cover how the organization can create schedules that convey the true underlying risk. It will then examine the best ways to make tradeoffs in the product plan so that committed schedules are aligned with the market window.
Chapter 10: Schedule
In competitive markets, profitability is directly tied to an ability to get to market first. So dealing with schedules must be done skillfully. Going beyond a simple list of dates, this chapter will cover how the organization can create schedules that convey the true underlying risk. It will then examine the best ways to make tradeoffs in the product plan so that committed schedules are aligned with the market window.
Chapter 11: Competitive AnalysisThere is no greater sin in the world of product marketing than to enter the market without knowing exactly how your product will win. Organizations that consistently succeed in the market have a culture that demands clear competitive knowledge and advantage. This chapter will discuss three distinct levels at which to analyze competition. It will also cover the more important topic: what to do with this information once gathered. Furthermore, it will examine whats known as The Fog of War: that inherent uncertainty in any competitive situation.
Chapter 11: Competitive Analysis
There is no greater sin in the world of product marketing than to enter the market without knowing exactly how your product will win. Organizations that consistently succeed in the market have a culture that demands clear competitive knowledge and advantage. This chapter will discuss three distinct levels at which to analyze competition. It will also cover the more important topic: what to do with this information once gathered. Furthermore, it will examine whats known as The Fog of War: that inherent uncertainty in any competitive situation.
Chapter 12: Pricing StrategyPricing is one of the more important subjects related to creating new products. Price too low and you leave money on the table; make it too high and you wont sell many units. There is no exact science in quantifying the value of something, but there are ways to make the process more rigorous. This chapter will discuss a framework for creating a Strategic Pricing Plan. It is critical to do this early in the process, so the product plan can be modified to fit market realities rather than hoping reality changes to fit the product plan.
Chapter 12: Pricing Strategy
Pricing is one of the more important subjects related to creating new products. Price too low and you leave money on the table; make it too high and you wont sell many units. There is no exact science in quantifying the value of something, but there are ways to make the process more rigorous. This chapter will discuss a framework for creating a Strategic Pricing Plan. It is critical to do this early in the process, so the product plan can be modified to fit market realities rather than hoping reality changes to fit the product plan.
Chapter 13: Financial Analysis Companies presumably always intend to invest their money in projects that give the greatest return. This chapter will discuss the three aspects of doing this most effectively. First, you exercise extreme discipline in your assumptions, questioning and validating them until confidence in accuracy is high. Second, you know how to use the right tools and combine the rigor of analysis with experienced judgment. Finally, you account for the inherent uncertainty in any prediction of the future.
Chapter 13: Financial Analysis
Companies presumably always intend to invest their money in projects that give the greatest return. This chapter will discuss the three aspects of doing this most effectively. First, you exercise extreme discipline in your assumptions, questioning and validating them until confidence in accuracy is high. Second, you know how to use the right tools and combine the rigor of analysis with experienced judgment. Finally, you account for the inherent uncertainty in any prediction of the future.
PRODUCT MARKETING
Chapter 17 : Creating Complete ProductsDevices are created in the laboratory (by engineering) complete products are created in the marketing department. This is one of the most critical principles in the realm of marketing, yet one of the most misunderstood. A whole product consists of the device coupled everything else needed to make the device desirable to and useable by the customer messaging on positioning and benefits, technical documentation, marketing collateral, sales efforts, channel expertise and alignment, and ecosystem of complementary products. Failure to create whole products is a very common cause of market failure - this chapter teaches the reader how to do it right.
Chapter 17 : Creating Complete Products
Devices are created in the laboratory (by engineering) complete products are created in the marketing department. This is one of the most critical principles in the realm of marketing, yet one of the most misunderstood. A whole product consists of the device coupled everything else needed to make the device desirable to and useable by the customer messaging on positioning and benefits, technical documentation, marketing collateral, sales efforts, channel expertise and alignment, and ecosystem of complementary products. Failure to create whole products is a very common cause of market failure - this chapter teaches the reader how to do it right.
Chapter 18: Standard Marketing Presentation The messaging around positioning and benefits is a key deliverable out of marketing. This message is codified into a product pitch that is used by both marketing and sales to message to customers, whether through direct presentations or other indirect channels. This chapter discusses some of the fundamentals of creating and maintaining a good product pitch.
