About Our B2B Product Portfolio Management Blog
High Octane Product Management is a blog from Proficientz that offers “how to” tips for improving strategy, planning and execution in trenches of product management, product marketing and sales enablement. We publish several entries each month. Click here to subscribe and get them delivered directly to your inbox.
Our product management best practices are B2B specific. We place stronger emphasis on market success because it drastically improves your odds of product success. Our mission is to help B2B organizations drive growth in key vertical markets by managing their product portfolio more strategically and delivering integrated solutions that have exponentially more value than any single product.
The B2B Product Manager Magazine June 2017 is now available.
This month we look at the customer value chain from start to finish using the relay race analogy and how your organization can consistently win that race and dominate the market.
We also share a few tips and tricks for clarifying the product manager and product owner roles, plus the price you’re ultimately paying for one-off custom features.
In the world of agile software development, the product manager vs product owner confusion is hardly new. This problem has existed as long as software and product managers have been around. It merely has a new name. If you define their responsibilities in a way that mirrors the business of the customer, the confusion is all but gone. […]
If you’re going to dominate your market, you have to make the customer organization measurably better at their business, from the top down. Products and services are the means to the end, but every customer-facing function in your organization plays a role in delivering customer value. It’s like relay race. Everyone understands their role, knows where the baton is at all times, and knows exactly what to do when they run their leg of the race.
There are seven legs in the race for market leadership. Here are the runners and the goals of each. […]
Some days it feels like Agile frameworks are dictating how product management is done. At a minimum, they seem to be dominating the product management narrative in the software industry. If that’s true, it’s not good for your products and it’s not good for your organization. On the other hand, when product management and Agile are 100% complementary, the end result is solutions that make customers better at whatever they do. […]
The B2B Product Manager Magazine May 2017 is now available.
In this issue we examine the impact of a customer value culture, why products underperform and three steps to connect corporate strategy to product, marketing and sales execution plans. Plus, tips on using white papers to generate more qualified leads and the difference between voice of the customer and sales feedback.
Ask your colleagues to define your organization’s “culture” and you’re sure to get a wide variety of interpretations. But defining a “customer value” culture is pretty straightforward: It’s about making sure your entire organization is driven by the strategic goals of your target customers. When that is your primary modus operandi, you’ll routinely be rewarded with predictable growth.
So how do you go about fostering such […]