Marketing & Sales Roundtable Pragmatic (Start-Up) Product Planning May 2004.
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Transcript of Marketing & Sales Roundtable Pragmatic (Start-Up) Product Planning May 2004.
Marketing & Sales Roundtable
Pragmatic (Start-Up) Product Planning
May 2004
2©2004 Arrington, Burke, Remacle
Agenda – Pragmatic Product Planning
Definitions Benefits and Issues Inputs Top 10 List Appendix
Sample MRD
3©2004 Arrington, Burke, Remacle
ProductLifecycle
Product Management
4©2004 Arrington, Burke, Remacle
Product Planning Hierarchy
RoadmapRoadmap
Product PlanProduct Plan
NPP1NPP1NPP2NPP2 NPPE1NPPE1 NPS4NPS4
Gatekeepers = Executive Committee
Gate #1
MRDMRD PRDPRD EngineeringSpec
EngineeringSpec
Plan of Record (POR)
Plan of Record (POR) Launch PlanLaunch Plan
Gate #2 Gate #3 Gate #4
5©2004 Arrington, Burke, Remacle
Product PlanningProduct Planning
Early Customer
Buy-in
Lower CostDevelopment,Fewer Revs
Risk Analysis,Mitigation
Faster Time to
Market and Revenue
BOD, Executive Team
AlignmentClear
Direction to Development
Team
Total Product Planning Issues
6©2004 Arrington, Burke, Remacle
Product Planning Process Issues
How to instill structure and process in the product planning function without introducing bureaucracy?
How to get sales input without handing over control? How to balance customer-specific requests with market and competitive
input? How to give the detail needed for product development without developing
a full functional spec? How to limit the number of releases to match development and marketing
resource constraints? How to mitigate product slips? How to manage internal buy-in and approvals? How to reset expectations
due to dynamic requirements/changes and slippage? How to ensure product planning is part of strategic roadmap? How to develop a product with an offshore team involved?
7©2004 Arrington, Burke, Remacle
Research Sources and Uses
Corporate Positioning
Process
Corporate Positioning
ProcessNew Product
Planning ProcessNew Product
Planning ProcessLifecycle
Management (Financial Modeling)
Lifecycle Management
(Financial Modeling)Product StrategyProduct Strategy
MarketingProduct Management
Customer Sat Channel calls Shows/Events Reg base, key
accounts Lost accounts
Customer Sat Channel calls Shows/Events Reg base, key
accounts Lost accounts
Annual Summit WW Channel,
Customer Advisory Boards
Annual Summit WW Channel,
Customer Advisory Boards
Trade magazines Lab analysis Web ‘Crush’
Trade magazines Lab analysis Web ‘Crush’
Supplier visits Technology
Advisory Board
Supplier visits Technology
Advisory Board
Market analysts (IDC, Gartner, etc.)
Financial analysts International?
Market analysts (IDC, Gartner, etc.)
Financial analysts International?
Custom Surveys
Qualitative Feedback
Competitive EmergingTechnologies
Subscription Market Research
8©2004 Arrington, Burke, Remacle
Product Planning: Top 10 List
#10: Segmentation (market and customer) and product roadmap are the foundations of product planning Becomes filter for all product concept and feature requests
#9:Qualitative research with opinion-leading customers in target customer segment is most important research component Once identified and tested, build relationships for alpha input, beta
program and ongoing advisory
#8:Market and competitive research complete the requirements, competitive and financial picture Qualitative input from analysts, competitors, industry associations,
customer councils, advisors, gurus, historical/analogue trends, etc. Structured, time-limited process for input from sales, SEs/FAEs,
executives
9©2004 Arrington, Burke, Remacle
Product Planning: Top 10 List (cont’d)
#7:Product manager, VP marketing own the product planning process With ‘meeting of the minds’, and formal approval process with
engineering and sales VPs, CEO, founders and a defined cross-functional team
#6: Detailed financial model must substantiate business opportunity:BOM, development budget, sales forecasts by quarter, lifecycle pricing , discounts, marketing budget, etc.
#5:Two major releases/new products annually Develop a theme/concept/name for releases with feature
groups that address/anticipate specific market needs – not ‘bug fixes’
10©2004 Arrington, Burke, Remacle
Product Planning: Top 10 List (cont’d)
#4:Establish ‘total product’ features as market requirements for release Support plan, partner/channel strategies must be executed in
parallel with development
#3:Define clear executive (board?) review and approval process Formal presentation and sign-off, with regular reviews as
dictated by risk assessment, development progress and market dynamics
#2:Include launch strategy, plan outline, budget to engage development team and reinforce delivery expectations Go/no go dates for key launch expenditures and events
11©2004 Arrington, Burke, Remacle
#1: Product Planning is a Contact Sport!