Chapter 18: Standard Marketing Presentation
The messaging around positioning and benefits is a key deliverable out of marketing. This message is codified into a product pitch that is used by both marketing and sales to message to customers, whether through direct presentations or other indirect channels. This chapter discusses some of the fundamentals of creating and maintaining a good product pitch.
Chapter 19: Product Information Whole products require a range of information to be available to the customer. This includes both technical documents (datasheets, bug documents, implementation application notes, etc) and marketing collateral (product briefs, websites, white papers, etc). This chapter talks about the role these documents play, and how to create effective content for them.
Chapter 19: Product Information
Whole products require a range of information to be available to the customer. This includes both technical documents (datasheets, bug documents, implementation application notes, etc) and marketing collateral (product briefs, websites, white papers, etc). This chapter talks about the role these documents play, and how to create effective content for them.
Chapter 20: Press Releases Companies issue press releases in order to inform the industry about a significant event new product, acquisition, partnership. These very public statements are presumably made in order to elicit a certain reaction from the market. Unfortunately, few companies actually know what they are trying to accomplish in issuing a release. In fact, many press releases actually do more harm than good by giving useful information to competitors without any benefit in return. This chapter challenges the conventional wisdom about press releases, and discusses how a product manager should approach them.
Chapter 20: Press Releases
Companies issue press releases in order to inform the industry about a significant event new product, acquisition, partnership. These very public statements are presumably made in order to elicit a certain reaction from the market. Unfortunately, few companies actually know what they are trying to accomplish in issuing a release. In fact, many press releases actually do more harm than good by giving useful information to competitors without any benefit in return. This chapter challenges the conventional wisdom about press releases, and discusses how a product manager should approach them.
Chapter 21: The Product LaunchA product is typically introduced to the market through a launch process. This is nearly always a chaotic exercise, when disparate parts of a company must execute in unison to make the product available at the right time, in the right quantity, and with the right messaging to customers and channel partners. This chapter discusses what it takes to pull it off.
Chapter 21: The Product Launch
A product is typically introduced to the market through a launch process. This is nearly always a chaotic exercise, when disparate parts of a company must execute in unison to make the product available at the right time, in the right quantity, and with the right messaging to customers and channel partners. This chapter discusses what it takes to pull it off.
Chapter 22: Talking to the Press Getting the press to write articles about your product is a good way to generate interest within the customer base. Editors often request interviews to gather further information not contained in the press release. Though there are obvious benefits in doing this, there are also risks. Facts can easily be misrepresented, whether intentionally to create a controversial story, or unintentionally because they did not understand your message. This chapter discusses how to deliver the products message clearly and succinctly, while also handling tricky questions.
Chapter 22: Talking to the Press
Getting the press to write articles about your product is a good way to generate interest within the customer base. Editors often request interviews to gather further information not contained in the press release. Though there are obvious benefits in doing this, there are also risks. Facts can easily be misrepresented, whether intentionally to create a controversial story, or unintentionally because they did not understand your message. This chapter discusses how to deliver the products message clearly and succinctly, while also handling tricky questions.
Chapter 23: Sales Strategy The process of selling to the customer is not the sole responsibility of the sales team Marketing plays a key role. Too bad that few marketers have learned how to go out and win business. Most salespeople jealously guard their customers. As a result, most marketers view their role as simply showing up to give a presentation when Sales asks them to. This is a problem truly competitive companies use their marketers effectively in the selling process. But to be effective in this process, you must understand the dynamic of winning business. This chapter delves into the core principles that great salespeople follow when penetrating strategic accounts and opportunities.
Chapter 23: Sales Strategy
The process of selling to the customer is not the sole responsibility of the sales team Marketing plays a key role. Too bad that few marketers have learned how to go out and win business. Most salespeople jealously guard their customers. As a result, most marketers view their role as simply showing up to give a presentation when Sales asks them to. This is a problem truly competitive companies use their marketers effectively in the selling process. But to be effective in this process, you must understand the dynamic of winning business. This chapter delves into the core principles that great salespeople follow when penetrating strategic accounts and opportunities.
