by Rivi Aspler
When I saw the following image in in the latest Forrester Wave™: B2C Commerce Suites, I realized both the intensity as well as the inevitability of the consolidation phenomenon in the industry.
I also came across the article The Consolidation Curve, by Graeme K. Deans, Fritz Kroeger and Stefan Zeisel, which describes the four stages of industry and market consolidation. Just like product maturity phases, markets have their own maturity cycle and phases, and it’s important for product managers to understand the dynamics of markets as they mature.
Stages of Market Maturity
Stage 1 – Opening
“The first stage generally begins with a single start-up or with a monopoly just emerging from a newly deregulated or privatized industry. But this 100% industry concentration quickly drops off. Soon, the combined market share of the three largest companies drops to between 30% and 10%, as competitors quickly arise to create the frontier of industry consolidation.”
If you are a product manager that is trying to introduce a new product to the market, you in for a tough fight. Innovation is indeed disruptive, and people don’t like disruptions. You are probably investing as much time into the definition of the new product as to the proving its advantages over the existing substitutes.
Stage 2 – Scale
“This stage is all about building scale. Major players begin to emerge, buying up competitors and forming empires. The top three players in a stage 2 industry will own 15% to 45% of their market, as the industry consolidates rapidly.”
If you are a product manager that is working in a scaling market, you face the harsh competition of the veterans and the new players that are starting to catch up. It’s time to make sure that your competitive advantage is clear. This advantage will determine if your company will be bought or left behind as a follower after the big ones ….
Stage 3- Focus
“After the ferocious consolidation of stage 2, stage 3 companies focus on expanding their core business and continuing to aggressively outgrow the competition. The top three industry players will now control between 35% and 70%of the market. By this time, there are still generally five to 12 major players.”
If you are a product manager who is working in a market that is in the process of focusing, you are probably not working as hard as you did before (compared to the opening and scaling stages). You are still required to make sure that your value proposition is well perceived by the market and that your competitive advantage is indeed stable (don’t rest!), but now, sales people are the ones that are front and center, trying to get as much as possible market share.
Stage 4 – Balance and Alliance stage
“Here the titans of industry reign, from tobacco to soft drinks to defense. The industry concentration rate plateaus and can even dip a bit as, at this stage, the top three companies claim as much as 70% to 90% of the market. Large companies may form alliances with their peers because growth is now more challenging. Companies don’t move through stage 4; they stay in it.”
If you are a product manager who is working in a stage 4 market, you are probably a bit bored… incremental additions to the product will do just fine…. Until that new start-up arrives, knocking at your door, that will open up the market once again.
Tweet this: Product Management and the Consolidation Curve http://wp.me/pXBON-4ne #prodmgmt #productmanagement
About the Author
Rivi is a product manager with over 15 years of product life-cycle management experience, at enterprise sized companies (SAP), as well as with small to medium-sized companies. Practicing product management for years, Rivi now feels she has amassed thoughts and experiences that are worth sharing.
by John Mansour
In B2B, assessing your product portfolio’s
- Opportunities and
should be an annual ritual. Why? This exercise offers a macro view of your portfolio’s performance and provides valuable insights that are key to a solid market strategy, which ultimately impacts your product, marketing and sales priorities.
What is a Product Portfolio SWOT?
In its most basic form, a portfolio SWOT is a matrix of products and market segments where the cross-section illustrates the relevance of each product to each of your target market segments and financial performance of your company (total revenue for all products) in each market segment.
Why Do It?
The primary goal of performing a SWOT analysis isn’t so much about how your products are performing, but how your company is performing in each of your chosen market segments as indicated by the sales of the most popular products in each segment. It reveals a critical insight into how your customers utilize your products in the form of logical business solutions. Key takeaways that guide your portfolio strategy decisions include:
- Identifying market segments where you’re strongest (by revenue and number of customers) and understanding how much runway remains for growth.
- Identifying market segments where you’re weakest – and understanding if it’s more of a sales and marketing deficiency or product deficiencies.
