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Available dates

Oct 31, 2019—Jan 2, 2020
USD 2600


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About the course

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.

Key Benefits

  • 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, and Facebook

Program Content

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

Trust the experts

Mohanbir Sawhney

Prof. Sawhney is a globally recognized scholar, teacher, consultant and speaker in innovation, strategic marketing and new media. His research currently focuses on modern marketing, enterprise analytics and business innovation. Prof. Sawhney has written six management books as well as dozens of ...


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