Discover how product planning allows product leaders to make informed and customer focused decisions for effective product development and deployment.
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The first persona to create for B2B technology product planning describes the ideal customer — meaning, the target B2B company. An enterprise persona should include descriptors, such as firmographics, business situation and operating model. Product managers may also identify “acceptable” personas and unacceptable ones.
Bottom-up analysis, in contrast, combines primary research, such as stakeholder interviews and sales pipeline analysis, with secondary research from third parties. Determining MSO is often the most difficult phase because it forces the company to detail its strengths and weaknesses. Without honest and transparent internal assessment, an MSO calculation risks setting unrealistic expectations.Competitive intelligence allows product managers to steer product planning toward product strategies and function development with the greatest potential for impact. To analyze the competitive landscape, take steps to:Compile a list of direct and indirect competitors.
In the context of B2B technology product planning, incorporate competitive intelligence early on, when evaluating the market for product investment opportunities. Seek consensus with product marketing and sales on ways to exploit the competitor. Embed the competitor’s product weaknesses into technology product planning documentation, including agile storyboards and VoC planning documents.
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