Thanks everyone who participated in this highly engaging discussion at ProductCamp Boston. I also want to thank LogiAnalytics, 280 Group, and the Association of International Product Marketing and Management (AIPMM) for their support. Feel free to favorite this if you like it. I welcome your comments regarding this topic. Visit http:/linkd.in/hdelcastillo. Description: - Are you implementing the right business intelligence strategy? - Are your product ideas aligned with your business and innovation growth strategies? - Is your product portfolio balanced across product type, risk, time, resources and ROI? When delivering business intelligence solutions, getting meaningful data into the hands of the right people in ways they'll understand and use is extremely important. By bringing together this information you'll empower your customers to more accurately analyze business failures and successes, and your product team can make better decisions about how to improve your product. Managing data is a big challenge, especially for companies looking to improve their customer experience. Often data gathering is chaotic because it doesn't just come from one source and each source is not always managed by the same team, or even by the people who need to guide critical decisions based on facts. Join Hector Del Castillo as he shares insights and case studies on ways to bring together different data sources, and connect the dots between your customers’ data and the actions your team takes to minimize risk and improve customer satisfaction. Key takeaways from participating in this webinar: - The best way to approach business intelligence solutions - How to help your customers identify key performance indicators - How to display metrics in an actionable way - How to leverage insights and turn them into action About the Speaker: Hector Del Castillo, a senior product innovation strategy consultant, has over 15 years of experience directing the product strategy for companies to create new revenue streams and reduce risk by growing high-performing product teams and implementing a product life cycle management process. He has launched several profitable technology-based products and solutions. He provides services as a consultant, contractor, coach, or trainer to companies that want to grow and create value-added products that delight customers and create demand. About AIPMM The AIPMM is the hub of all things product management. It is where product professionals go for answers. With members in over 65 countries, it is the worldwide certifying body of product team professionals. It is the world's largest professional organization of product managers, brand managers, product marketing managers and other product team professionals. Visit www.aipmm.com

1. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Hector Del Castillo
linkd.in/hdelcastillo

2. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
I want to thank everyone who attended this
discussion.
I welcome your feedback regarding this topic.
Contact me with any comments or questions.
I look forward to seeing you again soon.

3. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Hector: @hmdelcastillo
AIPMM: @AIPMM
LogiAnalytics: @LogiAnalytics
280 Group: @the280group
Tweet!

4. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
• Two Cosí gift cards
• One 12-month AIPMM premium
membership ($175 value)
Participate and Win!

5. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Thanks

6. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
What We Will Discuss
1. Why perform product portfolio analysis
2. Product portfolio analysis tools
3. Managing a product portfolio
4. Turning insights into action
5. Key Takeaways

7. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Who makes critical decisions about your
company’s product portfolio?
A. CEO or General Manager
B. VP of Sales or Marketing
C. VP or Director of Product Management
D. Individual Product Managers
E. None of the Above

8. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
How do you measure the market
performance for each product?
A. Sales and Distributor Reports
B. Third-Party Market Reports
C. Website Purchases
D. Business Intelligence Tool
E. All of the Above

9. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
What is the difference between
Business Intelligence and
Business Analysis?

10. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
BI vs. BA
Business Intelligence
focuses on using a
consistent set of metrics
based on data and
statistical methods to
measure past business
performance and guide
business planning
Business Analytics
focuses on developing new
insights and understanding
of business performance
based on data and
statistical methods to gain
insight and drive business
planning
Source: Wikipedia
Strategic Tactical

11. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
What is the difference between
Product Portfolio Analysis and
Product Planning?

12. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Analysis vs. Planning
Product Portfolio
Analysis
the process of evaluating
the range of products a
business offers in an
attempt to improve
market performance of
the entire product
portfolio.
Product Planning
the process of defining
the right products to
introduce to market in
an attempt to create
new revenue streams for
a business.
Strategic Tactical
Source: © 2012 Research Study, AIPMM, All Rights Reserved.

13. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Challenge
How do you obtain meaningful
data from disparate sources
into the hands of the right
people within your company?

14. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Source:LuminaDecisionSystems.

15. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
1. Select the proper analysis
tools.

16. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Choose the right visualization
tool

17. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
BCG Matrix
Source: “BCG Matrix,” Boston Consulting Group

18. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Stars
Question
Marks
Cash
Cows
Dogs
BCG Matrix: Hold
Relative Market Share
MarketGrowthRate
Source: “BCG Matrix,” Boston Consulting Group
Hold

19. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Stars
Question
Marks
Cash
Cows
Dogs
BCG Matrix: Build
Relative Market Share
MarketGrowthRate
Source: “BCG Matrix,” Boston Consulting Group
Build

20. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Stars
Question
Marks
Cash
Cows
Dogs
BCG Matrix: Harvest
Relative Market Share
MarketGrowthRate
Source: “BCG Matrix,” Boston Consulting Group
Build/
Harvest

21. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Stars
Question
Marks
Cash
Cows
Dogs
BCG Matrix: Divest
Relative Market Share
MarketGrowthRate
Source: “BCG Matrix,” Boston Consulting Group
Divest/
Harvest

22. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Invest/
Grow
Selectivity/
Earnings
Divest/
Retire
GE/ McKinsey 9-Box Matrix
Industry Attractiveness
BusinessPosition
Source: “Enduring Ideas: The GE–McKinsey nine-box matrix,” McKinsey Quarterly

23. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Invest/
Grow
Build
Selectively
Build
Selectively
GE/ McKinsey 9-Box Matrix
Industry Attractiveness
BusinessPosition
Source: “Enduring Ideas: The GE–McKinsey nine-box matrix,” McKinsey Quarterly

24. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Generate
Cash
Selectivity/
Earnings
Find Niche/
Retire
GE/ McKinsey 9-Box Matrix
Industry Attractiveness
BusinessPosition
Source: “Enduring Ideas: The GE–McKinsey nine-box matrix,” McKinsey Quarterly

25. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Harvest
Harvest
Divest/
Retire
GE/ McKinsey 9-Box Matrix
Industry Attractiveness
BusinessPosition
Source: “Enduring Ideas: The GE–McKinsey nine-box matrix,” McKinsey Quarterly

26. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Choose a visualization tool that
allows you and your customers
to view data in different ways
Source: “Dashboard Best Practices,” LogiAnalytics Whitepaper

27. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Source: LogiAnalytics

28. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Source: LogiAnalytics

29. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Source: LogiAnalytics

30. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Choose a visualization tool that
does not require development
to view data in different ways

31. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
2. Select the right key
performance indicators

32. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
KPIs measure an organization’s
performance and assist in
developing performance goals
and strategies

33. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
What are key performance
indicators for your products?

34. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
KPI Characteristics
• Accepted by the organization
• Tied directly to a strategic objective
• Rated or graded
• Time sensitive

35. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
KPI Development Process
Identify the
results you
expect.
Establish the
numbers the
company
needs to
reach its
goals.
Measure the
progress that
has occurred
so far.
Determine
the
percentage
of change
that has
occurred
within each
area of
review.
Establish the
frequency of
reviewing
these
indicators.
Step 1 Step 2 Step 3 Step 4 Step 5

36. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Market Customer
Business Organization
Product
Source: © 1998-2103 AIPMM ProdBOK, All Rights Reserved.

37. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Market
• Market Insight
• Market Segmentation
• Competitive Analysis
• Industry Profitability
• Segment Profitability

38. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Customer
• Customer Strategy
• Customer Relationships
• Customer Acquisition
• Customer Profitability
• Brand Awareness & Loyalty
• Buy Behavior

39. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Organization
• Employee Development
• Employee Satisfaction
• Management Responsibility
• Manufacturing & Operations

40. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Business
• Business Strategy
• Quality, Process Improvement & Change
Management
• Technology Management
• Financial Analysis, Reporting, & Capital
Management
• Accounting Management

41. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Product
• Product Development & Support
• Product Profitability
• Augmented Product
• Distribution Channels
• Price
• Promotion
• Customer Support

42. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
3. Agree on success criteria

43. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Business Strategy
• Strategic Scenarios
• Industry Attractiveness
• Business Strength
• Market Growth Rate
• Market Share
• Balanced Scorecard

44. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Business Operations
• Forecasting
• Predictive Analytics
• Data Mining
• Critical Success Factors

45. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Marketing
• Marketing Program Effectiveness
• Price Adjustments and Price Elasticity
• Product Profitability
• Customer Profitability
• Distribution Channel Profitability
• Channel Evaluation and Selection
• Brand Awareness & Loyalty

46. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Sales
• Average Sales Cycle
• Average Revenue Per Customer
• Number of Demos
• Sales Funnel Metrics
• Number of New Customers
• Customer Retention Rate
• Gross Margin Metrics

47. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Customer Support
• Customer Satisfaction
• Number of Unresolved Customer Issues
• Average Time To Resolve Support Issues
• Customer Service Requests
• Customer Support Profitability

48. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Product Market Performance
• Product Profitability
• Product Sales Performance
• Price Assessment
• Conjoint Analysis
• Tradeoff Analysis
• Portfolio Resource Allocation
• Attribute Preference Testing

49. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
4. Perform analysis on a
regular basis

50. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Types of Metrics
Type of Metric Answers This Question
Strategic Track critical assets that must be
tended to over a relatively long
time
Which products must we
protect?
Operational Track product quality, on-time
delivery, and augmented services
What are our strengths?
Problem-Oriented Address critical challenges facing
the business, such as problems
collecting receivables or
controlling costs in specific areas.
How do we mitigate
weaknesses?
Technical Evaluate the behavior of
technologies and of technology-
dependent business processes
Which technologies
should we adopt to
strengthen the portfolio?
Financial Track profitability, ROI and cash
flow for the business
Which products are most
profitable? Why?

51. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Chart Types
Type Examples Purpose
Bar
often used for a
single point in
time
Bubble
Pie
Scatter

52. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Chart Types
Type Examples Purpose
Area
Often used for
time series
Column
Line

53. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Chart Types
Type Examples Purpose
Stock
Often used for
price changes
Surface Often used for
conjoint analysisRadar

54. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Choose a visualization tool that
does not require development
to view data in different ways
Source: “Dashboard Best Practices,” LogiAnalytics Whitepaper

55. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Interactive Dashboard
Source: LogiAnalytics

56. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Interactive Report
Source: LogiAnalytics

57. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Interactive Dashboard
Source: LogiAnalytics

58. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
5. Measure results and take
corrective actions

59. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Ensure accurate information is
available to guide critical
decisions based on facts about
market and customer insights.

60. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
You may not own the critical
decisions, but you can certainly
influence the decision makers.

61. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Interactive Medica
“One of the main reasons we were named a Gartner Cool
Vendor is our analytics capabilities and these are largely
because we implemented Logi Info.”
• Difficult to meet increasing client demands; analytics not a
core competency
• Small library of reports built in one week
• Shifted reporting writing function from development to client
solutions
• Territory Planning module blends analytics and application
functions
Source: LogiAnalytics Case Study

62. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Motionsoft
• New SaaS Project
• Inline Analytics
– Embedded Dashboards
– Embedded Reports Module
• Analytics focused around Membership and Retention
– Visit patterns for Active vs. Non-active members
– Correlation of weather data
• Integrated POC in 30 days
Source: LogiAnalytics Case Study

63. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Key Takeaways
• Select the proper analysis tools1
• Select the right key performance indicators2
• Agree on success criteria3
• Perform analysis on a regular basis4
• Measure results and take corrective actions5

64. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Questions?
Speaker:
Hector Del Castillo, CPM, CPMM
Senior Product Innovation Consultant
hmdelcastillo@aipmm.com
linkd.in/hdelcastillo

65. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Upcoming Courses
Course & Location Dates Days Time
ACPM® Certification Prep Course & Exam
McLean, VA May 13, 2013 M 8:30 am – 5 pm
CPM® Certification Prep Course & Exam
McLean, VA May 14-15, 2013 T, W 8:30 am – 5 pm
CPMM® Certification Prep Course & Exam
McLean, VA May 16-17, 2013 Th, F 8:30 am – 5 pm
ProductCamp Boston Promo: Get $150 off for registering for CPM or CPMM prep
course in McLean, VA; contact Cynthia Petti, cynthia@280group.com for more
information. Additional courses are available in Austin, San Jose, and Seattle.

66. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Upcoming Courses
Course & Location Dates Time
CIL® Certification Prep Course & Exam
Kuala Lumpur, Malaysia Jun 5-6, 2013 9 am – 6 pm
CPM® Certification Prep Course & Exam
Amman, Jordan
Singapore
Kuala Lumpur, Malaysia
May 6-7, 2013
May 27-29, 2013
Jun 3-4, 2013
8 am – 5 pm
8 am – 5 pm
9 am – 6 pm
CPMM® Certification Prep Course & Exam
Amman, Jordan
Singapore
May 8-9, 2013
May 30-Jun 1, 2013
8 am – 5 pm
8 am – 5 pm
Follow the links provided to get more information
regarding these courses.

67. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Please Join Us Again!
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68. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Hector Del Castillo
• Senior consultant with over 15 years of experience transforming
products to wealth for technology-based companies
• AIPMM Body of Knowledge (ProdBOK®) Contributor
• Certified instructor for AIPMM and the 280 Group
• Established companies
– Jet Propulsion Laboratory, Lucent Technologies, MEI Technologies
• Small companies and startups
– Nextone Communications, Smith Micro Software
• Launched 27+ Products for global deployment
– HW/SW, Telecom, Enterprise Mobility, Information Security Services,
Professional Development
• Certified PMP®, CPM® and CPMM®
• University of California at Santa Barbara, MS EE
• University of Texas at El Paso, MS EE, BS EE
68

69. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
For More Information About
• AIPMM membership benefits
• Certification courses near you
• How to prepare to take a certification exam
• Strengthening your product portfolio to delight
your customers, increase value and minimize
risk

70. © H. Del Castillo, AIPMM 2013 Linkd.in/hdelcastillo
Hector Del Castillo
CPM, CPMM, PMP
linkd.in/hdelcastillo
@hmdelcastillo
hmdelcastillo@aipmm.com