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The journal for technology product management and marketing professionals Volume 8 Issue 3 2010 product camp ProductCamp Best Practices Auditing Product Management in Early-Stage Companies Is Product Management Needed In a Software Startup? How Many Data Points Do You Really Need? ®

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Page 1: Pragmatic Marketer Volume 8 Issue 3

The journal for technology product management and marketing professionals

Volume 8 • Issue 3 • 2010

productcamp

ProductCamp Best Practices

Auditing Product Management in Early-Stage Companies

Is Product Management Needed In a Software Startup?

How Many Data Points Do You Really Need?

®

Page 2: Pragmatic Marketer Volume 8 Issue 3

Creator of the world’s most popular product management and marketing seminars

•ReviewkeyconceptsofthePragmaticMarketingFramework,theworldwidestandardforproductmanagementandmarketing.

•Learntechniquesleaderscanusetoaccelerateadoption.

•Designedspecificallyforseniormanagement.

Executive BriefingThe proven way to create effective

product management and marketing teams.

Get a free e-book at PragmaticMarketing.com/secrets

CompetitiveLandscape

ProductRoadmap Innovation Requirements Sales

ProcessPresentations

& DemosLaunch

Plan

StatusDashboard

SalesTools

EventSupport

LeadGeneration

Referrals &References

ChannelTraining

ChannelSupport

BusinessPlan Positioning Marketing

Plan

Win/LossAnalysis

DistributionStrategy

Buy, Buildor Partner

BuyerPersonas

CustomerRetention

DistinctiveCompetence

ProductProfitability

UserPersonas

ProgramEffectiveness

ProductPortfolio

TechnologyAssessment

UseScenarios

“Special“Calls

ThoughtLeadership Collateral

MarketDefinition Pricing Buying

ProcessCustomer

AcquisitionMarket

Problems

STR

ATE

GIC TA

CTIC

AL

MARKET READINESS SUPPORTSTRATEGY BUSINESS PLANNING PROGRAMS

PragmaticMarketingFramework

©1993-2010PragmaticMarketing

by Craig Stull, Phil Myers & David Meerman Scott

Theof Tuned In Leaders

How technology company CEOs create success

(and why most fail)

PragmaticMarketing.com/seminars

Call (800) 816-7861 to conduct this seminar at your office

Page 3: Pragmatic Marketer Volume 8 Issue 3

The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 3

About Pragmatic Marketing®

Since 1993, Pragmatic Marketing has conducted product management and marketing training for 5,000 companies in 23 countries. Our team of industry thought-leaders produce blogs, webinars, podcasts, and publications read by more than 100,000 every year.

The Pragmatic Marketer™

8910 E. Raintree Drive Scottsdale, AZ 85260

PragmaticMarketing,Inc.

CraigStull/FounderandCEOKristynBenmoussa/Editor-in-ChiefGrahamJoyce/ManagingEditor

—————————————————

Interested in contributing an article? PragmaticMarketing.com/submit

No part of this publication may be reproduced, stored in any retrieval system, or transmitted, in any form or by any means, electronic, mechanical photocopying, recording or otherwise, without the prior written permission of the publisher.

Other product and/or company names mentioned in this journal may be trademarks or registered trademarks of their respective companies and are the sole property of their respective owners. The Pragmatic Marketer, a Pragmatic Marketing publication, shall not be liable regardless of the cause, for any errors, inaccuracies, omissions, or other defects in, or untimeliness or unauthenticity of, the information contained within this magazine. Pragmatic Marketing makes no representations, warranties, or guarantees as to the results obtained from the use of this information and shall not be liable for any third-party claims or losses of any kind, including lost profits, and punitive damages.

The Pragmatic Marketer is a trademark of Pragmatic Marketing, Inc. Printed in the U.S.A. All rights reserved.

ISSN 1938-9752 (Print)

ISSN 1938-9760 (Online)

Inside this issue:Volume 8 Issue 3 • 2010

12 Auditing Product Management in Early-Stage Companies ByL.KurtReiss

How do you deal with the “mess” of moving targets and reference points? The tool that has not been broadly used but can be of great help is the product management audit. What is a product management audit?

20 Is Product Management Needed In a Software Startup?

ByGopalShenoy

What are the benefits that product management can bring to the table during the early days of a fledging business? Let’s look at the typical genesis of a startup company and what transpires between start and first release of the product.

24 How Many Data Points Do You Really Need?

ByKenAllred

Because statistics teach us about minimum confidence levels, confidence intervals, and margins of error, people often struggle with the idea they can start leveraging the data from their win/loss program from the very first data point.

Creator of the world’s most popular product management and marketing seminars

5 ProductCamp Best Practices ByJohnMilburnandPaulYoung

ProductCamps are taking the world by storm and have sprouted up in Silicon Valley, Austin, Toronto, Amsterdam, Sydney and more. If you haven’t participated in one, you might wonder what all the fuss is about. If you have participated, you already know!

Page 4: Pragmatic Marketer Volume 8 Issue 3

Are your product launch efforts focused on deliverables rather than results?

Launching a product is more than following a simple checklist. A successful product launch is the culmination of many, carefully planned steps by a focused, coordinated team. Even good products can fail because of organizational issues, misunderstanding of roles and responsibilities, and a lack of a strategic approach to guide efforts.

• Learn a repeatable product launch process to shorten the launch planning cycle, get the resources needed, and know what to expect at every step.

• Understand the seven product launch strategies your team can use to maximize sales velocity.

• Measure product launch progress with indicators that identify unforeseen issues before they become big problems.

Product Launch Essentials™

Plan and execute a successful product launch

Download a complete agenda and register at PragmaticMarketing.com/seminars

Call (800) 816-7861 to conduct this seminar at your offi ce

Get a free e-book at PragmaticMarketing.com/launch

B y D a v i d D a n i e l s

Page 5: Pragmatic Marketer Volume 8 Issue 3

Are your product launch efforts focused on deliverables rather than results?

Launching a product is more than following a simple checklist. A successful product launch is the culmination of many, carefully planned steps by a focused, coordinated team. Even good products can fail because of organizational issues, misunderstanding of roles and responsibilities, and a lack of a strategic approach to guide efforts.

• Learn a repeatable product launch process to shorten the launch planning cycle, get the resources needed, and know what to expect at every step.

• Understand the seven product launch strategies your team can use to maximize sales velocity.

