Productize tool library — text digest (searchable)

Text extracted from the 27 Vecteris Productize templates (binaries at assets/2026-06-25-productize-tools/). Companion to [[2026-06-25-productize-framework-armstrong-vecteris]]. Vecteris copyright, internal-use only — do NOT republish. Auto-extracted; structure preserved loosely. Per-file cap 12k chars.

1. Competencies of Good Product Managers.pptx

• Good Product Managers | … | 1 | ©202 | 1 | Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Understand | the market/terrain for their product group through constant direct and indirect interaction with customers, prospects and key influencers (regulatory/government bodies, industry associations) | Understand | the strategic landscape and competitive environment for their product(s) and adjust product strategy accordingly; collect direct and indirect feedback, including commissioning market research | Bring | business cases, including detailed Market Requirement Specifications and Product Requirement Specifications to the Product Board | Work | with the relevant departments such as Research or Technology to write Product Functional Specifications for delivery of new products and enhancements including, where necessary, project management of these | Participate | actively with product building groups (Research, Data, Technology) throughout the development stages | Adhere | to a product launch checklist to include vital items such as usability testing, beta testing, sales training, availability of collateral | Are | responsible for all product packaging, pricing and migration paths (upsell) in their product group | Understand | the power and value of the brand they represent and, with Marketing, develop it | Work | with Marketing and Marketing Communications groups to formulate and execute on marketing communication strategies to support sales efforts in the appropriate customer segments and geographies (PR, advertising, conferences, collateral etc.) | Manage | the entire product life-cycle from definition to sunset | Monitor | and champion opportunities to enhance their product line through alliance and acquisition | Co | -own revenue numbers for the product line with sales and support organizations and consistently support sales efforts through direct (customer calls/visits) and indirect means

10. Competitive Analysis Template 1.pptx

10. Competitive Analysis Template 2.pptx

• Competitive Analysis | 2021 • 2 | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Step 1: Quick Scan Feb 25 | Step 2: Fast-round Competitive Analysis Mar 6 | Step 3: Full Analysis Apr 17 | Project Plan • 3 | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Company A | Company B | Company C | Company D | Company E | Etc. | Add company logos | Companies Reviewed • 4 | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Value Proposition & Positioning | Product Offerings | Leadership Development (LD) / Women / Inclusion / Assessment / Consulting | Target Market & Learner | Insights & Research | Type (opinion, theory/academic, evidence-based) | Depth & quality | Proprietary LD model/framework | Key Clients & Success Stories | Lead Generation | Speaking engagements, webinars, etc. | Social Media Presence | Channels, frequency, engagement | Information Capture • 5 | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Products Offered | Research/ Insights | Company | LD | Adv. | Women | Inclusion | LD Assess. | Consult. | Proprietary | Model / Framework | Type | (Evidence-Based, Theoretical, Opinion) | CLIENT |  |  |  |  |  |  | Model A | Evidence-based, | Theoretical, Opinion | Company A |  |  | Opinion | Evidence-based | Company B |  |  |  | Opinion | Evidence-based | Company C |  |  |  |  | Model B | Opinion, | Theoretical, | Evidence-based | Company | D |  |  |  |  |  |  | Evidence-based | Opinion | Company E |  |  |  |  |  | Opinion | Evidence-based | Summary • 6 | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | AND POTENTIAL THREAT | Features | Attributes | Reputation, | Client List, Tenure | OVERALL | THREAT TO CLIENT | Company | F1 | F2 | F3 | F4 | Pricing | Data Quality | CLIENT | --- | Company | A | * | * | * | * | * | High | Company B | * | * | * | High | Company C | * | * | * | * | High | Company D | * | High | Company E | * | * | Moderate | Company F | * | Moderate | Company G | Moderate | Company H | * | Moderate | Company I | * | Moderate | Company J | Low | Company K | Low | Product & Insight Quality Evaluation • 7 | Competitor Deep Dive • 8 | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Insert | Company Logo | VALUE PROP & POSITIONING | INSERT primary positioning | … | Delivering INSERT designed to help leaders INSERT | … | World’s leading | … | PROFILE | Public, founded XXXX, # employee size, etc. | TARGET | Market: HR professionals, solution providers | Learner: HR, marketing, sales, product strategy | LEAD GENERATION | Webinars, podcasts, newsletter | PRODUCTS | COMPANY A Membership | : research-based strategies to help transform talent organizations | Benchmarking, scorecards | Access to member advisors | Access to original research | Access to community | Learning and employee development | – | tailored and integrated at point of need | INSIGHTS & RESEARCH | Latest thinking and HR insights | Proprietary research | Spotlight for Sales | COMPANY A is an | indirect | competitor due to HR / human capital specialization and consulting focus. Presents a | MODERATE | threat due to reputation, prestige, and thought leadership. | [ Company A ] • 9 | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Insert | Company Logo | VALUE PROP & POSITIONING | INSERT primary positioning | … | Global LD firm helping individuals and organizations INSERT | … | PROFILE | Founded 20XX. HQ. CITY, COUNTRY. # employee size, etc. | TARGET | Market: Business leaders | Learner: Business leaders and individuals | LEAD GENERATION | Keynotes, Interviews with X, [TITLE] book promotion | PRODUCTS | Leadership Development | Customized LD programs focusing on | insert | and | insert | Multi-day programs for teams | Workshops | – | 2 day events for leaders and teams ($4000 | pp | ) | INSIGHTS & RESEARCH | Limited, promoting book | Spotlight for Sales | COMPANY B presents a | WEAK | threat due to their limited product offerings, lack of presence with advancing women, inclusion, assessments, and lack of proprietary research or thought leadership. | [ Company B ] • 10 | Appendix • 11 | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Company | F1 | F2 | F3 | F4 | F5 | Attribute | A | Attribute B | Company | A |  |  |  | Company | B |  |  |  | Company | C |  |  | Company | D |  |  | Company | E |  |  | Company | F |  |  | Company | G |  |  |  |  | Company | H |  | Company | I |  |  |  | Company | J |  | Company | K |  |  |  |  |  | Company | L |  |  | Company | M |  | HIGH | MEDIUM | LOW | Quick Scan Overview

