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Product Management University Launches The Customer Outcome Framework for Product Management, Product Marketing, Sales and Customer Success

Product Management University

Today, Product Management University announced the availability of its Customer Outcome Framework for B2B. When product management, product marketing, sales and customer success teams are problem-focused, they all see the customer through a different lens. One View of the Customer. Measurable Customer Value.

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Product Management University Announces New Micro Learning Courses for Product Managers

Product Management University

Learn Targeted Skills in Small Chunks On the Go Today, Product Management University announced the availability of 15 new micro learning courses for high technology product managers in B2B. Product Management University micro learning courses are offered in live virtual, onsite and on-demand e-learning formats.

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How product marketing managers and product managers can collaborate

Mind the Product

Based on four decades of experience in the B2B product world, product experts, Poornima and Rahul share best practices for product managers and product market managers collaborating effectively.

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Product Management University Announces Free Training Courses for Product Marketing Managers

Product Management University

Unconventional Product Marketing Skills to Drive More Revenue From Existing Products Today, Product Management University announced free training courses for product marketing managers. It’s offering free eLearning versions of its Product Marketing 101 Basic Skills Courses.

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The Problem with Product Market Fit (and What to Use Instead)

Speaker: Daniel Elizalde - Product Executive and Advisor

There is a big problem with the term "product market fit." Launching successful products requires a rare combination of market understanding, iterative development, and a lot of luck. Our role as Product Managers is to eliminate confusion, not add to it.

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The Biggest Difference Between Product Management and Portfolio Management

Product Management University

The biggest difference between product management and portfolio management is product management focuses specifically on the success of each product whereas portfolio management focuses on the success of the company (the portfolio) in chosen market segments.

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Product Manager Career Path: Positions, Responsibilities, and How to Advance

Product Management University

Product management is one of the hottest careers in high-tech right now with tremendous career growth. If you’re considering a career in this industry, you’ll need to know exactly what will be expected of you as a product manager. What Does a Product Management Career Path Look Like?

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Power of the Platform: A PM's Path to a Winning Product Experience

Speaker: Marcus Andrews - Director of Product Marketing & Keren Wexler - Sr. Director of Product

Product teams need a complete, end-to-end solution to address their most common challenges. Leveraging a single platform that combines product analytics, in-app guides, and feedback management solutions can be the most effective way to deliver digital experiences users love. This is an exclusive session you don't want to miss!

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Why the Product Message Should Come From Product Management

Speaker: Jordan Bergtraum, Head of Product at Equip ID & Consultant

Features and benefits may be part of the overall product marketing plan, but they are NOT the basis for a compelling “Product Message”. Product Managers may feel the “message” should be developed by the Product Marketing function, but I disagree. The benefits of a good product message.

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How to Achieve Product-Market Fit

Speaker: Dan Olsen - Product Management Trainer and Consultant, Author, and Speaker

Everyone working on a product is trying to achieve the same goal: product-market fit. But most products fail to do so. In this webinar, product management expert Dan Olsen will share his simple but effective framework for achieving product-market fit from his book The Lean Product Playbook.

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Product Market Fit: A Lesson from Sephora’s Head of Product

Speaker: Sneha Narahalli - VP, Head of Product at Sephora

Only 20% of these companies attain product market fit, despite years of excruciating effort by founders, early employees, and investors. The first and most important step in product development is finding PMF. Creating an iterative process to identify Product Market Fit.

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Iterate Your Way to a Top Analytics Product Experience

Speaker: Richard Cheng, Associate Product Manager, Mark43

Mark43 is on a mission to bring public safety data management into the 21st century. To fix traditionally paper-heavy and error-prone processes, they needed a secure and easy-to-use product experience that simplified and unified crime data collection and management.

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How Leveraging Data Creates Efficient Product Roadmaps

Speaker: Hannah Chaplin - Product Marketing Principal & Steve Cheshire - Product Manager

Without product usage data and user feedback guiding your product roadmap, product managers and engineers end up wasting money, time, and effort building what they think stakeholders want, rather than what they know they need. Leveraging product data to assess true business value and make informed decisions.

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Collaborate Better with Your Customer-Facing Teams

Speaker: Hope Gurion, Product Leader Coach, Fearless Product LLC

Join Hope Gurion, Product Leader Coach at Fearless Product, as she shares 3 techniques to accelerate your cross-functional collaboration with other customer-centered teams like sales, product marketing, and customer success. Use Product Management Today’s webinars to earn professional development hours!

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Fail Well, Pivot Fast: Product Experimentation for Continuous Discovery

Speaker: William Haas Evans - Principal Consultant, Head of Product Strategy & Design Practice, Kuroshio Consulting

The purpose and value of experimentation (from a scientific and product perspective) is to produce new information. From a product discovery/product management perspective, the purpose of experimentation is to focus our efforts on invalidating our assumptions to reduce the risk of developing and going-to-market with the wrong product.