• Measure product launch progress with indicators that identify unforeseen issues before they become big problems.

Product Launch Essentials™

Plan and execute a successful product launch

Download a complete agenda and register at PragmaticMarketing.com/seminars

Call (800) 816-7861 to conduct this seminar at your offi ce

Get a free e-book at PragmaticMarketing.com/launch

B y D a v i d D a n i e l s

HowdidProductCampsoriginate?ProductCamps are based on the concept of BarCamps, the first of which was held in Palo Alto, California in 2005. It’s a reference to the hacker slang term, foobar. BarCamp arose as a tongue-in-cheek spin-off of Foo Camp, an annual invitation-only participant-driven conference hosted by open source publishing luminary Tim O’Reilly. Where FooCamp was by invitation only, BarCamp would be democratic and open to all. BarCamps have been held in over 350 cities around the world, and even virtually over the Internet.

The first ProductCamp (aka P-CAMP) was held on March 15, 2008 in Mountain View, California. Word-of-mouth spread fast about this “unconference” (no registration fee, no agenda, no selling) and about 170 people attended on a Saturday to discuss topics of interest to product managers, product marketers and a host of related roles.

Following this event, many participants commented via blogs, wikis, and tweets. The idea went viral, and other cities started ProductCamps of their own. Austin was first out-of-the-gate with others following over subsequent months in 2008, 2009 and into 2010.

Given the proliferation of ProductCamps, we thought it would be useful to summarize some best practices and hopefully these guidelines will help you organize or participate in an unconference in your local area.

ProductCamp Best PracticesByJohnMilburnandPaulYoung

ProductCamps are taking the world

by storm and have sprouted up

in Silicon Valley, Austin, Toronto,

Amsterdam, Sydney and more. If you

haven’t participated in one, you might

wonder what all the fuss is about. If you

have participated, you already know!

The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 5

Page 6: Pragmatic Marketer Volume 8 Issue 3

WhyattendProductCamp?Has your travel budget been cut? Do you want to learn from peers outside your company? Are you looking for informal ways to “meet-and-greet” others? Do you enjoy presenting or leading roundtable discussions on timely industry topics? Are you unemployed or under-employed, and want to increase your network? Do you want to meet others who are passionate about product management and marketing? If the answer is “yes,” to any of these, you should participate in ProductCamp!

WhyorganizeaProductCamp?Have you ever attended an industry conference or company event and felt like you could have organized it better? Do you feel industry conferences have become too “sterile” or dominated by big vendors? Are there a lot of knowledgeable product management and marketing professionals in your area, but no good forum to get together? Would you like recognition in your community as someone that “gets things done”? Dozens of your peers around the world are planning ProductCamps for these same reasons.

Since ProductCamp is free to attend and typically held on a Saturday, it’s a low-risk way to expand your skills and personal network. Plus, since it’s “user-sponsored,” it will not be a thinly veiled sales event—participants are strongly discouraged from selling or promoting products.

Many ProductCamps use an “Open Grid” to set the agenda. Presenters and roundtable facilitators submit topics prior to the event, or sometimes even on

the morning before the event starts. A final agenda is created real-time,

by and for attendees.

ProductCamp Best Practices

6 • The Pragmatic Marketer • Volume 8, Issue 3, 2010

Page 7: Pragmatic Marketer Volume 8 Issue 3

ProductCampguidelinesSeveral common themes have emerged from ProductCamps held to date, though the flow and tenor may change from city to city. Since it’s an unconference, there are very few rules. The general guidelines (adapted from BarCamp) are:

• ProductCamps are free, but there is a “cost” to attend. There are no passive attendees. Instead, everyone is referred to as a “participant” and expected to contribute in some way: presenting a session, coordinating sponsors, managing the venue, volunteering for setup and teardown, or sitting in a discussion panel—there are many ways to participate.

• Information sharing is expected and encouraged. Everyone is urged to share event information and experiences, both live and after the fact, via blogging, photo sharing, social bookmarking, tweeting, and wiki-ing. This open encouragement is in deliberate contrast to the “off-the-record” and “no recording” rules of many conferences.

• The “2-foot” rule applies: ProductCamp typically features concurrent sessions. If you feel you’ll get more out of a different session, use your own “two feet” to move—no one should feel tied down.

• Networking is good! ProductCamps are held on a weekend and go all day, so participation is a commitment. The sacrifice in time and energy means only those who are really interested attend.

Venues typically provide basic services. Free internet access and Wi-Fi are crucial. Sponsors provide funding for “nice-to-haves” such as t-shirts, meals/snacks, signage, lanyards, etc. Attendance is free and usually restricted only by venue capacity. Due to the popularity of these events (and to assist in planning for meals, t-shirts, etc.) advance registration is often required.

ProductCamps have been held at university-donated facilities, professional learning centers, and corporate offices.

A typical day begins with attendee registration and breakfast. Then participants are led to a “main-tent” session that explains the format, rules, and introduction of ProductCamp planners—but, more importantly, the opening session sets the tone that ProductCamp is by and for attendees, open and discussion-oriented, and most importantly, fun.

In today’s economy, several ProductCamps have offered a few minutes for anyone who has job openings to present a very short overview of the position/company.

ProductCamps use an “Open Grid” to set the agenda. Presenters and roundtable facilitators submit topics prior to the event, or sometimes even on the morning before the event starts. A final agenda is created real-time, by and for attendees. Session leaders are sometimes given 30 seconds in the welcome session to introduce themselves and their topic. Then it’s time to vote! One popular technique is to give each participant three sticky notes as they arrive. Volunteers post session topics in a central area and ask everyone to place the sticky notes under their top three choices. Sessions receiving the most votes are plotted on an “agenda sheet” in such a way to minimize topic conflicts. Based on interest level and available time slots, some topics may not make the agenda. It’s open, it’s participant-driven, and it really works!

Sessions usually run 45-50 minutes with a break for lunch and plenty of “slack time” for informal networking. Most ProductCamps reserve a few meeting rooms for parallel sessions and list four to six time slots. The best ProductCamp sessions are facilitated roundtable discussions—leveraging participant knowledge. Notes, videos and photos are posted or linked to the ProductCamp website.

It’s always fun to bring everyone together at the end of the day for a quick summary and to award prizes for best sessions. By this time, the group is comfortable and can get rather lively celebrating the hard work and start planning the next ProductCamp.