11. Customer Interview Guidelines and Questions.pptx

12. Sample Interview Deck and Questions.pptx

13. Voice of the Customer Insight Tracking Template.xlsx

14. Customer Advisory Board Creation Checklist.pdf

(PDF — file in assets/, not text-extracted)

15. Sample Survey Questions.docx

SAMPLE SURVEY QUESTIONS Sample USER Questions Resource Needs Thinking about your current situation, in which of the following areas do you need resources to be successful? (Select all that apply) Insert list Benefits Likelihood In the next 3 years how likely is it that INSERT CONCEPT IDEA will help you to do each of the following? [Randomize] Extremely Likely (5) Somewhat Likely (4) Neither Likely Nor Unlikely (3) Not Too Likely (2) Not At All Likely (1) Benefit #1 Benefit #2 Benefit #3 Benefit #4 Benefit #5 Interest Thinking about your current situation, how interested are you in pursuing each of the following? [Randomize] Extremely Interested (5) Somewhat Interested (4) Neutral (3) Not Too Interested (2) Not At All Interested (1) Insert… Sample BUYER Questions To validate customer problem hypotheses: Hypotheses With respect to your organization , how much do you agree or disagree with these statements about the INSERT TERRAIN landscape over the last 5-10 years? [Randomize] Agree Completely (5) Agree Somewhat (4) Neither Agree Nor Disagree (3) Disagree Somewhat (2) Disagree Completely (1) Customer problem Hypothesis #1 Customer problem Hypothesis #2 Customer problem Hypothesis #3 Customer problem Hypothesis #4 Customer problem Hypothesis #5 Needs How would you categorize these INSERT NEEDS in terms of the challenge they pose for you/your organization today? [Randomize] Poses Significant Challenge Poses Minor Challenge Poses No Challenge Not Relevant / Do Not Know Need 1 Need 2 Need 3 Need 4 Need 5 Additional Needs Is there a INSERT NEED TYPE not listed in the previous question that poses a significant challenge for you/your organization today? If so please explain, otherwise type n/a . Insert text box. Current Effectiveness How effective are your organization’s efforts to INSERT? Extremely effective Somewhat effective Neither effective nor ineffective Somewhat ineffective Extremely ineffective Current Effectiveness Cont’d Following up to the previous question, why do you feel this way? Please be specific. Insert text box. Effectiveness Measurement Imagine that a INSERT AUDIENCE in your organization has just INSERT ACTIVITY. How does your company measure the effectiveness? Select all that apply. Measurement tactic 1 Measurement tactic 2 Measurement tactic 3 Measurement tactic 4 Other (Please specify) Nothing in place currently to measure [Exclusive] Purchase drivers How important are each of the following to your organization when evaluating a provider for INSERT? [Randomize] Extremely Important Somewhat Important Not too Important Not at all Important Do Not Know Strong reputation / Positive reviews Familiar with company Provides options in terms of delivery (Insert example etc.) Convenience Cost Brand Awareness Which of the following companies are you familiar with for providing INSERT? (Select all that apply) Insert list, include options for Other and None of the above Brand Perception Which of the following companies would you say have a strong, positive rep utation? (Select all that apply) Insert list, include option None of the above Feature Effectiveness In your opinion, how effective are the following features for addressing INSERT BUSINESS NEED/BENEFIT? Extremely effective Somewhat effective Not very effective Not at all effective Do not know Feature 1 Feature 2 Feature 3 Benefits Importance Thinking about some possible benefits INSERT TYPE, how important or unimportant are each of the following? [Randomize] Extremely Important Somewhat Important Not too Important Not at all Important Do Not Know Benefit #1 Benefit #2 Benefit #3 Benefit #4 Benefit #5 CONCEPT Testing Questions Now, we would like to share with you our vision for the future. Your feedback is vital to the next phase of development and we appreciate your honest, candid input. Please read the description below and review the image carefully before moving on. IN SERT IMAGE TO SHOW ILLUSTRATION of concept you are testing AND BRIEF WRITTEN DESCRIPTION Stand Out What stands out most about this INSERT PRODUCT CONCEPT NAME? Please be specific. Insert text box Appeal How appealing is INSERT CONCEPT? Extremely appealing Somewhat appealing Not too appealing Not at all appealing Concept Agreement Thinking about INSERT CONCEPT, how much do you agree or disagree with the following? [Randomize] Agree Completely Agree Somewhat Neither Agree Nor Disagree Disagree Somewhat Disagree Completely This feels like a premium offering This will help INSERT This is a relevant way to offer INSERT This is a unique way to offer INSERT This offers new or additional opportunities for INSERT Feature Importance How important is it that this INSERT CONCEPT includes INSERT FEATURE? Extremely important Somewhat important Not very important Not at all important Features Importance Thinking about your INSERT AUDIENCE, how important are the following features of INSERT CONCEPT? [Randomize] Extremely Important Somewhat Important Not too Important Not at all Important Do Not Know Feature 1 Feature 2 Feature 3 ADD Purchase Intent Based on what you’ve just seen, how likely would you/your organization be to purchase one or more of these packages for INSERT AUDIENCE? Extremely likely Somewhat likely Neither likely nor unlikely Somewhat unlikely Extremely unlikely Package Best Value Which of the packages shown would provide the best value for INSERT AUDIENCE in your organization? Please answer to the best of your understanding. SILVER – INSERT description GOLD – INSERT desc ription PLATINUM – INSERT description None of the above Agreement Which of the following best describes your thoughts about how this CONCEPT NAME is packaged and priced? Packages are well designed and pricing is appropriate Packages are well designed but pricing is not appropriate Packages are not well designed but pricing is appropriate Neither packages nor pricing are appropriate Purchase Likelihood How likely is your organization to purchase the following INSERT PACKAGE /CONCEPT? (Answer to the best of your knowledge. If you are completely unsure select “do not know.”) Extremely likely to purchase Somewhat likely to purchase Not very likely to purchase Not at all likely to purchase Do not know

