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LET’S TALK BUSINESS CASES
STEVE CASTRUCCIJULY 25TH
TED ROGERS SCHOOL OF MANAGEMENT,RYERSON UNIVERSITY
ProductCamp 2015
www.productcamptoronto.wordpress.com
Keep those ideas coming
Business Case – A Process
Problem DefinitionCorporate Strategy
Product VisionTarget Market, Positioning,
Value Proposition, Uniqueness
Product DefinitionFeatures, User Experience, Roadmap
Build EstimatesSales Forecasts
Pricing, Go-to-Market Approach, Competition
Architecture, Phases, Resources
Marketing PlansCollateral, Lead Generation,
Web Site, Campaigns, Launch Plans, Sales Tools
Business PlanProfit Projections, Staffing, ROI,
Cash Flow
Goals, Objectives, SWOT
Pragmatic Marketing
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280 Group
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Under 10 Consulting
RefineDesign & deliverDefine
Product
Promotion
Sales
Operations
Business
Market
Business
Market
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Business Case – A Process
Problem DefinitionCorporate Strategy
Product VisionTarget Market, Positioning,
Value Proposition, Uniqueness
Product DefinitionFeatures, User Experience, Roadmap
Build EstimatesSales Forecasts
Pricing, Go-to-Market Approach, Competition
Architecture, Phases, Resources
Marketing PlansCollateral, Lead Generation,
Web Site, Campaigns, Launch Plans, Sales Tools
Business PlanProfit Projections, Staffing, ROI,
Cash Flow
Goals, Objectives, SWOT
Go to Conclusion
What are the best sources of learning about the market?Do market analysts help in this situation?What are the best ways to survey your customers?How do you determine if users or organizations will pay
for this solution?
Problem Definition - Discussion
Return to Business Case
How do you stay on track as part of the Corporate Strategy?
How much depth should a vision go into?Difference between vision and positioning?Sample – 5 slides, more than one diagram/image
Problem Current state Vision Value Proposition Roadmap
Product Vision - Discussion
Return to Business Case
Sample Product Management Positioning
For <Target Audience>Who want to do <Task><Product Name> is <Product Category>That <Major Features>And provides <Value Proposition and Benefits>Unlike other products, it <Distinctive Competence>
Product Vision - Discussion
Return to Business Case
How detailed do you go with the product definition?How do you describe the features?At this stage, what technology do you describe?Do you develop roadmap or phases at this stage?What is the relationship of the full product to the
business case product?
Product Definition - Discussion
Return to Business Case
How much detail do you go into?How important is it that you have buy-in from technology
teams?How do you handle estimates if a vendor is involved?What type of contingency do you add?If Agile, do you have Story Points at this stage?
Build Estimates - Discussion
Return to Business Case
Very tightly tied to Sales Go-To-Market strategyHow much detail do you go into for future campaigns?Define the digital and web site journeyBe sure to consider all the lead generation ideas, and a
budget and estimate for eachSupport documentation is required – have budget for
those materials
Marketing Plans - Discussion
Return to Business Case
What is the Go-To-Market strategy?Do you know the Sales Journey for the customer?How important is Sales buy-in?How do you get Sales buy in?What are some strategies for a first customer?Are you considering a channel strategy as well?
Sales Forecasts - Discussion
Return to Business Case
How important is it to get complete buy-in?Are there different levels of detail for the business plan?If so, what are they?How does the business plan get incorporated into
corporate budgets?Which financial indicator is used most often?What are the situations when a business plan get rubber
stamped?
Business Plan - Discussion
Return to Business Case
Business Case – A Process
Problem DefinitionCorporate Strategy
Product VisionTarget Market, Positioning,
Value Proposition, Uniqueness
Product DefinitionFeatures, User Experience, Roadmap
Build EstimatesSales Forecasts
Pricing, Go-to-Market Approach, Competition
Architecture, Phases, Resources
Marketing PlansCollateral, Lead Generation,
Web Site, Campaigns, Launch Plans, Sales Tools
Business PlanProfit Projections, Staffing, ROI,
Cash Flow
Goals, Objectives, SWOT
There are many different flavours of business planWhat is your organization's appetite for risk?It is key to follow up after six months to see if your
assumptions are valid Learning tool Time to make course corrections if they have not been done
How often and what is the best time to change the business plan?
Conclusions
Questions
LET’S TALK BUSINESS CASES
STEVE [email protected]
JULY 25 T H
T E D R O G E R S S C H O O L O F M A N A G E M E N T,RY E R S O N U N I V E R S I T Y
ProductCamp 2015
www.productcamptoronto.wordpress.com