The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 7

ProductCamp Best Practices

Page 8: Pragmatic Marketer Volume 8 Issue 3

TipsforrunningProductCampDon’t over-plan! Think of it as a fun way to get together and meet others to learn and network—not a typical conference where events are pre-planned. Structure is good, but too much defeats the purpose.

Make registration very easy. People won’t register if they have to jump through hoops—email address is the only personal information really needed at this stage.

If you have trouble getting sponsors, sacrifice the t-shirts and breakfast.

Assign a “go-to” person who is very organized and able to delegate—not to do all the work. The time commitment varies (more time is needed closer to the event).

There are five key areas that need leadership, coordination, and accountability to ensure a successful ProductCamp:

Marketing• Create a website and Twitter

hashtag. Optional: create a Facebook page and LinkedIn Group. If you have a local Product Management Association, ask them to post the event on their site and in newsletters

• Provide regular e-mail updates to registrants

• Get mentions in relevant newsletters, blogs and websites. Contact local media (newspapers, business and tech journals, TV, radio)

Volunteers• Initially just collect names but a

critical role on ProductCamp day

• Set up registration table for sign-in, t-shirt, sponsor give-aways, any information sheets, etc.

• Have name tags printed for those who pre-registered, blanks for walk-in registrations (remember to leave space for your participant’s Twitter ID!). If you can, add session break and lunch times to the back of the name tag.

• Parking directions/assistance (if needed)

• Cleanup—after meals and at the end of day

• Hall monitors—between sessions to answer questions and help shepherd people where they need to go

• Session monitors—make sure there is a timekeeper and note-taker in each session (doesn’t have to be one of the organizers, have the presenter/moderator ask for volunteers)

• Encourage people to take pictures (a camera phone is often good enough) and post to Twitter or the event website or a Flickr page. Use the Twitter hashtag as a “keyword.” A dedicated photographer is a plus.

Don’t over-plan! Think of it as a fun way to get together and meet others to learn and network—not a typical conference

where events are pre-planned.

8 • The Pragmatic Marketer • Volume 8, Issue 3, 2010

ProductCamp Best Practices

Page 9: Pragmatic Marketer Volume 8 Issue 3

Sessions• Encourage people to sign up to

present or host a roundtable

• Ensure everyone understands the “Open Grid” scheduling

• Collect and post presentations and notes from the sessions to the event website or a site like SlideShare

• Coordinate the “best presentation” voting and awards

• Conduct a post-ProductCamp survey

Budget• Get financial commitment from

sponsors

• Manage budget and pay bills (ideally, set up a 501(c)(3) and open a checking account)

• Order and pay for food, name badges, signs, t-shirts, lanyards and trophies

Venue• Coordinate building open/close

times, security and parking

• Visit the facility the day/evening before the event to ensure everything is ready

• Set up rooms including projectors, chairs, whiteboards, etc.

• Manage details about the food—set up, trash cans, location, cleanup

IfyouneedhelporganizingaProductCamp,pleaseletPragmaticMarketingknow.WehavebeeninvolvedwitheveryProductCampandcanprovidesponsorship,promotionandgetinvolvedwithplanningteamsasaresourceforquestionsandguidance.

productcamp

JohnMilburnhas“walkedthewalk”intechnologyproductmanagementandisaninstructoratPragmaticMarketing.Throughouthis20+yearcareer,hemanagedordeliveredover40hardwareandsoftwareproductsandimplementedthePragmaticMarketingFrameworkatcountlesscompanies.

JohnisontheplanningteamfortheAustinProductCampandhashelpedleadersofmanyProductCamps.ContactJohnatjmilburn@pragmaticmarketing.com

PaulYoungisaproductmanagementprofessionalwithmorethanadecadeofexperienceinhardware,software,andservicesproductmanagementandmarketing.HeisaninstructoratPragmaticMarketing.HehasalsoheldavarietyofproductmanagementandmarketingrolesintechnologystartupsandFortune50companiessuchasDell,NetStreamsandCiscoSystems.

PaulisfounderofProductCampAustinandhashelpedleadersatotherProductCamps.Readhisblogatproductbeautiful.com.ContactPaulatpyoung@pragmaticmarketing.com

The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 9

ProductCamp Best Practices

Page 10: Pragmatic Marketer Volume 8 Issue 3

Are your product management and marketing teams overloaded with tactical activities, spending too much time supporting Development and Sales rather than

focusing on strategic issues?

©1993-2010PragmaticMarketing

The Pragmatic Marketing Framework™

Visit PragmaticMarketing.com or call (800) 816-7861

CompetitiveLandscape

ProductRoadmap Innovation Requirements Sales

ProcessPresentations

& DemosLaunch

Plan

StatusDashboard

SalesTools

EventSupport

LeadGeneration

Referrals &References

ChannelTraining

ChannelSupport

BusinessPlan Positioning Marketing

Plan

Win/LossAnalysis

DistributionStrategy

Buy, Buildor Partner

BuyerPersonas

CustomerRetention

DistinctiveCompetence

ProductProfitability

UserPersonas

ProgramEffectiveness

ProductPortfolio

TechnologyAssessment

UseScenarios

“Special“Calls

ThoughtLeadership Collateral

MarketDefinition Pricing Buying

ProcessCustomer

AcquisitionMarket

Problems

STR

ATE

GIC TA

CTIC

AL

MARKET READINESS SUPPORTSTRATEGY BUSINESS PLANNING PROGRAMS

Page 11: Pragmatic Marketer Volume 8 Issue 3

Inadditiontotheextensivepublishedschedule,trainingcanbeconductedonsiteatyouroffice,savingtraveltimeandcostsforattendees,andallowing

amuchmorefocuseddiscussiononinternal,criticalissues.

Pragmatic Marketing’s seminars have been attended by more than

60,000 product management and marketing professionals.

Living in an Agile World™Strategies for product management when Development goes agile.

Practical Product Management®Principles of the Pragmatic Marketing Framework, the industry standard for managing and marketing technology products.

Pragmatic Roadmapping™Techniques to plan, consolidate and communicate product strategy to multiple audiences.

Requirements That Work™Methods for creating straightforward product plans that product managers can write and developers embrace.

Effective Product Marketing™Repeatable, go-to-market process to design, execute, and measure high-impact marketing programs.

New Rules of Marketing™Reach buyers directly, with information they want to read and search engines reward with high rankings.

