Follow the three steps in this article to create a profitable product road map. Winning product teams treat each product investment as a business.

Business planning is where you validate your investment decisions. A product may look good on the road map, but that doesn’t guarantee success. If it can’t be priced attractively, it shouldn’t be pursued. Same goes for if it can’t be sold at a profit.

 

Winning product teams treat each product investment as a business. If a product can’t support a business plan, it likely won’t produce sales revenue.

 

Follow these three steps to create a profitable product road map.Winning product teams treat each product investment as a business.

 

Download our Product Marketing Scorecard to leverage a comprehensive view of all attributes of a successful Product Marketing Manager and to identify Performance Accountabilities in quantifiable measurements to determine success.

 

Step 1: Product Profitability

 

The first step is to monitor KPIs to determine how a product is performing.

 

How profitable is the product? Don’t just look at the difference between cost and market price. Think about the cost to:

 

  • Build
  • Maintain
  • Market
  • Sell
  • Install

 

Also consider what other products this product enables you to sell. If it’s unprofitable, is it a strategic loss leader?

 

Do this for each of the products on your road map. Focus on products that are profitable and fix/kill the ones that are not.

 

Step 2: Business Planning

 

Manage each of your products as a business. Create a business plan for each of your products. Include in the plan:

 

  • Market opportunity
    • What market problems does this product solve?
    • What is the competitive landscape?

     

  • Justification for investment
    • What is the customer impact of this product?
    • What are your financial objectives?

     

  • Assessment of risk
    • How feasible is it that you can build/support/market this product?
    • What are the risks associated?

     

    You may identify risks that prevent the product from being successful in the market. The best product ideas sometimes falter when subjected to a business plan.

     

A business plan for each product will increase your chances of success overall.

 

Step 3: Pricing

 

The final step in the product strategy Business Planning phase is pricing the products. You will determine the price the market is willing to pay for each product.

 

Cost-plus pricing doesn’t work. The marketplace doesn’t value your costs. It values the impact your product makes on them.

 

Cost only matters when deciding if a product is worth pursuing.

 

Base your pricing on market impact.

 

  • What price will the market actually pay for this product?
  • How is the competition priced?
  • Can you make use of good/better/best pricing or bundles?

 

Now That Your Investment Decisions Are Made:

Now you have completed the Business Planning phase of the product strategy methodology. From here, you’ll move on to building and launching your selected products.

 

Ready to learn more? Register for the “How to Make Your Number in 2018” workshop with one of our SBI strategists. You’ll learn how top performers are doing things differently. And you’ll learn how to create a product strategy that hits the number.

 

Download our Product Marketing Scorecard to leverage a comprehensive view of all attributes of a successful Product Marketing Manager and to identify Performance Accountabilities in quantifiable measurements to determine success.

 


 

Additional Resources

 

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ABOUT THE AUTHOR

Mike Drapeau

Makes data and analysis come alive so clients can understand the “what” and “why” and design solutions that fit the environment.
Mike has led every function at SBI – Delivery, Sales, Talent, and Technology. Now he is a leader for Account Management, Private Equity Partnership, and long-term business development at SBI.

 

He has personally led over 100 projects for SBI over his decade+ time since its founding in 2006.

 

This starts by earning trust – of clients, of PE firms, of prospects. Mike obtains this by leveraging deep domain expertise, with more than 25 years in sales, competitive intelligence, sales management, marketing enablement, product management, pre-sales and sales operations. Mike relishes the idea of living in the field. So he does.

 

As a founding partner, Mike built out SBI’s library of emerging best practices for sales and marketing, which leads to evidence-based solutions, custom-fit to each client. Mike built himself many of the solutions now part of the Revenue Growth Methodology. And whatever he touches gets adopted. This is part of his commitment to making it happen in the field.
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