Your current filters are…
Finding product/market fit is hard. It's made harder by paradoxical human behavior in customers, bosses, investors and ourselves. We'll unwind these paradoxes in an advanced discussion of new products that succeed.
About Tom Huntington
This session is based on my experience as an entrepreneur, executive and investor. To start the discussion, I'll draw from material I previously created for the Launchpad Venture Group, MassChallenge and TiE Challenge.
Learn how to leverage customer and competitor research in your product development process to increase revenue and profits while lowering risk of failure from actual customer examples. We discuss the types of issues that can be addressed by customer and competitor research and how to perform effective research for the new product development process. For example, Areva North America estimated that its research generated $100 million in additional revenue in new products and services. While the company’s Innovation Department used the principles, albeit modified and accelerated, from Robert D. Cooper’s Stage-Gate ® process in new product/service development, other examples demonstrate the tangible value of research in multiple approaches to product development. We’ll have a few slides and lots of interaction about how research can help you focus your product plan on the best contenders and get products out faster to earn revenue faster.
About Parmelee B. Eastman
EastSight Consulting president Parmelee B. Eastman has been the field of business research for 20 years, working with clients ranging from start-ups to Fortune 500 companies. Previously, she had a successful 16 year career at Digital Equipment Corporation (now part of Hewlett-Packard) in customer finance, marketing, sales, and P&L management. She holds a B.A. from Wellesley College and an M.B.A. from the Harvard Business School. She is a co-chair of the Mass chapter of the Strategic and Competitive Intelligence Professionals (SCIP) group and won a Catalyst Award from SCIP in 2010.
She was invited to speak at the first CI conference in India in 2011 and has presented multiple times on pricing research at Professional Pricing Society conferences. She presented at the annual SCIP conferences in 2005 and 2014 on tactics for quick results.
by Mark Shapiro
To state the obvious …how well you perform competitive intelligence and analysis can have a major impact on your business and has an effect on everything from product definition to messaging, go-to-market strategy, and sales enablement. However, quite often this activity is disjointed, overlooked and lacks a clear understanding of what is considered a competitive alternative to your offering.
In this session we’ll talk about approaches to CI and turning this intelligence into actionable information that can be used by to better differentiate and enhance your product’s value.
Whether you work in Sales, Product or Marketing, come ready to discuss your own challenges, lessons learned and best-practices.
About Mark Shapiro
Mark founded Agile Product Marketing Group to provide senior level expertise that bridges the gap between sales, corporate marketing, and product management to deliver revenue focused marketing and differentiation to move UP AND TO THE RIGHT!
The Agile Product Marketing Group is a customer-centric product marketing consultancy that works with B2B Software and SaaS companies who target buyers of Cloud and IT security products.
by Lisa Singer
An effective growth path is to enter new market with a current product. Oftentimes we think it's easy to launch our product with very few modifications, into a new geography, a new vertical market or to go from mid-market to Enterprise. In this session, I will a tested approach to new market packaging and pricing that will allow you to avoid these mistakes resulting in a stronger entry into your new target markets.
About Lisa Singer
I am a Research Director at SiriusDecisions, a research and advisory firm focused on b-to-b product, marketing and sales. I work daily on helping clients implement a customer-focused innovation and go-to-market process, and specifically on helping them with a best practice approach to b-to-b pricing development and administration.
Prior to my role at SiriusDecisions, I spent 15 years in product management and solution marketing overseeing commercial printing equipment, software, and consumable products for Eastman Kodak Company.
I have a BA in economics and political science from Emory University and an MBA from Duke’s Fuqua School of Business.
by James Berets
A well-run Customer Advisory Board (CAB) generates information that helps run the business as well as building good will for a company, but CABs can be intimidating. They enable dialog between a company and its customers, and product managers frequently take on the role of organizers, participants, and beneficiaries. CABs provide a forum for input on strategy and roadmaps, encourage customers to air their feedback and experiences, facilitate information-sharing amongst customers, and can lead to new business. CABs differ from user groups in that they are smaller, typically by-invitation-only, and usually engage customers at a strategic rather than tactical level.
In this session we will have a facilitated discussion on the planning and execution of a successful, substantive CAB, as well as some of the issues that can arise and how to address them.
About Jim Berets
At Black Duck Software, where he was VP of Product Management, Jim Berets planned and ran more than a dozen sessions of the company’s North American and European Customer Advisory Boards, engaging more than 40 of the company’s clients at a senior-level. Jim has advised a number of companies on developing or improving their Customer Advisory Boards, and co-led a discussion on the topic at the Boston Product Management Association’s Product Executives Forum.
The business school version of market research has much in common with Japanese kabuki drama and 'finger waves': although loosely based in reality it includes large chunks of abstract idealization and pseudo-scientific mythology. It encourages a lot of useless (but often expensive) ritual activity that is of little (if any) use. This session cuts through the crap, focusing on seven key things you need to know in order to develop successful real-world business and product marketing plans today.
About William Zachmann
Mr. Zachmann, President of Canopus Research Inc., is a frequent public speaker at client seminars, industry trade shows, and related events. Formerly Senior Vice President, Corporate Research, of International Data Corporation (IDC), Mr. Zachmann is a well-known market research analyst covering the information industry. He also was one of four lead columnists for PC Magazine in its heyday and a regular columnist for many other industry publications as well.
2nd May 2015