16. Charter Customer Advisory Board Guide.pptx

• Documentary Material for Charter Advisor Meeting | ‹#› | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | The Charter Advisor meeting is face-to-face gathering of the individuals who you think would provide the most promising core for your membership. The characteristics that typically define this group include personal enthusiasm for the idea, the progressiveness of their functions and the marquis value of their companies (or personal reputations). | The interview process during the run-up to the Charter Advisor meeting is similar to earlier interviews but gains new focus and urgency in order to build compelling materials for collective scrutiny. A large volume of interviews is required both to ensure adequate understanding of the function prior to the meeting and to ensure that the meeting size is sufficient given likely acceptance rates on invitations and falloff rates for attendees. • Overview of the Charter Advisor Preparation Process | ‹#› | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Charter Advisor Meeting | One Month Before | Two Months Before | Three Months Before | Decide on date (at least three months out) based on calendars of your best five prospects | Interview 60 to 80 more companies. Invite those with strongest potential to make good Charter Advisors | Invite previous interviewees who would be strong members and represent desirable segments. | Collect bios from attendees. Format for consistency. | Research attendees and their companies. | Create meeting presentation. | Create grading exercises. | Send Thank You notes and follow-up you’ve promised. | Signal the beginning of the commercial phase of your initiative. | Adjust value proposition/offer based on meeting feedback. | Expand invitation list if necessary to fill the room. | Send hard-copy invitations. | Weekly pull-up meetings ensure that the team doesn’t get surprised by low enrollment or under-representation among some segments. • Typical Agenda for Charter Advisor Meeting | ‹#› | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | NAME Executive Charter Roundtable | Date | Location | Date | Date | 6:30 PM | 7:00 PM | 7:30 AM | 8:00 AM | 8:30 AM | 9:00 AM | 12:00 PM | 1:00 PM | 3:00 PM | Reception | Dinner | Continental Breakfast | Welcome and Introductions | Who is COMPANY NAME and what do we do? | Peer discussion of topics are suited to best practice research? | Lunch | Strengths of and gaps in existing advisory services | (Facilitated discussion) | Adjournment | Sample Agenda | Introductions should go around the room and include everyone (Advisors and staff). Depending on how many advisors should AT LEAST give their name, company, focus/scope of the Sustainability group and the biggest thing they’ve got to get done in the next 12-18 months. | You’ve got to deliver some content in order to show that you can be relevant to this group. It’s possible to have some of your content be about what the company does, but this is a non-commercial event, so it needs to be about insight and impact you’ve had in space that’s relevant to these folks, along with data you’ve collected during the interview process. If you’ve come to insight or identified best practice during the interview process, this is the place for it. A “maturity map” of the function could be good here too. | You will spend a good portion of this day getting Advisors to name topics that they regard as urgent, important and worth traveling to talk with peers about. The most successful is to get them to show them the results of pre-polling, then get them to do work in the moment to name the topics they most want to engage on with peers. You can capture these and vote real-time if you want. | Their answers about which potential services will best meet their needs will be much more informed after they have seen the level of content that you can produce, the quality of peers you’ve assembled and the value of discussions you curate • ‹#› | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Alternative Agenda for Virtual, Meeting 3-4 Times | 12:00 pm | Welcome and Goals for the Kick-Off | Introductions to Each Other & COMPANY NAME | 12:20 pm | Critical Shared Challenges | Facilitated Discussion | 12:40 pm | Your Input: Strengths and gaps of proposed product features | 1:20 pm | Goals for First Development Sprint | Kick-off development | 1:30 pm | Adjourn • ‹#› | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Multi-Meeting Co-Creation Process | Begin relationship-building | Narrow focus | Design first development sprint | Review clickable prototype | Design second sprint | Sign NDA | Provide supplier list and data cuts | Design third sprint | Kick-off | June 10 | Sprint 1 | demo – July 16, 12-1:30 pm ET | Sprint 2 | demo – Sept 3, 12-1:30 pm ET | Sprint 4 | demo – Oct 6, 12-1:30 pm | Beta testing post Oct 6 • ‹#› | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Sample Invitation Scripting for Charter Advisors | Dear | X | Thank you for making time to speak with me in | [DATE] | to discuss the challenges your function faces at | [COMPANY] | . Based on your insights and the input of dozens of your peers, we’ve decided to host charter meeting here in Washington to explore the launch of | INSERT PRODUCT | . We would be honored if you would join us here on | [DATE] | at | [FANCY LOCATION] | . | The purpose of the charter meeting is to shape a product and service mix capable of driving overwhelming value for customers and their companies. Your peers in the room will be other thought leaders who run | Insert function and type of company | . I’ve included an agenda for the day with this letter | [along with a list of executives who have already accepted our invitation] | . As more participants confirm, we will keep you updated. | Based on our earlier interaction, I know your participation will add a tremendous amount of value to the discussion, and I sincerely believe that you