Chapter 1: Working with the Field Most product managers spends a significant amount of time supporting the salesforce. The relationship is symbiotic each partys success depends on the execution of the other. Salespeople are demanding, but only because the demands of the front line dictate it. You must learn that a top priority is to keep Sales happy, as this is often a proxy for the customer being happy. This chapter reviews what is expected of each side in keeping the relationship successful.
Chapter 1: Working with the Field
Most product managers spends a significant amount of time supporting the salesforce. The relationship is symbiotic each partys success depends on the execution of the other. Salespeople are demanding, but only because the demands of the front line dictate it. You must learn that a top priority is to keep Sales happy, as this is often a proxy for the customer being happy. This chapter reviews what is expected of each side in keeping the relationship successful.
Chapter 2: Forecasting Every product-based business needs to forecast sales, both to predict financial performance and to ensure the right amount of product is available to the customer at the right time. This chapter reviews methods of making a good forecast, as well as how to recognize and solve some of the common forecasting challenges. It goes even further with a discussion of the tools necessary to track changes to and progress towards the forecast, and how to present the right forecast data to management.
Chapter 2: Forecasting
Every product-based business needs to forecast sales, both to predict financial performance and to ensure the right amount of product is available to the customer at the right time. This chapter reviews methods of making a good forecast, as well as how to recognize and solve some of the common forecasting challenges. It goes even further with a discussion of the tools necessary to track changes to and progress towards the forecast, and how to present the right forecast data to management.
Chapter 3: Program Management Execution requires effective coordination between customers, Engineering, Marketing, and other relevant functional groups in the company. Program managers are typically responsible for this. Successful organizations invest in such a function. This chapter examines the complicated dynamic of program managing various parts of the organization.
Chapter 3: Program Management
Execution requires effective coordination between customers, Engineering, Marketing, and other relevant functional groups in the company. Program managers are typically responsible for this. Successful organizations invest in such a function. This chapter examines the complicated dynamic of program managing various parts of the organization.
Chapter 4: Pricing TacticsCreating a pricing strategy during the product planning stage is important, but ultimately a theoretical exercise. When specific deals are actually being closed, a new set of tactical dynamics apply. Unskillful handling at this stage can destroy all the value created to date through useful features and good marketing. Successful organizations skillfully navigate this tricky phase.
Chapter 4: Pricing Tactics
Creating a pricing strategy during the product planning stage is important, but ultimately a theoretical exercise. When specific deals are actually being closed, a new set of tactical dynamics apply. Unskillful handling at this stage can destroy all the value created to date through useful features and good marketing. Successful organizations skillfully navigate this tricky phase.
Chapter 5: Supply Chain Having enough product supply for the customer at the right time is a central challenge for any product-based business. Inevitably the situation is one of either extreme delinquency to the requirement, or of excessive inventory. Product managers often spend much of their time fighting both. They could better control the situation by understanding how to handle some of the common challenges examined in this chapter.
Chapter 5: Supply Chain
Having enough product supply for the customer at the right time is a central challenge for any product-based business. Inevitably the situation is one of either extreme delinquency to the requirement, or of excessive inventory. Product managers often spend much of their time fighting both. They could better control the situation by understanding how to handle some of the common challenges examined in this chapter.
Chapter 6: Testing Many product companies put most of their focus on product definitions and product design. But experience shows that the testing phase of product development can have as big an effect on schedule, quality, and customer perception of the product. Many organizations fail to recognize this and thus are blind to the limitations that come from the capabilities of the groups testing infrastructure. This chapter tries to fix that by examining the world of testing and how it can significantly impact product development.
Chapter 6: Testing
Many product companies put most of their focus on product definitions and product design. But experience shows that the testing phase of product development can have as big an effect on schedule, quality, and customer perception of the product. Many organizations fail to recognize this and thus are blind to the limitations that come from the capabilities of the groups testing infrastructure. This chapter tries to fix that by examining the world of testing and how it can significantly impact product development.
Chapter 7: Understanding Engineering Discord between Engineering and Marketing is common in any industry. Engineers live in the world of execution reality, marketers live in the world of market reality and never shall the two meet. The successful marketer is the one that can understand how engineers think and what they need from their Marketing department.
Chapter 7: Understanding Engineering
Discord between Engineering and Marketing is common in any industry. Engineers live in the world of execution reality, marketers live in the world of market reality and never shall the two meet. The successful marketer is the one that can understand how engineers think and what they need from their Marketing department.
