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Driving Innovation as a Product Marketer

Driving Innovation as a Product Marketer

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Product Marketing Alliance

August 12, 2020
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Transcript

  1. DRIVING INNOVATION AS A PRODUCT MARKETER Z E R O

    T O O N E
  2. Hi, I’m Angela

  3. PRODUCT PROCESS BUSINESS MODEL TYPES O F I N N

    O VA TI O N S
  4. TYPES O F I N N O VA TI O

    N S PRODUCT - New product - Improved performance - New feature - Growth / revenue
  5. TYPES O F I N N O VA TI O

    N S
  6. TYPES O F I N N O VA TI O

    N S
  7. Product

  8. INBOUND What should we be building? Are we building the

    right things? OUTBOUND How do we grow and scale in market? How do we validate and launch? Product
  9. “HOW DO I INFLUENCE THE ROADMAP?” Product

  10. GET BUY-IN FROM PRODUCT “&” BUILD CREDIBILITY WITH STRONG INBOUNDS

    ALIGN TO PRODUCT INCENTIVES Product
  11. WHY INBOUNDS? Gives something “back” to the product organization Provide

    structure for the “why” behind a developing roadmap Develops expertise in eyes of org, especially important if PMM role is historically outbound-driven Product Common language as you talk about a nebulous problem
  12. None
  13. AN INBOUND… INSIGHTS WRAPPED IN A FRAMEWORK… ANSWERING THESE QUESTIONS

    Where is the market today and where do we expect it to go? How can we differentiate vs. competitors? Product What do we need to build and for whom do we build? What is the total opportunity and what can we expect to capture based on our product and customers?
  14. EFFORT LOW LOW HIGH HIGH URGENCY = Size of impact

    Product
  15. FACEBOOK VIDEO AD EXAMPLE WE WANT TO BUILD A PERSONALIZED

    VIDEO AD CAPABILITY “Personalization” … what does that mean? Product
  16. INPUT 1 TO MANY ALGORITHM PERSON 1 TO 1 PERSONA

    LIZATION Product
  17. INBOUND SHOULD ALIGN WITH PRODUCT INCENTIVES Depending on company /

    product teams… They’ll be incentivized to ship (every Q or every half) They’ll need “product vision” for the next 12-24 months They may be stacked against adoption or revenue goals Product YOUR INBOUND INSIGHTS = MORE LIKELY TO REACH THEIR GOALS
  18. DON’T FORGET THE NON-PRODUCT STAKEHOLDERS Product Product is becoming more

    of a “team sport” The other cross functions – data science, engineering, design, content strategy, UX, will all have a role in influencing the roadmap Get them on your side
  19. TYPES O F I N N O VA TI O

    N S PROCESS - New/improved production or delivery - Enabled by changes in technique, software - Costs / profit NOT QUITE AS SEXY, CAN BE JUST AS IMPACTFUL
  20. EXAMPLE: USING RECYCLED MATERIALS FOR PRODUCTION

  21. TIE TO CUSTOMER OR $$ METRICS START SCRAPPY, GET TEAM

    BUY-IN DEMONSTRATE VALUE TO KEY INTERNAL STAKEHOLDERS Process
  22. AT INTUIT MINT, HOW TO STREAMLINE NEGOTIATION & ONBOARDING WITH

    FINANCIAL PARTNERS? Process
  23. Process STARTED WITH A SPREADSHEET…

  24. Process SHOWED MONETIZATION POTENTIAL…

  25. Process ENDED WITH ORG-WIDE INVESTMENT

  26. Product BUILD CREDIBILITY WITH STRONG INBOUNDS ALIGNED TO PRODUCT INCENTIVES

    GET BUY-IN FROM PRODUCT “&” START SCRAPPY, GET TEAM BUY-IN DEMONSTRATE VALUE TO STAKEHOLDERS TIE TO CUSTOMER OR $$ PRODUCT PROCESS
  27. LAST BUT NOT LEAST…

  28. THANK YOU!