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Discovering, Developing, Managing, and Marketing Products as a Business Every company that sees technology as a competitive differentiator needs a product strategy. And every person who touches a product inside of an organization directly contributes to its success or failure.
In this program, you learn a cradle-to-grave approach for managing and optimizing the life of a product or service. You will be equipped to think like the CEO of your product or service, all in a flexible, online format. Throughout the program's eight weeks, you will have the opportunity to engage in interactive, thoughtful discussions with Kellogg professor and subject matter expert Mohan Sawhney and your peers.
- Develop a strategic mindset that anchors product strategy as the pathway to growth
- Manage partner ecosystems and learn how to create win-win partnerships
- Analyze new product opportunities to arrive at ‘go’ or ‘no-go’ conclusions efficiently
- Develop a go-to-market strategy using the 7-Elements Framework
- Create buyer personas, positioning, and messaging based on proprietary tools from the Kellogg School of Management
- Learn from real-world custom case studies and examples based on the faculty’s own consulting experience with top tech firms such as Microsoft, AT&T, Salesforce.com and Facebook
Module 1 – Understanding Product Strategy
Learn why it’s critical to have a product strategy, and how it may vary in different types of organizations.
- Managing products as a business
- Product strategy in startups
- Product strategy in professional services companies
Module 2 – Analyzing Product Opportunities
Evaluate new opportunities based on the ‘jobs-to-be-done’ framework.
- Defining the opportunity and hypothesis
- Analyze the 'jobs-to-be-done' approach
- Evaluating the opportunity
Module 3 – Discovery and Requirements Definition
Apply the discovery hypothesis framework, create user stories, and build a wireframe to outline an opportunity to deliver an urban mobility solution for school kids
- Discovery as product and consumer
- Creating the discovery hypothesis
- Minimum viable product (MVP) framework
Module 4 – Designing the Business Model
Learn which situations are appropriate for each type of business model and analyze the economics of a SaaS pricing model.
- Business model taxonomy
- Freemium, Marketplace, and SaaS models
- Choosing the model and when to pivot
Module 5 – Agile Product Development
Learn the principles of agile development and use these principles to influence a team over whom you have no direct authority, such as an engineering team.
- Principles of agile development and scrum
- Transitioning to agile
- Managing remote teams
- Influence without authority
Module 6 – Taking Products to Market
Learn how to define and understand your key audiences and choose the most appropriate route(s) to market.
- Understanding personas, positioning, and messaging
- Develop and execute the go-to-market plan
- Best practices for product launches
Week 7 – Managing the Partner Ecosystem
Learn to define the elements of the ‘whole offer’ and how to design and manage partnerships effectively
- Defining, evolving, and creating the 'whole offer'
- Diagnosing the capabilities gap
- Designing partnerships for different company sizes
Module 8 – Managing Product Evolution and Growth
Build on the strengths of your existing strategies and tactics to drive new growth. Conduct a road-mapping exercise for an innovative new product in the medical supplies industry that promotes medication adherence.
- Increasing share of wallet, share of market, and size of market
- Growth through partnerships
- Growth hacking strategies
Who should attend
- Mid- to senior-level executives and individual contributors who contribute to product strategy.
- Executives with strategy functions, but also those from marketing, sales, finance, operations; consultants
- Business managers and leaders who are materially involved at any point in a product's lifecycle
- Those who may be directly responsible for product or portfolio strategy, or who play a more indirect role such as in sales, marketing, operations, finance, or R&D
- Professionals at companies who are focused on using technology as a competitive differentiator, even if your vertical market isn't 'tech'
- Professionals wanting to take on a more formal product management role