Chapter 8: Customer Crisis ManagementInevitably, crises will develop with customers. The companys response to such a crisis often has a big impact on future business from that customer. If they know the company will be there for them when things get tough, they tend to reciprocate. But effective responses are often only capable when the product managers steps up to manage the crisis, rather than letting the relevant functional groups handle it. This chapter discusses some of the principles and fundamentals that must be understood in order to be effective.
Chapter 8: Customer Crisis Management
Inevitably, crises will develop with customers. The companys response to such a crisis often has a big impact on future business from that customer. If they know the company will be there for them when things get tough, they tend to reciprocate. But effective responses are often only capable when the product managers steps up to manage the crisis, rather than letting the relevant functional groups handle it. This chapter discusses some of the principles and fundamentals that must be understood in order to be effective.
Chapter 9: Field UpdatesA major complaint of sales teams around the worldwide is that product managers dont keep them updated on the product line. Imagine the analogy of a platoon leader in the field hes entirely dependent on information via radio from headquarters to tell him what hes up against. Without this link, hes in the dark, and likely feeling frantic. Failing to keep Sales updated can seriously hamper their ability to sell. This chapter teaches the product manager what type of info he should regularly be communicating: basic product data, development status, competitive comparisons, and positioning of company or competitor actions.
Chapter 9: Field Updates
A major complaint of sales teams around the worldwide is that product managers dont keep them updated on the product line. Imagine the analogy of a platoon leader in the field hes entirely dependent on information via radio from headquarters to tell him what hes up against. Without this link, hes in the dark, and likely feeling frantic. Failing to keep Sales updated can seriously hamper their ability to sell. This chapter teaches the product manager what type of info he should regularly be communicating: basic product data, development status, competitive comparisons, and positioning of company or competitor actions.
PRODUCT MANAGEMENT
Chapter 10: The P&L The term P&L refers to a businesss Profit and Loss situation. The GM is tasked with delivering a profitable P&L, and pursuit of this will drive every investment decision that the organization makes. These decisions affect the everyones daily life it behooves key players to understand the game. This chapter reviews the basics of corporate finance, and sets the stage for later chapters on how to manage a P&L.
Chapter 10: The P&L
The term P&L refers to a businesss Profit and Loss situation. The GM is tasked with delivering a profitable P&L, and pursuit of this will drive every investment decision that the organization makes. These decisions affect the everyones daily life it behooves key players to understand the game. This chapter reviews the basics of corporate finance, and sets the stage for later chapters on how to manage a P&L.
Chapter 11: Portfolio ManagementThe discussion in Book 1 on product planning only covered the process of dealing with one product at a time. However, no product investment decision is made in a vacuum, but rather in the context of all other investment opportunity available. A healthy portfolio contains projects that do not exceed available resources, provide a correct balance of technical and market risk, and provide the return dictated by the target P&L. This chapter offers a holistic process for annual portfolio planning such that investment spending is optimized and the above requirements are met.
Chapter 11: Portfolio Management
The discussion in Book 1 on product planning only covered the process of dealing with one product at a time. However, no product investment decision is made in a vacuum, but rather in the context of all other investment opportunity available. A healthy portfolio contains projects that do not exceed available resources, provide a correct balance of technical and market risk, and provide the return dictated by the target P&L. This chapter offers a holistic process for annual portfolio planning such that investment spending is optimized and the above requirements are met.
Chapter 12: The Investment Cycle The P&L and the Product Portfolio are inextricably linked. They directly affect each other in a continuous cycle: a strong portfolio of products generates a strong profit picture, leading to a healthy P&L which funds new investment and hiring, leading to an increasingly broad and competitive product line, and the cycle starts over again. It can either be a vicious or virtuous cycle depending upon the health of the business. To sustain long term success, it is critical for the organization to manage this cycle skillfully.
Chapter 12: The Investment Cycle
The P&L and the Product Portfolio are inextricably linked. They directly affect each other in a continuous cycle: a strong portfolio of products generates a strong profit picture, leading to a healthy P&L which funds new investment and hiring, leading to an increasingly broad and competitive product line, and the cycle starts over again. It can either be a vicious or virtuous cycle depending upon the health of the business. To sustain long term success, it is critical for the organization to manage this cycle skillfully.
