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In this final post in my series on managing manufactured products I examine the specific touch points that exist between the operations, engineering, and finance functions when managing the lifecycle of manufactured products. Sales and Operations Planning (S&OP). You can read the earlier posts in this series here , here and here.
Plus time with Marketing (launch, messaging, product marketing content), Finance (packaging, pricing, forecasts), Support, Customer Success/Implementation, and broad Salestraining and enablement. Plus So a product manager might have 5% of their time in total for deal-specific sales support.
One particular example, UpBank, I’d argue one of the most underrated and successful software companies in Australia, only has Product Designers with one single product leadership role. If support teams are focused on arguing with the finance department, that leaves very little time to improve how they deliver exceptional customer service.
At this point, we needed to get educated (quickly) on how Sales at this company was motivated. Our next stop was Finance. We scheduled a meeting with someone that Finance identified as the “Genie of Sales Compensation.”
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