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Product Management University Launches The Customer Outcome Framework for Product Management, Product Marketing, Sales and Customer Success

Product Management University

Today, Product Management University announced the availability of its Customer Outcome Framework for B2B. When product management, product marketing, sales and customer success teams are problem-focused, they all see the customer through a different lens. One View of the Customer. Measurable Customer Value.

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How product marketing managers and product managers can collaborate

Mind the Product

Based on four decades of experience in the B2B product world, product experts, Poornima and Rahul share best practices for product managers and product market managers collaborating effectively.

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7 Ways Product Marketers Can Collaborate with Product Managers to Move More Product

280 Group

According to a recent 280 Group poll, only 32% of organizations currently have a defined Product Marketing Manager role. This position has gained traction in enterprise organizations over the past few years, and for good reason: Product Marketing is essential for getting the word out about a product and driving sales.

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Product Manager vs Product Marketing Manager

280 Group

Managing the Interrelated Roles and Responsibilities of Product Managers and Product Marketing Managers. Product Management and Product Marketing Management are complementary roles. Regardless, both of these distinct roles are essential to product success.

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Power of the Platform: A PM's Path to a Winning Product Experience

Speaker: Marcus Andrews - Director of Product Marketing & Keren Wexler - Sr. Director of Product

Leveraging a single platform that combines product analytics, in-app guides, and feedback management solutions can be the most effective way to deliver digital experiences users love. Marcus Andrews, Director of Product Marketing, and Keren Wexler, Sr. This is an exclusive session you don't want to miss!

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The Biggest Difference Between Product Management and Portfolio Management

Product Management University

The biggest difference between product management and portfolio management is product management focuses specifically on the success of each product whereas portfolio management focuses on the success of the company (the portfolio) in chosen market segments. Here’s a bonus.

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Trailblazing Women in Product Management: Jennifer Marx, Vice President of Product Management at Sythentaic?

280 Group

Jennifer is now the Vice President of Product Management at Synthetaic, an end-to-end AI company. “ I had never worked directly on an AI product before, nor had I worked in a startup, but the more it scared me, the more I knew it’s what I had to do next.” You want to be a decision maker.

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Why the Product Message Should Come From Product Management

Speaker: Jordan Bergtraum, Head of Product at Equip ID & Consultant

Features and benefits may be part of the overall product marketing plan, but they are NOT the basis for a compelling “Product Message”. Product Managers may feel the “message” should be developed by the Product Marketing function, but I disagree. The benefits of a good product message.

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The Problem with Product Market Fit (and What to Use Instead)

Speaker: Daniel Elizalde - Product Executive and Advisor

There is a big problem with the term "product market fit." Launching successful products requires a rare combination of market understanding, iterative development, and a lot of luck. Our role as Product Managers is to eliminate confusion, not add to it.

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Product Market Fit: A Lesson from Sephora’s Head of Product

Speaker: Sneha Narahalli - VP, Head of Product at Sephora

Only 20% of these companies attain product market fit, despite years of excruciating effort by founders, early employees, and investors. The first and most important step in product development is finding PMF. Creating an iterative process to identify Product Market Fit.

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Iterate Your Way to a Top Analytics Product Experience

Speaker: Richard Cheng, Associate Product Manager, Mark43

Tune in to this webinar to hear how Mark43 Product Manager Richard Cheng went about researching, prototyping, and iterating to deliver analytics and business intelligence tools to police departments, emergency call centers, and other public safety agencies, bringing Mark43 users a positive and effective product experience.

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How Leveraging Data Creates Efficient Product Roadmaps

Speaker: Hannah Chaplin - Product Marketing Principal & Steve Cheshire - Product Manager

Without product usage data and user feedback guiding your product roadmap, product managers and engineers end up wasting money, time, and effort building what they think stakeholders want, rather than what they know they need. Leveraging product data to assess true business value and make informed decisions.

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Collaborate Better with Your Customer-Facing Teams

Speaker: Hope Gurion, Product Leader Coach, Fearless Product LLC

Join Hope Gurion, Product Leader Coach at Fearless Product, as she shares 3 techniques to accelerate your cross-functional collaboration with other customer-centered teams like sales, product marketing, and customer success. Use Product Management Today’s webinars to earn professional development hours!

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Fail Well, Pivot Fast: Product Experimentation for Continuous Discovery

Speaker: William Haas Evans - Principal Consultant, Head of Product Strategy & Design Practice, Kuroshio Consulting

The purpose and value of experimentation (from a scientific and product perspective) is to produce new information. From a product discovery/product management perspective, the purpose of experimentation is to focus our efforts on invalidating our assumptions to reduce the risk of developing and going-to-market with the wrong product.

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Building Products Your Customers Love with Empathy and Human Insights

Speaker: Lija Hogan, Customer Experience Consultant at UserTesting & Daniele Hohol, Senior Product Manager at UserTesting

Product teams are continuously under tight deadlines to quickly validate new ideas, features and offerings to innovate successfully, ensure product market fit, and avoid rework. Without the customer’s perspective these teams often end up wasting time and resources building features that customers don’t use.