Product Launch Essentials™Assess organizational readiness and define team responsibilities for a successful product launch.Executive Briefings

Designed specifically for senior management, Executive Briefings discuss how to organize Product Management and Marketing departments for optimal effectiveness and accountability.

Seminars

Page 12: Pragmatic Marketer Volume 8 Issue 3

Auditing Product Management in Early-Stage Companies ByL.KurtReiss

Many product managers like to work in startup companies. I’ve been one of them. Why? Without doubt, a product manager in a startup has an opportunity to make broad-ranging and meaningful contributions to product success, fast. But, life in that lane is not easy.

Early product definition tends to be quite elastic, leaving room for creativity. Corporate structure in a startup tends to be flat, allowing exposure to serious and far-reaching business and technology problems that impact decision making. That’s all good. However, one of the major difficulties is confusion. It’s all in flux. Yes, broad-stroke formulations of product vision and business concept do exist, the ones used to raise funds for the startup. But almost always, even these fundamental statements change with time. Flexibility is good but it’s hard to succeed without a firm grasp of reality and clear articulation of objectives, decisions, success factors and progress metrics.

How do you deal with this “mess” of moving targets and reference points? The tool that has not been broadly used but can be of great help is the product management audit. What is a product management audit? Let’s take a closer look, but first, I’ll highlight key issues related to product management in a startup. Then, we’ll define the specific problem we propose to address here and explore an example of an audit meant as a remedy for this problem.

12 • The Pragmatic Marketer • Volume 8, Issue 3, 2010

Page 13: Pragmatic Marketer Volume 8 Issue 3

Key Product Management Issues in a Startup

TheproblemThe three issues that hold keys to product success and frequently, create problems in a startup are strategy, market and customer needs, and product requirements.

Strategy is extremely important for any endeavor, and especially for a startup, both the corporate strategy and the product strategy. The issue here is two-fold: Is our corporate strategy really sound and clear—as articulated—and is its impact on product strategy well understood? Do all key people in the company understand and agree on the current articulation of product strategy?

TargetMarketandCustomerNeeds define, almost completely, product requirements. Thus any lack of clarity here will soon lead to difficulties with the product. Have we fully decided who our target customers are and truly verified the scope of overlap between what they need and what we plan to deliver? It’s amazing how often the answer is: “Sort of, but not really.”

ProductRequirements are key for a startup, driving both development work and early product promotion. No it’s not a matter of a polished text document. It’s a matter of having thought through and decided on the kind of product

we aim to bring to market, and when. And, it’s a matter of mutual understanding among all the managers in the company what these requirements are. Are we building what we think we’re building?

So are these three issues the problem we address here? Not quite. Entrepreneurs usually know these issues are important and create problems if not addressed. However, in a startup, people are very busy doing a lot of different things. Moreover, entrepreneurs want to be optimistic, driving to success by focusing on the possible rather than on the difficult. This combination doesn’t leave much room for rigorous self-assessment.

Theproblem often is these three key issues are glossed over. We tend to think all three are in good shape, and justify these thoughts by superficial considerations and wishful thinking. We also want to believe what we preach to the point of tweaking the facts to fit our needs. Although drinking your own Kool-Aid may be enjoyable, it usually leads to an upset stomach.

The solution is a product management audit—a practical way to counter neglect and false optimism and focus on thoughtful decisions and a justified positive outlook.

Requirements

Stra

tegy

Market

The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 13

Page 14: Pragmatic Marketer Volume 8 Issue 3

Responsibil ity

Fact

s

Confidence

Thesolution:aproductmanagementauditWhat is a product management audit? First, it’s a review. An analysis of the state of everything related to product management. The goal is to step out of the daily grind and take an unbiased look at issues, and grade the progress achieved towards solving each of them. It has some similarity to a financial audit. It’s a step by step, “by the book,” analysis of everything that impacts product management. It’s a short, intense, and repeated effort.

What’s the typical framework of a product management audit? For each issue related to product management, one should take a critical look at:

• Facts: What’s known / not-known?

• Confidence: How confident are we to handle problems related to the issue?

• Responsibility: Who’s responsible for resolving each of these problems?

That’s the minimum, but a fundamental one. Of course, there are ways to augment the review by considering objectives, teams, resources, timelines, plans, etc. I would argue against taking it on. Always make sure the basics are sound before diving into the sea of details. Address details as a separate exercise.

Can an audit yield easy-to-understand-and-track metrics? Yes it can! And just two metrics will do. An “average” score (call it the A-score) and the “fix-it-now” score (the F-score). The A-score is a geometric average score of all factors under consideration. And the F-score is the lowest score of all individual factors.

Why is geometric average the right one to use? Think of a car’s tire pressure. If three wheels are at 100% but one is at 0.01%, the arithmetic average (75%) says “it’s still OK to drive” but the geometric average (10%) says “fix the tires now!” Clearly, you need all wheels in good working order to succeed.

The good thing about having numerical scores is they help track progress. They also help identify the bad outlier factors that need fixing immediately.

.

Key Factors in the Audit

14 • The Pragmatic Marketer • Volume 8, Issue 3, 2010

Auditing Product Management in Early-Stage Companies

Page 15: Pragmatic Marketer Volume 8 Issue 3

ExamplescoringofStrategyFacts: Consider three strategy-related factors that can be scored with the good-bad percentage metric. For example, our strategy statement is 80% completed and articulated (80% good, 20% bad). And, 75% of our external strategy reviewers approve of the risks we’ll be exposed to and bets we have made. And, 20% of our managers understand and accept our strategy. That yields A=49% and F=20%. That’s very bad.

Strategy Facts Scores

Confidence: We’re 80% sure our strategy will not need to be modified before we ship the product. And, we’re 50% sure our business can survive bad outcomes of our bets. And, we’re 100% sure we will not run into any technology showstoppers. A=74%, F=50%.

That’s not too bad but not good enough.

Responsibility: For 10% of our still-open strategy issues we have an individual identified who’s responsible for closing them. A=F=10%. Really bad!

Total score for Strategy in this example: A=47%, F=10%.

Total Strategy Scores

These are dismal results, but the good thing is: they clearly point to areas where improvement is needed.

ExamplescoringofTargetMarketFacts: We know user needs of 80% of the target market segment. We have articulated competitive win scenarios for 20% of anticipated competitive bid types. 100% of our identified target adopters are committed to do beta testing of our product. A=54%, F=20%.

