As a product manager, it is helpful to understand the relative size and success of your competitors. Public software companies are required to report their detailed finances on a quarterly and annual basis to the SEC. When it comes to private technology companies it is a little harder to determine annual revenues. There are fee-based subscription services like Pitchbook, Hoovers from D&B, and Privco. While these services are great, they are a bit pricey for the typical product manager. There are a number of free resources that offer revenue information for private tech companies. Two excellent free resources include Owler and Crunchbase.
I admit that I am a data junkie. I have found that data, both quantitative and qualitative, enables me to better understand key topics and trends. I am a voracious consumer of various periodic surveys. Recently, I read SalesForce.com’s third annual “State of Sales” research report. I believe that many organizations could obtain some significant benefits from sponsoring annual surveys amongst their customer bases. In this post I will talk about three specific surveys and how these surveys bring outsized benefits to their organizations.
20 years ago I learned a technique for analyzing product line sales transactions known as the moneywheel. This approach helps product managers understand the dynamics of sales transaction types for their product lines. It can also be used to estimate demand generation requirements for each stage of the sales cycle. This supports the development of effective and focused sales development campaigns.
The polite answer to this question is “no”. In some circumstances the answer should be “yes”. In this post I will discuss two situations in my career where we ended up “firing” thousands of customers but managed to increase revenues and profits at the same time.
This post focuses on leveraging Pareto Analysis in product management. We will discuss how to use Pareto Analysis to understand product line revenue trends as well as customer support activity. The results will help product managers to narrowly focus their resources to have the maximum impact on revenues, profitability, and customer satisfaction. The Pareto principle […]
Most organizations have started planning marketing budgets for 2019 by now. The focus of this post is to review five items that you should consider in next year’s plan. I have been involved in enterprise software marketing for over 20 years and am amazed at how things have changed. To begin, I would like to share two stories that illustrate how software marketing and sales have changed in 2018.
This posts focuses on when is the best time of the year to release new versions of your products/services. A technique I have used over the years involves analyzing the number of customers and amounts of revenue that renew each month. This can apply to traditional software maintenance renewals or annual subscriptions for SaaS solutions.
This post focuses on the challenges of integrating company cultures after an acquisition. M&A failure rates are estimated to be anywhere from 50%-80%. This article from Lakeview Capital does a pretty good job of summarizing the major causes of merger failure including inadequate due diligence, lack of low level management involvement, and recognizing culture synergies/differences. I have been involved in several acquisitions having led three deals and led eight divestitures. I would like to share three stories of how my employers successfully dealt with some aspects of cultural integration.
Todd Hill was an account executive with QRS Corporation. He passed away September 11, 2001 when the Towers fell. Todd was staying on the 17th floor of the Marriott Hotel at the World Trade Center when terrorists hijacked and crashed two planes into the towers.