will find the experience rewarding as well. From experience, we’re confident that cross-industry peer engagement on shared challenges and practical solutions in a non-commercial, vendor-free environment is well worth the time of participants. | I will call you early next week to gauge your interest and availability. I can answer any questions then. If you would like to anticipate our call, please feel free to email me on | [EMAIL] | or call me at | [PHONE] | . | Kind Regards, | Dear | X | We’re delighted you’ve accepted our invitation to join us for our charter meeting for the | insert product | on | [DATE] | . On the evening before, we will host a reception and dinner for participants. | We’ve got a great day planned, and we’re excited that you will be a big part of it. In order to make sure the day is as valuable as possible for participants, we would like to schedule a preparatory conversation to understand where you’d like to focus on the day and to get some straightforward benchmarking data that we’ll share in aggregate on the day. | Y | will reach out to you in the next few days to arrange a convenient time. | [If you have specific grading work you’d like them to complete, you can attach it here.] | As the meeting date approaches, we will contact | [EITHER NAME THEIR ASSISTANT OR SAY ‘YOUR STAFF’] | to arrange your travel and lodging. We will cover your travel, lodging and dining expenses | [if you can make this offer, it is money well spent—I promise] | . | We’ll also collect your biography, which we’ll share along with other participants’ on the day. We’ve found that participants really value knowing the backgrounds of peer executives in the room. | You can expect our call in the next few days to set up a convenient time for a conversation. In the meantime, as additional executives accept our invitation, we’ll continue to keep you up to date on the makeup of the room. | If you would like to anticipate our call, please feel free to email me on | [EMAIL] | or call me at | [PHONE] | . | Kind Regards, | Sample Charter-Advisor Invitation | Sample Charter-Advisor Acceptance Follow-up • ‹#› | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Alternative Invitation | Hello NAME, | I hope this finds you safe and well. We've been collaborating with NAME of COMPANY to help companies predict and manage supply chain risk. With the pandemic, this has become even more critical. Specifically, they have been relying heavily on our extensive prior FDA experiences and combining our FDA data sets with theirs to develop predictive tools for targeting and assessing these risks. They are putting together a working group and I wanted to let you know, since it may be beneficial for you to send a high level person to their first meeting. | COMPANY, (read more about them in | the New York Times | (EXAMPLE PRESS), works with food manufacturing companies and the global food and ingredient sourcing industry to better predict, plan and manage for upcoming supply chain disruptions. | Building on the urgent need to improve monitoring, scenario planning and managing supply chain disruption risk for the food industry, Mesh is convening a select peer advisory group of risk management and supply chain leaders to: | 1. gain further insight and advice into managing emerging supply chain risks caused by COVID-19 using data, | 2. guide development of a food safety and supply chain Risk Management and Planning Platform, and | 3. if interested in continued participation, receive a complimentary Beta Customer license for 2020. | The first meeting is June 10th at 12ET/9PT and they are | excited about having companies such as [INSERT COMPANY NAMES] participate | . Participation is complimentary but is limited to senior supply chain, risk management or procurement executives (Director and above). | If you are interested, please reach out to NAME at EMAIL and cc'ed here. She would set up a quick phone call with you to learn more about your needs and answer any questions you have about COMPANY, how the advisory board will work, etc. This will help you ensure the advisory board is a good use of your time and talents. | Sincerely, | NAME • ‹#› | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Sample Positioning | Goals | Peer advice into managing emerging food safety and supply chain risks | Data driven insights into predicting and managing food safety and supply chain risks | Discussions on how to use data to give us the advantage in the future | Guide development of a food safety and supply chain Risk Management and Planning Platform | 1 | 2 | 3 | 4 | “ | The pandemic has laid bear a vulnerability our organizations individually and collectively face. | This group | – | with over 200 years of supply chain and food safety experience and supported by an insightful data asset– has come together to address this challenge. | We eagerly look forward to where we will take this solution. | ” • ‹#› | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Benefits for Your Organization | Exchange and discuss | ideas with innovative peers | Shape | an innovative solution to our industry’s most | critical challenge | Early access | to cutting-edge predictive analytics insights | Collaborate in designing | what best meet your needs | Complimentary | Beta Customer licenses for 2020 • ‹#› | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Sample Services Grading Sheet | It can be hard for executives to grade elements of your proposed service offer without experiencing an in-person session. For that reason, even if you’ve asked them to grade your offer during the interview phase, it’s worth asking them to do it again after they’ve had the opportunity to interact with you and their peers live. | If you haven’t received copious feedback on your service offer during the interview process, you can use the same grading exercise during the Charter Advisor meeting. If you | have | received a good bit of feedback, …[truncated]