Confidence: We are 90% confident that our value proposition is compelling to our target customers. We are 80% confident customer needs will not change before we ship the product. We are absolutely (100%) sure of our target market size. A=90%, F=80%. Excellent result—and therefore solid scrutiny is needed to verify this score.

Responsibility: We have individual owners for 50% of win scenarios that are still missing. A=F=50%

Total score for Market: A=67%, F=20%. Better than Strategy, but still far, far below target.

Aligned

Reviewed

Completed

A-Score

F-Score

Good Bad

A-Score

F-Score

Total Strategy Scores

20% 40% 60% 80% 100%0

Good Bad

20% 40% 60% 80% 100%0

Aligned

Reviewed

Completed

A-Score

F-Score

Good Bad

A-Score

F-Score

Total Strategy Scores

20% 40% 60% 80% 100%0

Good Bad

20% 40% 60% 80% 100%0

The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 15

Auditing Product Management in Early-Stage Companies

Page 16: Pragmatic Marketer Volume 8 Issue 3

ExamplescoringofProductRequirementsFacts: The Product Requirements Document (PRD) is 100% completed and reviewed. 90% of individual requirements have defined priorities associated with them. The review found 80% of these requirements are clear to reviewers. A=90%, F=80%. Good.

Confidence: We are 60% confident that requirements define all factors critical for winning against competition (Does this agree with the estimate for competitive wins in the Market section? What if it doesn’t?). We are 90% confident that priority-1 requirements must be satisfied before the product ships (Which ones are the questionable 10%?). A=73%, F=60%. Still needs fixing.

Responsibility: We have one owner for 100% of the requirements that need better prioritization and/or clarification. For 20% of items that need clarification, we have identified reviewers that will decide if they have been sufficiently clarified. A=45%, F=20%. Bad.

Total score for Requirements: A=69%, F=20%. Well, this is embarrassing.

And finally, aggregating all scores, the total Audit score for Product Management in this example is: A=60%, F=10%.

Total Audit Scores

I wouldn’t invest in this example startup until these numbers are much, much higher. Can they get better? Of course they can. Once you know—as illustrated by the audit results—what needs fixing, it’s easier to focus your energy and improve the situation.

AudittemplateWhether you decide to do it or arrange for an independent audit, it’s good to have a solid understanding of how it works. There are three key aspects of an audit: First and foremost, it’s the scope: the list of questions or factors to examine and review. Second, it’s the mechanics of organizing results and computing metrics. And finally, but perhaps most importantly, it’s the veracity and validity of the audit. A template shown on the next page may be of assistance for the first two. As for the third, it’s a matter of trust in the person(s) doing the audit.

Questions can be many and varied, but not all of them are the “right” questions for a product management audit. What are the right questions? They are largely defined by the intersection of the two sets of topics discussed earlier: “strategy-market-requirements” and “facts-confidence-responsibility.” The ones in the preceding section could be a good starting point. How many questions to ask? As few as possible that are the most meaningful in your situation and answerable with a numerical (percentage) metric.

Some questions can be answered with a precise (countable) number. For example: “What fraction of individual requirements in the PRD have priority assigned to them?” Others can’t. For example: “What is our level of confidence in factors that will assure our wins in competitive bids?” Still, a rough percentage estimate can be defined and be useful. Just make sure the audit captures and considers not only the estimate but also its source.

Going beyond the audit questions used in the example above, other fact-related questions may include:

• What fraction of our value proposition is uniquely differentiated?

• What fraction of our efforts brings a distinctly new value to the market?

• What fraction of our target market could materially benefit from the full set of features of our product?

• What fraction of the cost of the solution implementation by our customer will be due to the purchase of our product?

Total Audit Scores

A-Score

F-ScoreTarget

20% 40% 60% 80% 100%0

Good Bad

16 • The Pragmatic Marketer • Volume 8, Issue 3, 2010

Auditing Product Management in Early-Stage Companies

Page 17: Pragmatic Marketer Volume 8 Issue 3

• What fraction of our product requirements directly map to our value proposition?

• What fraction of our product requirements represents new and differentiated value?

All of these questions are the “right” questions for the audit. That’s because for each of these questions, a high percentage-score answer represents a “good” answer. The higher the score, the better.

Mechanics of the audit can be supported by a spreadsheet, like the one shown below. The auditor can complete the “Questions” fields and associated “%” estimates, as the audit proceeds.

The example above and the template need a fair amount of specificity. The main thing about the Audit is doing it, applying serious qualitative analysis and using the score as a tool, first for critical thinking, then for tracking progress—until the next audit.

Whoneeds(andwants)theAudit?Certainly top executives in the startup should want it, as should the board and investors. If there is one, so should the product manager. Best startups may not need product management audits—all’s working well there. But the vast majority of startups would certainly benefit. What if a company does not yet have a dedicated product manager? Often, the founder drives early product definition and its creation. However, the founder does not usually have the time and inclination which often leads to unjustified optimism about the product in the market and vague product requirements. An audit can really help.

Can it possibly happen that top executives of a company would not want a product management audit? Entrepreneurs are typically strong willed and may simply

find it difficult to deal emotionally with someone else “checking” the validity of their own vision and perception. Weak entrepreneurs may even fear less-than-stellar results of an audit may negatively impact investors’ view of the company. It is possible that some companies would prefer not to do such audits. But, the value of an audit is not in finding fault, it is in confirming that everything is fine and if not, in identifying areas that need attention. The audit results present an independent opinion, a tool facilitating good decision making for product management purposes.

You can do an internal audit but it’s best to rely on someone external. Just think about a due diligence process a startup goes through prior to a round of funding. Would an investor ask the company itself to perform such due diligence? Would you rely on the analysis for fund-raising purposes to actually drive your business? The #1 objective of that analysis was to raise funds and that calls for a level of optimism that may be dangerous in day-to-day business operations.

