Page 1
In the world of agile software development, it seems like Marketing and Development are in a race for control of 'the product.'
Who will win? The flakes in Marketing or the geeks in Development?
http://pragmaticmarketing.com/resources/the-politics-of-agile#sthash.QBFjcZse.dpuf
Page 2
10PRAGMATICMARKETING
RULES OF
Page 4
What is pragmatic marketing?
Page 5
A market-driven model for managing and marketing
technology products
Page 6
Common Challenges• Prioritizing product features
• Defining market messages
• Reacting to sales demands
• Being buried in tactical activities
• Delineating roles and relationships
FO
UN
DA
TIO
NS
Page 7
Key Concepts• Define a market-driven approach for decision making
• Identify best investment opportunities
• Create clear positioning
• Apply innovation to solve relevant market problems
FO
UN
DA
TIO
NS
Page 9
The Pragmatic Marketing Framework
Page 11
FO
UN
DA
TIO
NS
PotentialsEvaluators
Customers
Page 12
Pragmatic Marketing Rules
Page 13
An outside-in approach increases the likelihood of product success.1
RU
LE
S
Page 14
The answer to most of your questions is not in the building. 2
RU
LE
S
Page 16
We are all pragmatic marketers.3
RU
LE
S
Page 17
If the product team doesn’t do its job, other departments will fill the void. 4
RU
LE
S
Page 18
Who is the product team at your company?
Page 19
Dev
Product Team
Comm Sales
Define the lines
RU
LE
S
Page 20
Activity 1Let’s do a Pragmatic Marketing Gap Analysis for your company
• Identify which departmentcurrently owns the role? How?
• Identify which departmentshould own the function? Why?
10 mins
Page 22
The building is full of product experts. Your company needs market experts.5
RU
LE
S
Page 23
Win/loss should be done by someone not involved in that sales effort.6
RU
LE
S
Page 24
Your opinion, although interesting, is irrelevant.7
RU
LE
S
Page 25
http://ivn.us/2013/11/27/four-things-look-like-facts-arent/
RU
LE
S
Page 26
Only build solutions for problems that are urgent, pervasive and that the market will pay to solve.8
RU
LE
S
Page 28
Market Problems
Feature
Feature
Feature
Feature
Feature
Feature- Function-Benefit
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Product Features
PO
SIT
ION
ING
Page 29
Market Problems
The market only cares about getting their problem solved. Everything else is extra.
PO
SIT
ION
ING
Page 30
Market Problems
Problem-Oriented Features
(Marketecture) What
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Product Features
How
PO
SIT
ION
ING
Page 31
Positioning drives execution.9
RU
LE
S
Page 32
Your position must:
• be problem-oriented
• speak the language of the market
• be unique
• be clear and concise
PO
SIT
ION
ING
Page 33
Positioning focuses on the problems you solve.10
RU
LE
S
Page 34
Positioning Document
1. Overall problem
2. Ideal solution
3. Primary message
4. Product description
5. Marketecture (Problem-oriented features)
Page 35
Activity 2Let’s collaborate on a quick positioning document for the Apple Watch
1. Overall problem
2. Ideal solution
3. Primary message
4. Product description
5. Marketecture (Problem-oriented features)
10 mins
5 mins
Page 37
• Utilize a market-driven model for marketing technology products
• Define the lines
• Create market-driven artifacts
• Discover and validate market problems
• Identify the right opportunities
SU
MM
AR
Y
Page 38
Who will win? The flakes in Marketing
or the geeks in Development?
http://pragmaticmarketing.com/resources/the-politics-of-agile#sthash.QBFjcZse.dpuf
Page 39
When you build products people want to buy,
everyone wins.
Page 40
Priorities and Next Steps
1. Positioning Document
2. Buyer Personas
3. Segmentation
4. Win/Loss Analysis
5. Listen and observe - internally and externally
Page 41
Activity 3What are your next steps? How do you fit in the Pragmatic Marketing framework?
Page 43
Course information
Page 44
Foundations Building and marketing products
CO
UR
SE
S
Page 45
Focus Product Strategy & Direction
CO
UR
SE
S
Page 46
Build Writing, prioritizing and working with requirements
CO
UR
SE
S
Page 47
Market Seeing go-to-market strategies
CO
UR
SE
S
Page 48
Launch Product launch and Sales enablement
CO
UR
SE
S
Page 49
Price Product pricing strategies
CO
UR
SE
S