Skip to main content

Product Management Deliverables

The reports that we put together at Cauvin, Inc. serve as an example of the deliverables a product manager produces. As I've mentioned in previous posts, we use an iterative approach to producing our documents. In fact, we begin delivering reports to clients the first week. The reports consist mostly of templates. Feedback the client gives us on these templates enables us to modify the documents to suit the client's needs. We incrementally flesh out these documents until the project ends.

Here is the set of documents we typically deliver to a client:

buyer profiles - profiles the different kinds of buyers in the market
market segments and sizing - divides the market into segments and estimates the size of each segment
market requirements - details the problems in the market and requirements the product must satisfy
positioning and messaging - messages and themes to use in advertising and PR
naming - what to name the product and/or company
pricing - how much to charge for the product
competitors - analysis of the product's competition
prospect interview notes - notes from one-on-one interviews with prospective customers of the product
survey report - results of survey(s) of prospective customers
key findings - significant observations and conclusions from market study (interviews and surveys)

Armed with this information, clients are able to plan and strategize their product development and marketing.

Comments

Popular posts from this blog

Why Spreadsheets Suck for Prioritizing

The Goal As a company executive, you want confidence that your product team (which includes all the people, from all departments, responsible for product success) has a sound basis for deciding which items are on the product roadmap. You also want confidence the team is prioritizing the items in a smart way. What Should We Prioritize? The items the team prioritizes could be features, user stories, epics, market problems, themes, or experiments. Melissa Perri  makes an excellent case for a " problem roadmap ", and, in general, I recommend focusing on the latter types of items. However, the topic of what types of items you should prioritize - and in what situations - is interesting and important but beyond the scope of this blog entry. A Sad but Familiar Story If there is significant controversy about priorities, then almost inevitably, a product manager or other member of the team decides to put together The Spreadsheet. I've done it. Some of the mos

Henry Ford's "Faster Horse" Quote

You may have heard the ( apocryphal ) Henry Ford quote: If I'd asked customers what they wanted, they would have said "a faster horse". Over at the On Product Management blog , Saeed gives his take on this infamous quote. He "hates" it, and gives some compelling reasons. Saeed is spot on in his explanations. Personally, I think the quote is great, but it's a matter of interpretation. The valid point of the quote is not that it's a bad idea to facilitate a conversation with your market to better understand it. The valid points are: You must ask the right questions to get valuable answers. You must interpret the answers thoughtfully - often outside their direct meaning - to glean reliable information. Asking questions is not always the best way to "listen" to your market. (E.g., sometimes pure observational studies are more reliable.) Nonetheless, I find the quote is helpful to combat "armchair product management" in the

Stop Validating and Start Falsifying

The product management and startup worlds are buzzing about the importance of "validation". In this entry, I'll explain how this idea originated and why it's leading organizations astray. Why Validate? In lean startup circles, you constantly hear about "validated learning" and "validating" product ideas: The assumption is that you have a great product idea and seek validation from customers before expending vast resources to build and bring it to market. Indeed, it makes sense to transcend conventional approaches to making product decisions . Intuition, sales anecdotes, feature requests from customers, backward industry thinking, and spreadsheets don't form the basis for sound product decisions. Incorporating lean startup concepts , and a more scientific approach to learning markets, is undoubtedly a sounder approach. Moreover, in larger organizations, sometimes further in the product life-cycle, everyone seems to have an opinio