Audit Template )%( serocS snoitseuQ

Facts

Confidence S

trategy

Responsibility

STR

Facts

Confidence

Market

Responsibility

MA

R

Facts

Confidence

Requirem

ents Responsibility

RE

QTO

TAL

Results POWER(PRODUCT(STR),1/COUNTA(STR)) = A-score for Strategy =

MIN(STR) = F-score for Strategy =POWER(PRODUCT(MAR),1/COUNTA(MAR)) = A-score for Market =

MIN(MAR) = F-score for Market =POWER(PRODUCT(REQ),1/COUNTA(REQ)) = A-score for Requirements =

MIN(REQ) = F-score for Requirements =

POWER(PRODUCT(TOTAL),1/COUNTA(TOTAL)) = Total A-score =

MIN(TOTAL) = Total F-score =

The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 17

Auditing Product Management in Early-Stage Companies

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Many startup leaders rely on their network of friendly, non-competing, experienced (read: successful) executives for sanity checks on their business. That’s good, and necessary. But it’s not sufficient. First, it’s always broad-stroke. Second, it only involves the top layer of the company. The net result is similar to the frequent result of offsite executive meetings: Executives have differing recollections of what was decided and few non-executive people in the company know what those decisions were.

This article focuses on product management in early stage companies. However, product management audit can also serve well in established companies, especially when they work to develop a new product for their portfolio.

So, if you decide you want a PM audit, who should do it? Do it yourself —if you can trust yourself in terms of experience and motivation—but it is best to rely on the objective judgment of a trusted, experienced, and independent professional.

SummaryEffective product management requires periodic rigorous review of key issues affecting the product. An audit of product management can serve a company well when used as a practical tool to evaluate and track progress and identify weak links. The audit, to be objective, is best done by someone independent, someone who’s not involved in the day-to-day workings of the company.

The scope and details of an audit must be adjusted to the needs of the particular company. The main point is just doing an objective audit. There’s much to be gained from going through it and applying the lessons learned in the company’s drive to product success.

L.KurtReissmanagedproductsatmultiplestartupsandcompanieslargeandsmall,suchasInteractiveSupercomputing,Cascade

CommunicationsandLucentTechnologies.Focusingontechnologyrangingfromnicheproductstoaglobalmarket-leadingproductfamily,Kurtcontributedtoandledproductmanagementandmarketingteamsthroughallproductcyclephases.HeistheauthorofFOR PRODUCT SUCCESS—A Partnership of Two Managers and the What and Why of It. Kurtprovidesproductmanagementconsultingservicesatwww.pathwaysfps.com.Contact:[email protected]

©Copyright2010byL.KurtReiss.Allrightsreserved.

18 • The Pragmatic Marketer • Volume 8, Issue 3, 2010

Auditing Product Management in Early-Stage Companies

Page 19: Pragmatic Marketer Volume 8 Issue 3

Review 10 years of Annual Product Management and Marketing Survey results

Watch a webinar by one of today’s industry experts

Read articles on product management, marketing and leadership strategies

Subscribe to blogs by Pragmatic Marketing thought-leaders

Participate in online networking through LinkedIn,

Facebook and Twitter

Purchase books, clothing and merchandise

PragmaticMarketing.comStay current with industry best practices

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Startup—theearlydaysA startup is launched when an entrepreneur—a software engineer, marketer, product manager or salesperson—comes up with an idea based on past employment or personal experience. The idea could have been triggered by observations made during sales calls, opinions expressed by current customers, high volume of prospect inquiries or customer support calls, personal experience using a technology, etc. The entrepreneur gets excited about the potential of the idea and decides to create a product to solve this problem. The typical questions that consume the founder’s mind include “Who can help

me create the product that will bring this idea to life?”, “How can I get this done as soon as possible

before someone else does?”, “How can I sell this and make millions?”

There is a very high sense of urgency at the beginning to do something. However, urgency during the early days is a double-edged sword. While needing to be the first to market has its advantages, rushing to market without doing enough homework is a sure fire recipe for

failure. There is a lot written about why startups fail. All of them point to the

simple fact that most startups build something nobody wanted. The entrepreneur either gets enamored with a new technology (especially if the entrepreneur is a software

engineer or has a technical orientation) or a radical new product (especially if coming from sales), but then end up never finding enough customers to buy the product or service created.

Is Product Management Needed In aSoftware Startup?ByGopalShenoy

Is product management

needed during early stages

of a software startup?

What benefits can product

management bring to the

table during the early days

of a fledging business?

Before we delve into the

need for software product

management in a startup,

let’s look at the typical

genesis of a startup company

and what transpires between

start and first release

of the product.

20 • The Pragmatic Marketer • Volume 8, Issue 3, 2010

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Fundamental questions a startup (or established companies venturing into new markets) should ask before building a product or service are:

• What are the problems that exist in the target market?

• How many potential customers have this problem?

• How are potential customers solving the problem today and how dissatisfied or frustrated are they with the current solution?

• Is the frustration large enough that these customers will be willing to pay to solve this problem?

• Is what the customers are willing to pay large enough to build a profitable business?

• What should the solution look like?

You will notice that all questions but the last one, are about the market. None of them are about what technology platform should be chosen, what feature set should be in Release 1, or how many engineers the startup needs. They are completely independent of the solution but instead focus on discovery of market problems and determination of market size.

While those are great questions to ask, it is typically not possible to get complete or accurate answers to these questions quickly, resulting in a dilemma—if it is not possible to find correct and accurate answers to all of these questions before getting started, and if the chances of failure are very high if you do not get the answers you need, what gives? This is where product pivoting comes into play.

ProductpivotingandthefirstreleaseIf the early discovery process indicates a potential market, the startup needs to quickly build a minimal product and get it in the hands of a few customers who have the problem. Once the customers start using the product, someone at the startup needs to monitor usage, be in constant communication with these first customers to get their feedback and work with the engineering team to make changes (pivot) to improve the product. All of this should happen at a very fast pace. Process is not what matters, flexibility is.

The sole objective during this period is to pivot enough times to quickly identify the business model and final product for the target market. This speed requires someone focused on this task and who serves as coordinator between customers and engineering. This is a critical phase and any misstep can be catastrophic, resulting in failure of the entire business.

What skills will this person need?

• Ability to dig into what is stated by the customer and identify underlying problems.

• A business orientation to maintain the big picture of what the company is trying to do without getting caught up in details of the product. The business model, target market, and pricing are all undetermined at this time.

• Great communication skills to understand what the customer is stating and converting it into a language engineers understand.

• Project management skills so to prioritize and ensure things don’t fall through the cracks.

It is extremely important this person be a member of the founding team. You can call this person a product manager but that’s less important than their primary responsibility to focus on the market and ensure the product creates a sustainable business. Product-oriented founders are typically well suited for this role.