17. Product Strategy Doc for Developers Template.docx

Product Strategy Doc for Developers Name Date last updated: P roduct Name Visi o n Motivation Lessons from Product Pivots Research Design Differentiation Why Now? Key Path Scenarios Design Principles Suggested Information Architecture Features v1 (aka Minimum Viable Product) vNext vLongterm Milestones / Timing Metrics Engineering Costs Marketing / other Costs Operational Needs Risks Group Members Vision 1-2 sentence description of target customers, their unmet needs, and your proposed solution. Primary Persona Secondary Persona Tertiary Persona Lessons from Product Pivots Based on customer feedback we received throughout from our interviews and user tests we decided to make several pivots over the past couple of m onths. Here’s a summary of our major pivots and the learnings that came along the way: Market Research Insert highlights from market research Existing Solutions Competitors: Competitor Key Strength Key Weakness Other 1 2 3 4 5 Other Competitors: Differentiation Why Now? Key Path Scenarios General Workflow Introduction Walkthrough Once a user logs in they will go through the following steps: Page 1 Describe and insert wireframes/screenshots. Page 2 Page 3 Page 4 Page 5 Other things to add: There are very specific rules that must be followed . . . Caveats on Subscribe language, Terms of Service and Privacy Policy. Account Page Detailed Design & Features Description Design Principles State any overarching design principles. Such as: Focus of the product Integration requirements What users should stay focused on Suggested Information Architecture Describe, at a high level your information architecture. List the key tables of your database and their main data elements; the key views of your display ; and the key logic components/algorithms that control how user inputs are processed, how data is retrieved/transformed, how appropriate displays are invoked, etc. Consider organizing these elements in a table with columns labelled “model,” “view,” and “controller,” and rows contain specific database tables, their corresponding display views, and the relevant algorithm/processing logic module. Model The model will be stored in a SQL database. Data Table Description Columns View What platform being used to build? Screenshots of the view are outlined in the Key Path Scenarios section. Key view scenes are: Insert Controller What platform being used to build? Key controllers include: Navigation controller - manages the scene stack and nav bar state so that the user can go back and toggle between tabs on the nav bar. Insert others Features What are the product’s features and how should they work? You should make your descriptions in this area as complete as possible. Present features in a table with columns presenting 1) the feature name; 2) a description of what the feature does; 3) a list of dependencies (these might take the form of data, logic, or display elements required to use the feature, if you haven’t linked these elements in the info architecture section); and 4) priority for the feature -- using the v1, vNext, vLongTerm distinction described below. Feature Description Dependencies Priority Roadmap Provide a summary of the functionality proposed for your MVP, the next version of your product, and the mature product. v1 (aka Minimum Viable Product) The MVP solely focuses on insert . . . To do this, the following functions are necessary: vNext The vNext version is focused on . . . Added functionality includes: vLongterm The vLongterm functionality will further enhance the core functionality in v1 and vNext, as well as . . . These features include: Milestones / Timing Describe the planned timing of releases and key activities for your first release. What are your major milestones (internal demo, beta launch, full launch, etc.)? Are there natural points for reassessment? Consider linking to a spreadsheet with a gantt chart. Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Date J 8 J 15 J 22 J 29 F 5 F 12 F 19 F 26 M 5 M 12 M 19 M 26 A 2 A 9 A 16 A 23 1. Interview & hire UX designer 2. Discuss and improve PRD mockups with UX designer 3. Work with designer to convert into high fidelity wireframes 4. Develop front end 5. Develop back end database 6. Build texting automation 7. Conduct MVP test 8. Review user testing feedback and iterate 9. Fix UI and UX issues 10. Conduct internal demo 11. Add key features prioritized based on user feedback 12. Continued usability testing 13. Beta Launch 14. Get user feedback and keep iterating Go-to-Market Describe the major elements of your Go-to-Market plan. What marketing methods do you plan to leverage, in what sequence, etc . ? Reaching out to influencers Search Initial sales prospects PR Content marketing Paid ads Metrics The primary metrics we want to track are related to insert (for example, Value to Users, Virality, Super Users, and Growth ) . Value to Users: We want to track metrics that demonstrate how much value our product is providing to users through metrics around usage. The total customer perceived value will be captured by our cohort retention statistics. Although we expect an initial drop off of X %+ in the first 2 months . . . We think that retention will be the most important driver of long term growth for our company. Virality: In order to have a sustainable growth trajectory, we expect referrals to be an important source of new users for us. We plan to track this with Net Promoter Score and actual # of referrals . . Super Users: We are particularly interested in tracking the usage of our most active users. We don’t have a precise definition of what a super user is, but we would want to track what % of users are frequent users and the % of weeks those users are engaged . Growth: Lastly we want to track user growth and focusing on driving as much growth as we can. We plan to accelerate growth once we feel we are providing enough value to users. At the end of day Monthly Active Users will be the single most important variable for us and we would seek to optimize all our decisions around that metric. Insert goal timeline table for each metric Revenue and Profitability: Monetization strategy (freemium, ads, etc.) Potential pricing Projected Costs Engineering Costs How many engineers * weeks will the project require? How much will different components, individuals, or usage cost you for storage and compute resources? At some point, you will need to get estimates from engineers (or via Upwork) on the amount of time and potential costs for your project. All-in Engineering Cost (MVP) Estimated cost: Estimated Effort: XX Developer Days X Designer Days Developer & Designer Rate: $450 / Day (equals ~$100K annual salary) Front-end Cost Breakdown For our front-end, we have estimated the MVP app’s complexity across many dimensions and used estimatemyapp.com to get a cost and engineering hours estimate. Estimated cost: Estimated Effort: XX Developer Days X Designer Days Developer & Designer Rate: $450 / Day (equals ~$100K annual salary) This is built on the following complexity assumptions: # of screens - XX Developer Days UI Level - X Designer Days The UI level will be MVP, raw but functional User Accounts - 1 Developer Day We require a Email/Password Sign Up User Generated Content - XX Developer Days Mobile specific features - None For the MVP we will use our current logo. Date & Location - Social & Engagement Billing & eCommerce - Admin, Feedback & Analytics - External APIs and Integrations - Security - Back-End Cost Breakdown We used estimatemyapp.com to estimate the cost of our MVP’s back-end as well. Estimated Cost: Estimated Effort: XX Developer Days Developer Rate: $450 / Day (equals ~$100K annual salary) This is based on the following complexity assumptions: Size - Users & Accounts - User Generated Content - External APIs - Marketing / O ther Costs What costs will you incur in marketing and launching your product? Marketing budget: Expected sign-ups: Average mCAC: $ Operational Needs Describe any ongoing customer service or other operational support that will be required, and how you plan to provide it. V1 Role Responsibilities Resourcing Growth Marketing and Customer Support Creating and managing the marketing acquisition and retention strategy with a focus on paid and organic channels and improving customer retention. 1 FTE Engineering Building V1 as outlined above 1-2 FTE vNext Role Responsibilities Resourcing Growth Marketing Creating and managing the marketing acquisition and retention strategy with a focus on paid and organic channels and improving customer retention. 1-2 FTE Customer Service Responding to customer service requests 1 FTE Recipe Selection Curating top recipes for our discover pages and creating engaging content 1 FTE Engineering Building vNext features outlined above. 3-4 FTE Vlongterm Role Responsibilities Resourcing Growth Marketing Creating and managing the marketing acquisition and retention strategy with a focus on paid and organic channels and improving customer retention. 1-2 FTE Customer Service Responding to customer service requests 1-2 FTE Recipe Curation Curating top recipes for our discover pages and creating engaging content 1-2 FTE Engineering Building vLongTerm features outlined above 5-6 FTE Business Partnerships Focus on driving integration with Instacart and other grocery delivery services. Also look for ways to partner with existing recipe providers. 1-2 FTE Risks Legal Considerations Risk/ Key Dependency Explanation Mitigants