12©2004 Arrington, Burke, Remacle
Summary
It’s not necessary to turn product planning into a bureaucratic process, but
It does need to be built upon customer segment requirements
Higher probability that you’ll get the product right, the first time
13©2004 Arrington, Burke, Remacle
Appendix
14©2004 Arrington, Burke, Remacle
Sample MRD Outline
Preface - The development of a Market Requirements Document (MRD) is a critical first step in any new product planning effort. The MRD provides a business view of the market requirements and environment. It also serves as the foundation for the creation of detailed product requirements/engineering specifications, and the starting point for release and launch planning.
The MRD in the Product Planning Process
MRDMRD PRDPRDEngineering SpecEngineering Spec
Plan of Record (POR)Plan of Record (POR)
Release (Launch) PlanRelease (Launch) Plan
15©2004 Arrington, Burke, Remacle
Sample MRD Outline
When to Create/Refine an MRD New product planning Product enhancement or extension planningObjectives and Uses of an MRD Confirm market/customer need and opportunity Ensure product strategy development and refinement is market- and customer-driven Evaluate potential business model options and opportunity for ROI Identify potential partner categories and requirements in timely way Understand barriers and risks Product reviews (review and refine MRD assumptions on quarterly basis) Allocate resourcesRisks of Not Producing an MRD Technology risk
Technology won’t work as envisioned Key component not available
Product risk Wrong product Wrong price point
Market risk No market – ‘technology looking for problem’ Established market – ‘me too product’ facing entrenched competition Unattractive market – not big enough to be interesting
Business risk Too expensive to develop (time and $$) Not profitable to manufacture and sell
16©2004 Arrington, Burke, Remacle
Sample MRD OutlineMRD Outline
I. Product Overview
This section of the MRD introduces the product concept and structure. Also outlined here are assumptions regarding key requirements, release schedule and potential risks and dependencies.
A. Product description (high-level)
1. Market category
a. What is it (Component/SW/HW/System, usage)?
b. Where does it fit in the market (per industry/market analysts’ schema)?
c. Product category name (e.g. PC, PDA, Infrastructure SW)
2. Architecture/Core structure
a. Component – block diagram
b. HW – processor, OS, storage, NW, etc.
c. SW - server, client, modules
d. System – HW, SW, NW, etc.
3. Key features and capabilities
B. Problem addressed and benefits provided by the product (prioritized in order of importance to customers)
C. Value proposition
D. Other market requirements identified but not essential to this rev
E. Product release schedule
1. Alpha
2. Beta
3. Release (general availability)
F. Risks and dependencies
1. Technology – development feasibility, component availability
2. Product - performance
3. Market – timing, competition, etc.
17©2004 Arrington, Burke, Remacle
Sample MRD Outline
II. Product Strategy
A. Strategic goals/objectives for the product
1. Role of product in the company’s strategy
2. Financial goals
B. Market vision Why is this product important to potential customers now and in the future? Why can it be the basis for a sustainable company
versus just a point product?
1. Market trends/drivers
2. Technology enablers
3. Market segment problem being addressed by the product
C. Targeted market(s)
1. Market segment – Who has the problem being addressed (broadly), and the most critical need to get it fixed?
2. Market segment development roadmap – potential customer segments (prioritized to the extent possible)
a. Critical need drivers – ‘must-haves’ versus ‘nice to haves’
b. Sample usage scenarios
i. Current solution(s) to the problem outlined in B-3 and their deficiencies
ii. Priority requirements - table stakes – e.g. standards support, integrate-ability, performance, etc.)
iii. Barriers to adoption – for all participants in the product category, and those specific to company
3. Market size and growth rates (3-5 year CAGRs) – See Appendix A for definitions
a. Total Available Market (TAM)
b. Served Available Market (SAM)
D. Competitive Landscape
II. Primary competitor categories (direct/indirect, current/future) – strengths and weaknesses
III. Company/product differentiation against each competitor category
18©2004 Arrington, Burke, Remacle
Sample MRD Outline
II. Product Strategy - Cont’d
E. Partnership strategy by category type
1. Technology
2. Product
3. Marketing
4. Sales/distribution
5. Other?
III. Marketing Planning Assumptions
1. Communications strategy
a. High-level message model - key points related to market, technology, product, company
b. Market leverage model – categorization of market influencers and strategy for reaching them
2. Beta program
a. Objectives
b. Criteria to select beta customers
c. How many and what type
d. Duration and management of program
3. Launch strategy (Objectives and key milestone - detailed plan comes later)
4. Sales channel strategy (role of direct versus indirect)
5. International strategy – what, if any markets will be addressed in the first release
19©2004 Arrington, Burke, Remacle
Sample MRD Outline
IV. Product Requirements
This section outlines product development priorities in more detail, and includes preliminary assumptions regarding future releases and/or product extensions. In the event that the company’s product planning process does not include the creation of a PRD, this section is used as the foundation for the development of engineering specifications.