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If the founding team does not have someone with a product orientation, then it becomes critical that such a person is brought on board. This is a tough sell, especially to those funding the startup with no product. It is much easier to justify hiring developers or salespeople. But to create a sustainable business, it will take product management discipline to ensure early market success continues to create a growing business.

Some may say the call for a product management orientation in a startup is based on false assumptions that Development or Sales or Marketing are not capable of doing market research. After all, aren’t we required to wear multiple hats in a fledgling startup?

Even if such a person exists in the company, here are some reasons that make it hard to play dual roles:

• Delving deep into customer problems is an art not a science. Customers often propose solutions and it takes skill and effort to unearth the real underlying problem.

• It is easy to confuse “what the last two users told me” with “this is what the entire market wants.”

• Maintaining an objective opinion when the customer says your “baby is ugly” (first version of your product) is difficult, especially when you have spent sleepless nights building it. It is often difficult to listen to and understand the customer’s point of view.

• Developers have so much to do that piling on market research is not a good idea.

• Salespeople are inclined to overcome objections in order to meet their numbers. They are not trained to understand the underlying problem, relay it back to the product team and get it fixed. Sales is all about the “here and now.”

• Early customers need someone they can bounce ideas off and someone they can engage with to build trusted relationships. It is these early customers that turn into references and proponents when the product starts its journey into the mainstream.

PasttheearlysuccessOnce the company establishes the viability of the product, creates the business model and has its first group of paying customers, it’s time to assign someone whose primary responsibility is to take the early product and transform it into one designed to appeal to a wider market. This requires full time effort and focus. Startups at this stage of growth must make hiring a seasoned product manager a priority and long-term investment.

22 • The Pragmatic Marketer • Volume 8, Issue 3, 2010

Is Product Management Needed In a Software Startup?

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“Startup”productmanagerqualificationsBased on my experience working in startups, I recommend the following criteria when hiring your first product manager:

• Someone who has previously worked for a successful startup and gone through this critical “next” phase.

• Someone who has previously worked at least one failed startup and who is able to articulate the lessons he/she learned from that experience. What mistakes were made and why? I personally value a person who has failed at least once over someone who has only had past successes.

• Someone who can strike the right balance between process and flexibility. Someone who can function without regimented processes, but one who can also rein in the chaos so common in startups. As the company grows, add process into the mix to scale efficiently.

• Someone who shows immense passion and drive. Someone who can work with very limited information and takes the initiative. You absolutely need someone who has the energy, will and drive to convert early success into sustainable growth.

• Someone who has previously built teams and can grow your product management team once the company hits the next milestone. Someone you can trust to manage what justifies the company’s very existence—your product or service.

• Someone who can balance a strategic and tactical role. It is equally important the product manager lead discussions on product/business strategy and deal with day-to-day tactics to get the product out the door. This person should have a keen sense for product usability, performance and functionality because eventually these have major influence on product success.

• Someone you can put in front of customers. Your “product manager” should be one who enjoys and thrives on customer engagement. One who is a good listener, can engage in active dialogue with prospects/customers and your customers feel comfortable with.

• Someone your organization will respect. Given the product manager will be ultimately responsible for bringing the voice of the customer into the organization, this person needs to win the respect of internal stakeholders. You also want someone who can stand up to the internal stakeholders when

necessary because often what you discover in the market requires you to change internal opinions and points of view. This requires the ability to question currently held beliefs and opinions and recalibrate based on market realities.

How important is domain experience? It depends on your market segment. In highly technical fields such as computer networking, virtualization, cloud computing, CAD, space exploration, network security, pharmaceuticals, medical services, financial services, etc., domain experience will be of paramount importance because you do not have time to teach someone new to the industry the technology, jargon, regulations, etc. But in other general areas such as ecommerce, hire product managers who have a breadth of experience.

It is essential that startups have a strong product management orientation right from the start. It is not necessary that the person have the official title of a product manager, but it is of utmost importance that someone from the founding team has the primary responsibility of doing product management. Discovering unsolved problems in a target market, building a product this target market is willing to buy and figuring out a business model that helps the company create a sustainable business is not a part-time effort.

GopalShenoyistheDirectorofProductManagementatGazelle.comwhereheleadstheproductmanagementefforttoallowconsumerstosellorrecycleusedelectronics.Heisaseasonedproductmanagementleaderwithover14yearsofexperienceinstartupsandsmallbusinesses.Hehasleddirectreportandcross-functionalteamsthatdefinedandlaunchedhighlysuccessfulSaaS-basedandenterprisesoftwareproducts.HispassionforproductmanagementledhimtocreateaSoftwareProductManagerblogatproductmanagementtips.com.HeisalsoaspeakeratProductCampsandothersoftwareproductmanagementconferences.ContactGopalatgopal.shenoy@gmail.com

The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 23

Is Product Management Needed In a Software Startup?

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How Many Data Points Do You Really Need

One of the common questions I am asked when discussing win/loss analysis is, “How many deals do I need to analyze before I can start using the data?” In the past, my response has always been that you will get value from the very first win, loss, or no decision, you analyze. However, because statistics teaches us about minimum confidence levels, confidence intervals, and margins of error, people often struggle with the idea that they can start leveraging the data from their win/loss program from the very first data point.

Getawayfromthe“survey”mindset

By just listening to the terminology executives use, it is obvious many initially base their vision of a win/loss program on their prior knowledge of market research or political polls. For

instance, the term “survey” is often used to describe what is

actually an in-depth “interview.” Unfortunately, this market research-based mindset often diminishes the usefulness of a win/loss program and gives the false impression the program will need hundreds (or even thousands) of data points to be accurate or useful.

Certainly, if you were to use a win/loss program to determine the general buying habits of your buyers (or the populace as a whole), you would want to interview a large number of random customers in order to achieve a representative sample and a high level of statistical confidence. However, working with hundreds of companies over the past ten years has shown that the most successful win/loss analysis programs do not try to cast such a wide net. Instead, they

act more like a laser pointer that illuminates very specific information about very specific issues and questions. In other words, to get the most out of your win/loss program, it should not be seen as a survey tool (which simply gathers information), but rather a decision-making tool and an earlywarning tool.

If you think you can’t get value from your win/loss program, or believe you can’t begin making decisions based on win/loss data until you achieve a statistically significant number of data points, our research shows you risk missing as much as 75 percent of the potential ROI you could achieve with your win/loss analysis program. The key is to understand how and when to use the intelligence gathered through your win/loss analysis.