18. Positioning Statement aka Elevator Pitch Template.pptx

• Positioning Statement | ‹#› | ©2021 Vecteris – FOR INTERNAL USE ONLY – DO NOT DISTRIBUTE | Use the 1-2 sentence description of target customers, their unmet needs, and your proposed solution from your Product Strategy Document. | We suggest you use the Crossing the Chasm format, i.e., “For [target customer segment] who must [problem to be solved], our product is a new [category name] that provides [solution to the problem]. Unlike [current solutions], we offer [key differentiating factor].”

19. Multi-Channel Marketing Campaign Planning Template.pptx

2. Sample Product Management Job Descriptions.docx

CPO Job Description – EXAMPLE Overview The Chief Product Officer will define and drive the vision, strategy and roadmap for COMPANY’s portfolio of analytics products that enable the company to innovate, differentiate itself from its competitors, work smarter, make better decisions, and enhance profitability. The CPO is responsible for ensuring that the portfolio of new and existing products maximizes business potential. The CPO manages, leads and mentors a growing team of product owners and data visualization professionals and is accountable for high quality execution and development of the product portfolio. The CPO manages the analytics products and services budget. The CPO is the primary evangelist and spokesperson for the benefits of the products and services offered by COMPANY. Essential Duties and Responsibilities Provide product portfolio leadership for analytics products and services Lead the creation and development of the strategy and roadmap for analytics products and services, including applicable ROI and value realization models L ead and manage a team of product owners focused on managing the products in the portfolio and ensure products are well designed from concept through launch and the ongoing development lifecycle Demonstrate a passion for visual design and communication, the user experience, technical and operational excellence, and end-to-end ownership of analytics-driven products and services Ensure that product owners are correctly evaluating and prioritizing features for inclusion into each product’s roadmap based on business need Work closely with divisional business teams, data scientists, visualization experts, operations staff, and end users to identify key growth areas Keep abreast of market developments and needs to be constantly seeking the new opportunities for the potential value of analytics for COMPANY’s customers Set the priorities and deliverables for the teams responsible for development, enhancements, and support to ensure timely delivery of quality products in an agile environment Continually generate hypotheses regarding the most important leverage points for new analytics products. Translate hypotheses into requests for the Data Science team, and help the Data Science team prioritize requests based on customer need Ensure that product owners are maximizing adoption and utilization with training and user communities Measure effectiveness of the product portfolio to promote continuous improvement Maintain relevant metrics to track product performance and value realized for the business Manage and coach a team of product owners and data visualization professionals to facilitate their professional growth and career progression Define Product Management processes, use of tools, and mode of stakeholder engagement to facilitate overall team success and quality and high-velocity product evolution. Effectively manage the cost budget for all analytics products and services Be a positive force to cultivate a culture that is passionate about developing analytics as a new business line Drive accountability for value recognition and business results Create and contribute to a quality work environment that motivates team members to perform at their highest levels and positively affects employee and business partner relationships Drive accountability for high quality data visualization and storytelling across the organization Be a publicly visible presence, including creating communications and leading training sessions, advocating for the benefits of analytics in Scripps and the products/services of the analytics team Education and Experience/Certifications Bachelor's Degree in marketing, product development, communications, broadcast or digital media, or related field required; Masters or MBA (preferred) 10-15 years of experience with product visioning, development and project management M inimum of five years experience leading a senior product management team Brand, product development, or advertising agency management experience (preferred) Budgeting & planning experience (preferred) Skills and Abilities Strong product management & strategic analysis skills with a demonstrated ability to map an understanding of business drivers to prioritized requirements Strong analytical and data fluency skills Driven self-starter with an appetite for new challenges Creative problem solver with a common sense and practical solutions orientation; must be passionate about the role technology and analytics plays in improving business performance Proven leadership and management ability and evidence of positively influencing cross-functional teams. Excellent verbal, written, and presentation skills demonstrating an ability to "tell a story" Ability to work with diverse teams (Sales, Research and Developers) to convert product ideas into requirements Knowledge / familiarity with business analytics and business intelligence (preferred) Understanding of market research or analytics, and its application to broadcast and/or digital media (preferred) Strong entrepreneurial spirit; high energy level, sense of urgency, responsive, confident, thorough, not afraid to make decisions Strong work ethic; ability to overcome setbacks and enthusiastically persist until ambitious goals are achieved; must be resourceful, creative and innovative Results oriented team player that leads by example, holding him or herself accountable for performance, takes ownership, champions efforts with enthusiasm and conviction Product Manager Job Description – EXAMPLE Overview The Product Manager is responsible for managing the comprehensive development and delivery strategy for select