Taming the RHINO

Taming the RHINO

A RHINO is a Really High value New Opportunity. It’s when a sales person in your B2B business comes along with a new customer deal for something that you don’t currently do!

So what next?

Side view of woman showing NO note on her hand

Are product managers the sales prevention department?

As a product manager you may have been called the ‘sales prevention department’.

Don’t worry – saying ‘No’ is an important part of your job.

In defence of the HiPPO

We talk about dealing with Hi.P.P.O.s (Highest Paid Person’s Opinion) on our training course but this blog introduces a new animal to be feared – the Z.E.B.R.A.

Here are 3 reasons why we might want to listen to the Hi.P.P.O.

Roadmap Prioritisation – a case study

Find out how a process to priortise candidates for the roadmap works in real life.

Product management problem

What Would You Do? Try this dilemma…

As a product manager, there are always hard decisions.

What would you decide to do with this typical launch dilemma?

Putting product management in the driving seat

Over the past 10 years we’ve worked with thousands of product managers. We see unique problems but surprisingly lots of very similar ones.

Watch this cartoon video to discover what they are and how to put product management in the driving seat.

How to (not) let customers kill your product

Why going doing the route of custom features for your Enterprise software product can end up killing your product.

And some important tips to prevent it.

Making decisions on gut feel

How do you make product decisions?

I had an interesting discussion recently with Michel Roth, Senior Director or Product Management at RES Software. His big issue with product management is that too often decision making is based on intuitive feel and limited facts.

How do you measure a product manager?

If you want stuff done, start measuring it. But what should you measure for a role that has such broad responsibilities?

As a product manager you are … a janitor

The role of a PM is, necessarily, murky. It changes wildly from company to company, and even within a company from team to team, and even on a particular team from day to day. It is perhaps the job where the epithet “wears many hats” is most apt …

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