ThedecisionsexecutivesandmanagersmakeTo determine how many interviews are needed for a win/loss program to be effective, it is important to understand the kinds of decisions your organization makes and to understand how win/loss analysis can help you make better decisions.

Professor Robert A. Harris, in his VirtualSalt blog, outlines three major types of decisions: strategic, tactical, and operational.

Strategicdecisions determine the long-term direction of an enterprise, product, or department. They also tend to direct and control an organization’s resources. Strategic decisions involve a high degree of uncertainty due to the scope and time frames usually associated with these types of decisions.

ByKenAllred

24 • The Pragmatic Marketer • Volume 8, Issue 3, 2010

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Real-world examples of win/loss analysis that helped clients make better strategic decisions include:

• Competitive losses indicate buyers

− want a vendor with strong off-shore capabilities in two specific countries

− had issues with key contractual terms the client requires of new customers

• Buyers in both wins and losses describe a specific set of needs that aren’t currently addressed in the market and warrant development of a new product

Tacticaldecisions support or achieve strategic decisions. In other words, tactical decisions are made to help bring about the results envisioned in the organization’s overall strategy. As such, they tend to be more immediate than strategic decisions, and can be made at both the managerial and executive level, whereas strategic decisions are almost exclusively determined by executives.

Real-world examples of win/loss program data that led clients to make tactical decisions include:

• Competitive wins indicate a key factor in buyers’ decisions was the presence of superior sales engineer support

• Buyers in competitive wins talked about specific sales messaging and sales collateral that helped them make their decision, while buyers in lost opportunities did not reference these things

• Buyers in losses cited over-confidence of the sales representatives and disparaging the competition as key reasons for non-selection

Operationaldecisions support tactical and strategic decisions. They help to ensure that daily operations go smoothly and that tactical decisions are implemented. As the name indicates, these are usually made by managers, although they can also be made by executives.

Real-world examples of win/loss program intelligence that help clients make operational decisions include:

• A buyer in a lost opportunity indicated

− the sales representative poorly presented the solution and did not understand how their product would solve the buyer’s problems

− they didn’t select the client primarily because a product feature was not available, but the client’s product actually had the feature

− they are still evaluating solutions and would like to hear from the client again (thissituationhappensmoreoftenthanyouthink)

• A buyer in a won opportunity indicates they were having trouble with communication and it was having a negative impact on their decision satisfaction

The number of data points needed to support accurate decision-making increases as you move from operational (which is often immediate and one data point can be sufficient) to strategic, which may require a large amount of information to get a clear picture of the entire situation. For instance, deciding which paper supplier to use for a direct mail campaign (an operational decision) would probably not require client interviews, but if you wanted to change the focus of your company from services to software (a strategic decision), it is in your best interest to interview a representative number of current clients to determine how they would react to such a change.

Win/lossasadecision-makinganddecision-supporttoolFrom my experience over the last ten years, I found that win/loss analysis provides most benefit at the tactical and operational level, although, certainly, it does provide tremendous insight at the strategic level as well. It just takes a little more time before you can start to lean on your win/loss program when making long-term, strategic decisions.

On average, we find for each win, loss, or no decision interview performed, you can expect to identify an average of ten operational or tactical decisions that can be acted upon.

On average, for each win, loss, or no decision interview performed, you can expect to identify an average of ten operational or tactical

decisions that can be acted upon.

The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 25

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When you consider that each analysis is going to help you make an average of ten operational or tactical decisions, it becomes clear very quickly that you can realize great value from the very first interview of your win/loss program. Just how much value does each of these potential decisions represent? Let’s look at an example: one of the most common operational decisions identified in win/loss reviews are sales weaknesses for an individual sales representative that can be immediately addressed through focused training and/or coaching. If this training can help the sales representative avoid making the same mistakes in future opportunities, their individual win rate will improve. The impact of this one decision to help a sales representative with an area of weakness identified by a buyer could be in the millions of dollars, depending on the size of your sales opportunities.

If done correctly, every win/loss interview will net key, actionable intelligence such as:

• What business needs are your buyers trying to solve?

• What could you do to better serve your buyers’ needs?

• What is the character and reputation of your company in the eyes of your buyers?

• How well do your sales teams communicate your value proposition?

• What are the strengths and weaknesses of your products?

• What are the strengths and weaknesses of your competitors’ products?

• How are your costs perceived in relation to those of the competition?

Last year, when I was reviewing some interviews we had done with our own buyers, I saw an issue emerge that definitely led to a better tactical decision. One of our respondents commented that their communication with us was almost entirely with the salesperson and they did not have sufficient contact with the Account Consultant who would be handling their program. Since one of our strategic goals is to be a trusted consultant to our clients rather than just a provider of data, I realized this was a significant issue. After getting the same feedback in two other interviews, I determined this was not an isolated case and made the tactical decision to involve our Account Consultants and other subject matter experts early in the sales process. The results have been good, with our clients coming out of the sales process more informed and more committed. This tactical decision was made based on three data points, but would have been entirely missed if we had not been performing win/loss reviews on our own opportunities.

So,howmanydatapointsdoyouneed?The case I just described did not require many interviews or data points for the win/loss analysis to have a positive impact—in fact, it only took one to begin the decision process. This illustrates you can and will receive value from the very first opportunity you analyze. And as you add more data points, you will receive further validation and discover important, new insight.

The point is: since win/loss analysis is a dynamic process, it can and should focus on those issues that are most important to you and your buyers. This means, unlike a static survey, fewer data points are needed in a win/loss analysis to reach the insights you need to make better tactical and operational decisions to help you achieve your current strategic goals and overall success.

Don’t wait until you have a “sufficient number” of data points before you realize value in your win/loss program. Begin analyzing and using your win/loss data from your very first buyer interview and start seeing returns much more quickly.

KenAllred,FounderandCEOofPrimaryIntelligence,isathoughtleaderinSaaS-basedsalesintelligence,analyticsandsalesenablementsolutions.Heiscommittedtotheoptimization

ofsales,marketingandproductmanagementteamsthroughtheimplementationofadvancedSales2.0intelligencesolutions.ContactKenatkallred@primary-intel.com

26 • The Pragmatic Marketer • Volume 8, Issue 3, 2010

How Many Data Points Do You Really Need?

Page 27: Pragmatic Marketer Volume 8 Issue 3

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