COMPANY programs, platforms and services from ideation to implementation. As Product Manager you will own the successful delivery of the product or program roadmap through market segmentation, competitive analysis, business case development, product development and evolution, performance, and customer satisfaction. You are comfortable with ambiguity and balancing risk. Your product development mantras are fail-fast and learn-fast. You understand the changing business and product models emerging in higher education. You must be proficient in agile processes and excel in cross-functional teamwork, influence and communications. You will maintain a thorough understanding of the university’s mission, brand and portfolio strategies and goals in order to manage the development and implementation of successful products and programs. Your colleagues will count on you to provide product or program definition and release goals, detailed direction to the development teams, and active participation and project management for each product release. Essential Duties and Responsibilities Partner with others to define the product or program vision, roadmap and advancement opportunities in the context of the company’s mission and competitive strategy and portfolio. Work closely with stakeholders to develop, drive, and manage product strategies, objectives, priorities and timeframes. Work collaboratively with Technology, Finance, Academic and Content Experts, and other stakeholders to ensure that business cases and targets are supported by appropriate marketing approaches developed and implemented through Marketing. Set and report on marketing KPIs – including inquiries generated, inquiries to application conversion, market penetration – based on data and analytics provided by University Marketing. Investigate and recommend solutions to performance gaps. Generate B2B leads and/or B2C sales via appropriate and compelling direct marketing, sales collateral, web presence and paid media campaigns, developed and executed in collaboration with Marketing resources. Collaborate with stakeholder teams to ensure that client-facing colleagues are equipped to effectively promote product(s) through: identifying priority segments and/ or target accounts; supporting targets with the appropriate marketing plan; and creating tools to support every stage of the selling process, including positioning playbooks, pitch decks, collateral, demos, etc. Provide progress reporting and transparency around deliverables to stakeholders. Facilitate internal and external communications as needed. Complete other duties as assigned. Education and Experience / Skills and Abilities Bachelor's degree required, MBA or equivalent business experience preferred Ideal candidates will have direct experience with the higher education program/product management Eight plus years product strategy and/or product management experience Track record of delivering products and programs to market that solve customer problems in a delightful way Experience developing business cases to support investment in new product and program implementation Technical acumen to understand and communicate technical requirements and issues Proven ability to influence without authority and manage multiple competing priorities Collaborative, self-motivated individual who is highly organized, proactive, and has a good attention to detail Highly motivated, self-driven, result-oriented, strategic, logical and methodical thinker Excellent communication skills, both oral and written; negotiation and facilitation skills Must be able to inspire loyalty and trust Innovative and adaptable Must be a team player, willing to share and exchange ideas Strong interest in the education industry preferred Principal Product Manager Job Description - EXAMPLE Overview Reporting to the President / CEO, the Product Manager is responsible for the development, management, and execution of the product roadmap. The Product Manager will have direct responsibility over managing the product backlog, release milestones, and coordination with the development / engineering team to execute on the established backlog and milestones. The Product Manager will also be responsible for coordinating with the sales, marketing, and customer success teams to solicit their input and feedback into future iterations of the product roadmap and release schedule in the pursuit of always putting the success of our customers in the forefront of how we prioritize our product roadmap and releases. Lastly, the Product Manager will be responsible for staying ahead of our customers and our product in the search for new industry applications and customer problem statements that can be addressed in future product releases. The Product Manager role will be the intersection of various functions within the company (business development, engineering, customer success), and as such, this role will require an individual with top-notch communication, time management, project management and product management skills along with technical development understanding. We expect this role to be a leadership position within the business who will participate in strategic decision making. Essential Duties and Responsibilities Development and management of short term (<6 months), medium term (6 – 12 months), and long term (12 – 24 months) product roadmap Development and management of product backlog and feature set Assessment of market competition through product comparisons and research Assessment of market and customer potential through market research and customer interviews Assessment of potential channel and / or product partnerships Collaboration with development team to translate product backlog and roadmap into development sprints Collaboration with development team in execution of development sprints Collaboration with business development team on pricing model strategy and linkage of that to product roadmap and backlog. Prioritization of value of new potential features and functionality. Collaboration with business development team on market penetration and customer acquisition Collaboration with customer success team to resolve customer feedback / issues and incorporate them into future product releases Collaboration with customer success to continually impro …[truncated]

