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No Excuses Product Management (Part 3): I Have No Market Data

by The Cranky Product Manager on August 12, 2010

in Marketing,The PM Profession

Please excuse the Cranky Product Manager with a long overdue post, to continue her "No Excuses Product Management" series.

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LAME-ASS PRODUCT MANAGEMENT EXCUSE #3: "I have no market data.  I don't know the market size (or market share, competitor share, market growth, competitor features, or other relevant facts about the market) because there is no budget for market research."

This excuse demonstrates a defeatist, passive, victim-ish attitude that the the Cranky PM always finds shocking in a product manager. Product Managers should have the OPPOSITE attitude.

When tripe like this is trotted out as a justification for not knowing basic market facts, well, The Cranky Product Manager's Official Excuse-to-English Translator yields: "I don't know how to use the Google. I'm not resourceful. I don't know how to use SurveyMonkey or LinkedIn or email. I am uncomfortable with ambiguity. I have no idea how to make estimates (even though my two-year old learned how to do it from last week's Sesame Street). I'm lazy. I expect someone else to do my job for me. I have no business judgment. I have no tolerance for risk. I don't know how to dial the phone. I don't care enough to put in the effort. I am, and always will be, merely a requirements monkey."

The Cranky Product Manager sometimes hears this Lame Ass Excuse from former Proctor & Gamble-ish people who've given up the ivory tower life and are now "slumming it" in tech product management.

Sure, at P&G, the Market Research Fairy leaves conjoint analyses and detailed survey results under Brand Managers' pillows (along with a few much-needed breath mints) a few times a week, and there is nary a question about the product or brand that is too minor (or too expensive) for P&G to research.  But you ain't at P&G, are you?

Freshly-minted MBAs are also prone to trotted out this line of bull. Yes, we know your B-school professor told you that one-on-one interviews are no substitute for focus groups. And that focus groups are no substitute for surveys. And that if you're going to do a survey, you better do it right with a sample size of at least n-hundred, a sample group that is exactly demographically representative of your target, and perfectly designed questions that have been psychographically proven to be 100% free of any trace of bias.  And this is why the Cranky PM loves hiring spankin' new MBAs so much (for all you native Californians, we call this statement SARCASM).

Argh.  Here's a NEWS BULLETIN for all you Rapunzels in CPG (Consumer Packaged Goods) and all you shiny happy MBA grads: That ain't life in tech,and probably never will be.  It ain't life in any B2B industry, really.

In the world of tech, marketers don't rule the roost, but instead technologists and former Sales Droids rule supreme.  In general (and yes, the Cranky PM realizes there are some exceptions), if a tech company has an extra $400K lying around (right!), it'll probably hire a few more CodeBoys/Gurls or Droids, rather than ordering up a wicked huge market research study. 

You might think this tendency is dumb, dumb, dumb.  You might argue that without proper market research that your company will attack the wrong customer problems and will ultimately fail.  And you might be right.  No doubt, we could ALL use more "real" market research, especially about customer problems and whatnot. 

But guess what.  It ain't gonna happen. This is tech, remember. Sure, you might get to do a bit of "real" market research now and then.  But it won't be every year, and it will only cover a tiny fraction of the questions you need answered.  (After all, it's a bit tougher to do a conjoint analysis on all the features of a CRM system than it is for a bag of flour. And since CPG companies spend big bucks to analyze flour, your dream conjoint study would probably cost a pretty penny - possibly more than your product's revenue.)

So deal with it.  

Sure, continue to beg for that market research budget.  But in the extremely likely event you do not get it, do your own market research.  

Conduct your own customer interviews.  Use LinkedIn to find non-customers in your target market to interview.  Create you own surveys with SurveyMonkey, even though the questions will be imperfect and the respondents will undoubtedly be unrepresentative.  For market size estimates, create a model with high and low estimates, and fill in with data from as many distinct third party resources as you can find. Go at it top-down and then bottom-up - the answer is in the middle. Make adjustments based on reasonable assumptions. Be ingenious. Read everything you can. Talk to everyone who will talk to you.

Trust the Cranky Product Manager, you will learn something very important in this process.  Something you wouldn't know if you just trotted out the Lame Excuse and punted on the research.  Something neither you, nor any of the CodeBoyz/Gurls, would have ever guessed.  

The endless quest for perfect research and perfect clarity is the enemy of the Product Manager.

As is the refusal to do any research because it would not be perfect enough to satisfy your Market Research Professor.