- Identifying market segments that are most opportunistic. In many cases your weakest market segments are the most opportunistic because your products have high relevance. It’s simply a matter of exerting more marketing and sales effort to seize the opportunities. In other cases, it may be new markets where emerging needs play to your strengths.
- Identifying the biggest threats in your product/service category. These can be new competitive threats, disruptive technologies, shifting business models, etc. that threaten to make your company less relevant in the eyes of prospective buyers and investors.
Who Owns It?
In smaller organizations, the ownership typically falls on product management. In larger organizations, product/industry/solutions marketing or strategy teams own it.
When Should You SWOT?
Once a year should be sufficient for most B2B companies. Ideally, it would be completed or refreshed as a precursor to your annual strategic planning cycle.
Making Your Portfolio SWOT Actionable
Your portfolio SWOT analysis is one of several data points that are key to aligning your products and services with market segments most conducive to reaching your company’s goals. Make it actionable by comparing your SWOT results to the dynamics in each of your target markets and the biggest obstacles those organizations are facing.
You’ll quickly see where your portfolio is strong, where it’s at risk and where your biggest opportunities are in the short and longer term. Product, marketing and sales priorities will quickly come into focus. Build a portfolio strategy around those priorities and then, as usual, focus on relentless execution of the details. You’ll love the results!
If your product priorities are constantly competing and…constantly changing, contact us today to learn how our framework and training programs can get your product portfolio on the straight and narrow to deliver higher-value solutions and accelerate growth.
Tweet this: It’s time to give your product portfolio a good SWOT http://wp.me/pXBON-4lW #prodmgmt #productmanagement
About the Author
John Mansour is a 20-year veteran in high technology product management, marketing and sales, and the Founder of Proficientz, Inc., a training and consulting firm that specializes in B2B product management & marketing.
by Saeed Khan
There’s a lot of general discussion about traits and activities to help individual Product Managers excel, but not a lot is written about Product Management teams and departments. I wrote a pair of blog posts on this topic a couple of years ago, but not much since, so I thought it was time to revisit the topic.
A reality of Product Management teams is that they are usually relatively small, particularly when compared to larger departments such as Engineering, Marketing or Sales. And perhaps it is because these teams are small, that not much thought is given to how to best structure them. But in fact, given the critical cross-functional role Product Management plays, having a well structured, scalable and properly staffed team can make a huge impact on the top-line of a company’s balance sheet.
Here are the 5 steps to building a great organization.
1. Understand the full value of Product Management
Too often technology Product Management is viewed as the requirements collector, or keeper of the product roadmap, or an adjunct to Engineering. But all of these sell short the value and impact Product Management can have on a business.
What is the ultimate goal of Product Management?
To optimize the business at the product, product line or product portfolio level over the lifecycle of the products.
Or as Don Vendetti defined it in his guest post:
To deliver measurable business results through product solutions that meet both market needs and company goals.
Either way, the focus is on the business success.
And if you look back at the origins of Product Management it’s clear that’s how it was envisioned by James McElroy at Procter and Gamble 80 years ago.
Tweet this: 5 Steps to Creating a Great Product Management Organization http://wp.me/pXBON-4kC #prodmgmt #productmanagement
by Saeed Khan
I saw the following graphic mentioned in a Tweet recently.
It is from a company called CB Insights and is based 101 startup postmortems.
Now the data set is small, and may not be statistically valid everywhere — e.g. are startups in India failing for the same reasons as startups in the US? — but it’s a good data set none the less. Note that the sum of the percentages is greater than 100%, so I can only assume that companies had multiple issues
The most common reason for failure, by far(!), is “No Market Need”. And if you look further down, you see “Ignore Customers” and “Product Mis-Timed”, which in my opinion, are almost the same as “No Market Need”.
While not completely surprised by these findings, the fact that the number one reason is so far ahead of ALL other reasons DOES surprise me. It indicates one of two things. Either that there is still a LOT of work to do to teach startups how to identify markets, or people will pursue business ideas rather blindly regardless of what the market opportunity really is.