Chapter 13: Execution as a StrategyAn organization can choose from a range of factors on which to compete: best technology, best marketing, lowest price, etc. Unfortunately, what is forgotten is one of the best competitive advantages available flawless execution. The ability to innovate, hit schedules, and keep commits to customers repeatedly, while competitor stumble, can be a powerful way to gain and retain business. Though every GM tells his people that execution is important, very few actually take the steps necessary to install it in the organization. They are either too focused on the sexier technology and marketing strategy work, or simply dont know how take the first step. This chapter discusses the effects of bad execution, and then proceeds to examine the seven principles of good execution.
Chapter 13: Execution as a Strategy
An organization can choose from a range of factors on which to compete: best technology, best marketing, lowest price, etc. Unfortunately, what is forgotten is one of the best competitive advantages available flawless execution. The ability to innovate, hit schedules, and keep commits to customers repeatedly, while competitor stumble, can be a powerful way to gain and retain business. Though every GM tells his people that execution is important, very few actually take the steps necessary to install it in the organization. They are either too focused on the sexier technology and marketing strategy work, or simply dont know how take the first step. This chapter discusses the effects of bad execution, and then proceeds to examine the seven principles of good execution.
Chapter 14: The GM's RoleGreat or poor great leadership by the GM can enable or negate a stellar performance by the team. So key leaders in the organization need to be capable of evaluating such performance to understand how it is affecting their world and the overall performance of the group. Even further, each individuals observations can assist his own professional development. By modeling good behaviors and avoiding the bad, one can prepare oneself to become a GM someday. This chapter presents a template for the role the GM should play in leading the organization to optimal performance.
Chapter 14: The GM's Role
Great or poor great leadership by the GM can enable or negate a stellar performance by the team. So key leaders in the organization need to be capable of evaluating such performance to understand how it is affecting their world and the overall performance of the group. Even further, each individuals observations can assist his own professional development. By modeling good behaviors and avoiding the bad, one can prepare oneself to become a GM someday. This chapter presents a template for the role the GM should play in leading the organization to optimal performance.
Chapter 15: InterviewingIt has become a cliché that the biggest factor in an organizations performance is the quality of the employees. And the prime determinant of this is the ability of the hiring manager and interviewers to effectively screen out bad candidates. This lengthy chapter discusses the interviewing process, including HRs role and how to conduct interviews accurately assess a candidates true talents, potential, and nature.
Chapter 15: Interviewing
It has become a cliché that the biggest factor in an organizations performance is the quality of the employees. And the prime determinant of this is the ability of the hiring manager and interviewers to effectively screen out bad candidates. This lengthy chapter discusses the interviewing process, including HRs role and how to conduct interviews accurately assess a candidates true talents, potential, and nature.
ORGANIZATIONAL STRATEGY
ABOUT THE AUTHORGregory Scott Youngblood is a veteran of the technology industry, and has a few extra gray hairs to prove it. His is currently a Director of Marketing at Broadcom Corporation, and has spent time at Intel and Lucent Technologies. This work was born from the experience of launching over 20 products that have grossed nearly $1billion. He lives in Portola Valley, CA.
ABOUT THE AUTHOR
Gregory Scott Youngblood is a veteran of the technology industry, and has a few extra gray hairs to prove it. His is currently a Director of Marketing at Broadcom Corporation, and has spent time at Intel and Lucent Technologies. This work was born from the experience of launching over 20 products that have grossed nearly $1billion. He lives in Portola Valley, CA.
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Available Now BOOK1 Covers Product Planning and Product Marketing
Available Now
BOOK1
Covers Product Planning and Product Marketing
2
Available 2010BOOK 2Covers Product Management and Organizational Strategy
Available 2010
BOOK 2
Covers Product Management and Organizational Strategy
ABOUT THE BOOKSystem, Not Circumstance is a new product marketing book that will change the way you think about what it takes to sustain your company's greatness over time. Truly great products often result from the confluence of several circumstantial factors: the talent of the founders, a hyper-motivated workforce, a unique market opportunity, and a little luck. On the strength of the early products, the business starts to grow rapidly. And then the inevitable happens. Luck changes. Markets shift. Fatigue in the rank and file sets in. Growth in the staff dilutes the founders' impact on day to day execution. And over time, talented employees leave and are replaced with new faces. If the first few great products were so dependent on the original circumstances, how will the organization sustain its success when things inevitably change.The answer is simple: base your organization's ability to create great products on system, not circumstance. The system described here is not a set of proscriptive, bureaucratic processes. Rather, it digs deeper to reveal 45 principles which govern the creation of new products. Use of such a system helps the organization transcend temporary factors or the talents of specic individuals. Consistent application over time becomes the foundation for a repeatable core competence for great products, one that is more immune to the changes in the org chart or the tailwind that the market provides.