Taking action, based on reasonable though imperfect data, is the Product Manager's friend.  80/20, baby.  80/20.

NO EXCUSES Product Management.  Try it, you might like it.

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The Cranky Product Manager bitchslaps the Cranky Marketer

by The Cranky Product Manager on April 15, 2009

in Marketing

OK, so the Cranky Product Manager has been a big lazy pants lately.  No posts for over 10 days and then relying on guest posts for the past few weeks.  What can she say?  She’s drowning under a pile of work, dealing with her frakin’ taxes (which were WICKED complicated this year), and adjusting to being a de facto single parent (very glad that Darling Husband has a new job, but its hours are long – the kid only sees him for only about 30 minutes total during the week).

Ok, so sorry. Really. Mea Culpa. OK, sue me, why don’t you?

Anyway, the CPM still doesn’t have time to write a riveting post.  But she does want to tell a certain cranky guest poster where he can put his whiney rants.

To the Cranky Marketer (part 1 and part 2):

Oh, boo effing hoo.  Poor you.  Really, how OUTRAGEOUS for people at your company to expect you and your fellow MARKETERS to actually know something about MARKETS and customers.

Yes, blame your lack of basic knowledge of market segments and customers on the product managers — that’s the ticket!  Blame everyone else at the company because you  are consumed with tactical activities and don’t ever get to strategic activities.  SOUNDS LIKE A PLAN AND A HALF.

Seriously, WTF?   Part one is one of the whiniest posts ever.  You’re in Marketing, genius.  If there is one position that EVERYONE would agree should know something about the market, IT’S MARKETING.  And if there is one role in the company that has latitude to think and act strategically, IT’S MARKETING.

You think Sales or Engineering do?

Do you think Product Management is any more isolated than Marketing from the crushing backlog of tactical activities?

No way, dude.  The Cranky Product Manager’s to-do list typically has 100+ activities on it, 95% of which are tactical. And BOY, is it tempting to skip those 5% strategic activities that help the Cranky Product Manager learn about the customer, identify new market needs, and keep on top of new market trends and what competitors are doing. But somehow, like ALL decent product managers, the Cranky Product Manager manages to carve out the time for the strategic.  Even though she really doesn’t have the time.  Yes, it means tactical balls are dropping all over the place. And that she gets bitched at and whatever by Marketing Weenies who want to collect their salaries while having someone else (namely, the Cranky PM) do their work.  But despite all that, the MOST IMPORTANT STUFF – the strategic stuff – gets done.

Marketing Weenie, maybe you could try a similar approach?  CARVE OUT THE TIME for the strategic.  Stop whining and just make it happen. Suck it up.  Do you own job, and stop expecting the Cranky Product Manager to spoon feed you market knowledge. Go get some of your own. Stop blaming others.  NO MORE EXCUSES.  Be a BUCK-STOPPER, not a buck passer….  You get the point. (Well, maybe not – you do seem like the kind of Marketing guy who needs things phrased 40 different ways before you get it.)

Oh, and does telling you this make the Cranky Product Manager an “arrogant asshole who does nothing but look down on Marketing”???  Perhaps, although usually the Cranky Product Manager is called an inveterate bitch or a c-word, not an asshole.   But anyway, IF YOU DID YOUR DAMN JOB SHE WOULDN’T LOOK DOWN ON YOU.  In fact, she’d fall down on her knees and thank Sweet Cheezus Christ for sending her a Marketing Weenie who wasn’t preoccupied with colors, website fonts and product names (should this one be the “Express Edition” , the “Personal Edition” or the “Web 2.0 Clusterfuck Edition”???) and instead actually offered some STRATEGIC insight.

Oh and, for the record, the Cranky Product Manager thinks the Cranky Marketer is pretty atypical.  She doesn’t know any other marketers who (overtly, anyway) blame their lack of market knowledge on product management.  Even the weeniest and whiniest of Marketing Weenies typically see it as their own responsibility to actively acquire market knowledge and not just be passive recipients.

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OK, the Cranky Product Manager has to get back to work.  She’ll take on the frakin’ Cranky Sales Engineer and Cranky Engineer later.

Also in The Cranky Marketer Goes Off

  1. Guest Post: The Cranky Marketer Goes Off (Part 1)
  2. Guest Post: The Cranky Marketer Goes Off – Part Deux
  3. The Cranky Product Manager bitchslaps the Cranky Marketer
  4. Guest Post: The Cranky Marketer Part 3 – The Problem with Product Management
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