Here are a couple of the examples cited in the article, but I encourage you to read or view some of the postmortems. They are very interesting case studies.
Product: Patient Communicator
I realized that many of the true money-making businesses in healthcare really aren’t about optimizing delivery of primary care. This is a longer discussion but I realized, essentially, that we had no customers because no one was really interested in the model we were pitching. Doctors want more patients, not an efficient office.
See full postmortem here.
We didn’t spend enough time talking with customers and were rolling out features that I thought were great, but we didn’t gather enough input from clients. We didn’t realize it until it was too late. It’s easy to get tricked into thinking your thing is cool. You have to pay attention to your customers and adapt to their needs.
See full postmortem here.
Tweet this: Why do startups fail? http://wp.me/pXBON-4ma #prodmgmt #startups
About the Author
Saeed Khan is a founder and Managing Editor of On Product Management, and has worked for the last 20 years in high-technology companies building and managing market leading products. He also speaks regularly at events on the topic of product management and product leadership. You can contact him via Twitter @saeedwkhan or via the Contact Us page on this blog.
By: Maggie Hibma
Even when you’re not in a launch cycle, content creation is an everyday part of the gig as a product marketer. A lot of the content we create is for a specific audience, like a product walkthrough on your customer blog, or a demo script on a new feature for your sales force. In fact, all of your content has an impact on one important stakeholder or another in your business.
So what happens when you have to create a piece of content for everyone?
Product pages (or any feature- or product-specific page on your website) are one type of content product marketers are responsible for, and boy, they are one of the most handy-to-have but hard-to-make assets on our to-do lists. There’s a lot to consider when building product pages, and even more to consider to make them killer. Here are three important elements to product pages and how to nail them.
There’s been a lot of buzz as of late on the importance of storytelling in content marketing. But the reason the buzz hasn’t stopped is because it’s become one of the most important tools product marketers have to capture an audience’s attention in seconds (because you only have that long, anyway). When it comes to product pages, the story you tell shines through in two ways:
If you’ve ever written copy for a product page before, you’ll understand this sentiment: #FACEPALM. My head and hands tend to connect a lot when writing this kind of copy because writing for the web is not like writing a blog post, or an ebook, or a white paper.
You have to be succinct, understandable and clear — and those three words are not synonymous. Plus, add in a dash of character limits and the no-orphans rule and you’ve got this much space to get your point across.
While your visuals have to pair nicely with your copy, you also have to consider the medium in which these visuals are delivered. Are you only doing product shots, or are you adding in some imagery that show people using your new product or service?
Have you considered how a .gif or a video might change the way folks interpret your story? How are you weaving testimonials or user reviews into your page, if at all? (Advice: Include when possible. Social proof is the new 100% satisfaction guarantee.)
Considering the “visuals” on your page isn’t limited to images — it’s about how the page tells a story through the visuals you choose.
How to nail storytelling
Use your copy and visual elements to tell a story that flows down your page. The most important part about storytelling on product pages is being relevant to the reader – and when you don’t exactly know who the reader will be, you have to toe the line between the specific features you offer and the general benefits your product brings to the table. I think Tile does a great job of this delicate balancing act.
The copy is catchy, you understand what it does right away and the five scenarios they show you through visuals are so widely applicable that anyone can relate, not only to the visual itself (being at the beach, for example) but to the feature-specific benefits Tile offers (being at the beach and losing something in the sand).
And one, “not so good” example
On the flip side, as much as I hate to say it, I don’t think Pebble does a good job at this. I know Pebble well, having followed the story from it’s Kickstarter days, but my problem here is that all of it’s benefits are listed (truly, listed) in modules absolutely below the fold and even further down than expected.
If I didn’t know what a Pebble watch was, I certainly don’t know I would care based on my more-than-generous first glance. Why do I need a Pebble watch? What does it mean for me? It’s only when I get to the battery life comment that it piques my interest, but even then – what’s so special about the watch?
Tweet this: 3 Elements to Creating Killer Product Pages http://wp.me/pXBON-4lS #prodmgmt #prodmktg #content