ABOUT THE BOOK
System, Not Circumstance is a new product marketing book that will change the way you think about what it takes to sustain your company's greatness over time.
Truly great products often result from the confluence of several circumstantial factors: the talent of the founders, a hyper-motivated workforce, a unique market opportunity, and a little luck. On the strength of the early products, the business starts to grow rapidly. And then the inevitable happens. Luck changes. Markets shift. Fatigue in the rank and file sets in. Growth in the staff dilutes the founders' impact on day to day execution. And over time, talented employees leave and are replaced with new faces. If the first few great products were so dependent on the original circumstances, how will the organization sustain its success when things inevitably change.
The answer is simple: base your organization's ability to create great products on system, not circumstance. The system described here is not a set of proscriptive, bureaucratic processes. Rather, it digs deeper to reveal 45 principles which govern the creation of new products. Use of such a system helps the organization transcend temporary factors or the talents of specic individuals. Consistent application over time becomes the foundation for a repeatable core competence for great products, one that is more immune to the changes in the org chart or the tailwind that the market provides.
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MBA students wishing to pursue an independent study in the field of marketing may be interested in one of two projects related to these books.
Project 1:
Seeking an MBA student to create and execute a marketing plan for a new product marketing book. This project is intended to be a win-win for both parties. Your plan will help me generate awareness in my book, and I'm committed to making this a fruitful learning experience for you through my feedback and advice on the plan. Some envisioned elements of the plan include:
- Where does the target market have their attention? (and how do we use this knowledge to expose them to the book?)
- Researching related blogs and sites and figure out how to link them to my website
- How to leverage Amazon reviews to maximize interest
- How to use web advertising to maximize exposure
- What non-web channels can be used? i.e. product mgt associations
- How can I get the book into college curriculums?
This project will encompass both planning AND execution.
Project 2:
Read Chapter 17 of "System, Not Circumstance 1", then find real world examples of great positioning, ecosystem building, product information, or channel strategy. Write up a detailed analysis of what the company did and why it is so effective.
Contact me through the Contact Page to initiate one of these projects. You will likely need to find a faculty member to advise you on this project.
Job Hunt Coaching
MBA students spend a lot of time on their job hunt. Needless to say, it is a stressful process for most. Despite all the resources available to assist you, none of them seem to make it easier. I know this because I went through it myself 10 years ago. But more importantly, the MBA students I have been exposed to as a hiring manager seem to continue to make the same common mistakes. The resume isn't written to grab my attention. Questions and answers in the interview don't quite make an impact. The energy and overall impression aren't such that i am compelled to move further in the hiring process with the candidate.
I can help you with this process. 10 years of interviewing candidates as a hiring manager have given me some effective rules of thumb about what works. My approach is novel, and can be intense. Success is not about learning a few facts about the company and practicing how to answer behavioral questions. You need to go much deeper into your own "way of being". My apprroach draws from real world experience in the business world, some principles of psychotherapy, and learnings from the world of interpersonal development. The process usually includes:
I feel so strongly about my ability to help you that I offer a complete money-back guarantee if you in any way feel our work will not improve your chances of finding a job.
System, Not Circumstance 1 and 2 break down the art of great products into four main categories:
Product Planning is conceiving, defining, and committing to new products (covered in Book 1)
Product Marketing is communicating the value of the product to the market (covered in Book 1)
Product Management is managing the business to deliver the right product at the right time (covered in Book 2)
Organizational Strategy is managing the organization and making the right investments (covered in Book 2)
Click on the links at the top of the page to dig deeper into each of these four categories.
INTERVIEWS- COMING SOON
A Product Marketing Book
by Gregory Scott Youngblood
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