A. Priority 1 features and capabilities (identify which are mandatory for first release) *See Appendix B for sample list of key elements to be addressed in core product and in support of the product.
B. Priority 2 features and capabilities (highly desirable but may not be committed to yet)C. Future requirements (may be included in future releases but not committed to at this point)D. Features that will not be implemented (with explanation of why)E. End-of-life strategy/plan
V. Financials
This section should demonstrate that the company has thought through the key financial considerations and include an Excel model demonstrating an attractive business opportunity given estimated (best guess) revenue assumptions and development, manufacturing, sales and marketing costs.
A. Bill of materials (preliminary make or buy assumptions for key components)B. Development budgetC. Customer adoption scenarios (how many, over what period of time)D. Business model/pricing assumptions (over time)
1. License versus subscription/hosted pricing2. System versus component (HW/SW/Service) pricing
E. Sales process1. Revenue targets and discount structures by channel2. Sales cycles
F. Marketing budget
20©2004 Arrington, Burke, Remacle
Sample MRD Outline
VI. Cross-Functional Project Team (Roles, Responsibilities, Timeframe, Point Person)
The product planning process should involve representatives of most functional areas/departments. This section should outline the roles and responsibilities of each department, identify a departmental point person and highlight the points at which his or her input/involvement are required.
A. Development/Engineering
B. Marketing
C. Support
D. Operations
E. Sales
F. Legal
G. International Approvals and Certifications
21©2004 Arrington, Burke, Remacle
Sample MRD Outline
PLANNING TOOL ROLE
New Product Planning Process Phased approach for managing the development of a new product that reflects stated corporate (and product line) strategies
Market Requirements Document
(MRD)
Business view of market requirements and environment, summarizing segmentation strategy, competitive landscape, total product composition and business model/potential ROI. Source of initial product plan business assumptions
Product Requirements Document
(PRD)
Definition of features, functions, technical specifications for an individual product of family of products. Basis for development of engineering specifications
Engineering Spec Detailed engineering specifications based on MRD/PRD inputs. Core of development plan
Plan of Record (POR) Detailed summary of product development activities, schedule and key milestones, including Beta – Engineering/Manufacturing
Release (Launch) Plan Plan for product release detailing activities, schedule, roles, responsibilities and costs – Engineering/Manufacturing-oriented
Launch Plan Marketing plan for product launch detailing activities, schedule, roles, responsibilities and costs
Product Roadmap Outlines medium to long-term product platform strategy and response to market vision (trends/drivers/enablers). Provides explanation of rationale for product evolution relative to target market segments.
Total Available Market (TAM) Total units/$ available at all potential customer companies for relevant categories of products/services and applications. Top-down approach using market forecast data
Served Available Market (SAM) 100% of the units/$ available from addressable customer companies for addressable percentages of applications that company can serve. Should reflect company’s technical capability, market rate of adoption of technology, geographic reach, target market segment, etc.
Appendix A - Glossary of New Product Planning Terms
22©2004 Arrington, Burke, Remacle
Sample MRD Outline
Appendix B – Sample List of Features/Capabilities* Sample list of elements to be addressed and prioritized in development and communications plans (What are table stakes/must haves? What are differentiators?)
Core product features/functions Product performance metrics (relative improvements), dependencies Uptime and QoS Regulatory certifications and adherence to standards (e.g. platforms and
protocols supported) Compatibility/interoperability (backward and forward) requirements and testing Bugs/fix requirements Internationalization (e.g. Unicode-enabled) Documentation requirements and plan (users, developers, etc.) Next generation architectural changes Environmental (e.g. ISO 1400, recycling, etc) Maintenance and technical support requirements
23©2004 Arrington, Burke, Remacle
Presenters
Liz Arrington, Consultant
Market Focus
650-329-0823
[email protected] Patty Burke, Consultant
Market Focus
408-398-4921 Rosemary Remacle, Consultant
Market Focus
408-244-0412