20. Go-to-Market Checklist and Templates.pptx

21. Product SWOT Analysis Instructions.docx

Product SWOT Analysis Instructions Before creating a strategy, it is important to understand your product's/business unit's SWOT (Strengths, Weaknesses, Opportunities, Threats). Basically it is answering the questions: What are the current strengths of product? What are the current weaknesses? What are the threats (e.g., macroeconomic forces, competitors, etc.)? Opportunities What customer problems would you like to focus on solving? Think about unmet needs and ‘jobs to be done’ (reference the article ‘ Know Your Customers’ Jobs to be Done’ by Clayton Christiansen ). What types of customers have each of these problems? Describe the attributes of the type of people that have one or several of these problem How big are these problems for the customers that face them (i.e., what are the consequences of not solving these problems)? Why are these problems important to solve now (i.e . , what about the current environment makes these problems more acute)? What unique skills, assets, relationships and experiences does your product/business have to solve these problems? What additional resources would you need to solve these problems? Answering these questions becomes the basis for your strategy. Your strategic plan starts with a VISION (defined as - "the overarching goal you are aiming for, the reason for creating the product. It provides a continued purpose in an ever-changing world, acts as the product's true north"; e.g., "to be the number one data source for national political media buyers") From there, the plan outlines several key strategic initiatives you will undertake to realize that vision - each strategic initiative has: - Precise tactics you will employ - Timeline with milestones - Resources needed - Goals to be achieved - Risks and mitigants

22. Product Feature Scoring Template.xlsx

Feature Scoring | Step 1: For each feature, assign 0-5 scores (0=very poor to 5 =very good) for each criteria (columns C-G). The sheet will calculate a Total Weighted Score (Column H) for each enhancement based on the 'weight' of each critria (do not adjust the weight in Row 11). | Step 2: For each feature, list customer pain points/problems solved (column I), and market segments most interested in the enhancement (column J) and ideas for product improvement (column Q). | Step 3: If there are existing products that should be considered for each solution but are not listed, please add them to Column C and score them accordingly | Assign 0-5 scores for each criteria. 0 (very poor) to 5 (very good) | For each feature, list customer pain points/problems solved (column I), and market segments most interested in the product (column J). | Feature | Revenue | Process improvement/ efficiency | Client usage | Client requests | Other | Total Weighted Score | What customer pain points or needs does this product address? | What market segments are most interested in this product? | Weight | SAMPLE | Features idea 1 | Feature idea 2 | Feature idea 3 | Product marketing idea that requires product time | Technical debt issue 1 | Technical debt issue 2 | Bug 1 | Bug 2 | New data source idea 1

23. Product Roadmap Templates.pptx

24. Product Portfolio Roadmap Template.pptx

3. Product Strategy Template.pptx

4. Product Portfolio Scoring Template.pptx

5. Product Portfolio Matrix Template.pptx

6. Customer Needs Identification Worksheet.pptx

7. Sample Root Cause Analysis.pptx

8. Competitor Research Checklist.xlsx

9. Competitor Comparison Grid.xlsx

Sales_Marketing GTM Checklist and Templates.pptx

TOOL AUDIT.docx

TOOL AUDIT Tool 1 : Competencies of Good Product Managers Renamed so the names match, in Vecteris template Tool 2: Sample Product Management Job Descriptions Renamed so the names match, reformatted, added logo Tool 3 : Product Strategy Template Renamed so the names match, in Vecteris template Tool 4 : Product Portfolio Scoring Template Formatting looks great! In Vecteris template Tool 5: Product Portfolio Matrix Template Formatting good Tool 6 : Customer Needs Identification Worksheet Formatting good Tool 7 : Sample Root Cause Analysis Renamed so the names match, in Vecteris template Tool 8 : Competitor Research Checklist Excel, added Vecteris logo to header Tool 9 : Competitor Comparison Grid Excel, added Vecteris logo to header Tool 10 : Competitor Analysis Templates There are two separate documents Scrubbed both docs to remove identifiable data, in Vecteris template Tool 11 : Customer Interview Guidelines and Questions Slides 2-4 all reference other resources. One in particular Justin Wilcox does not have a link as the others do. Delete that page? Added logo and formatted Tool 12: Sample Interview Deck and Questions Looks great Tool 13 : Voice of the Customer Insight Tracking Template Added logo, made some very slight tweaks for readability Tool 14 : Customer Advisory Board Creation Checklist Created in Vecteris template. Highly recommend sharing this ONLY as PDF to make sure everything locks in place Tool 15 : Sample Survey Questions Formatted, added Vecteris logo to header Tool 16 : Charter Customer Advisory Board Guide Updated to main template Tool 17 : Product Strategy Template for Developers Formatted, added logo Tool 18: Positioning Statement (aka “Elevator Pitch”) Template Now in Vecteris template Tool 19 : Multi-Channel Marketing Campaign Planning Template In Vecteris template Tool 20 : Go-to-Market Checklist and Templates In Vecteris template Deleted graphics/examples from slides 8 and 10 that aren’t ours Tool 21 : Product SWOT Analysis Instructions Added logo, light formatting Tool 22 : Product Feature Scoring Template Needs Vecteris logo OR citation (where did this come from?) Tool 23 : Product Roadmap Template In Vecteris template Tool 24 : Product Portfolio Roadmap Template Looks good