PRODUCT MANAGEMENT AND MARKETING SURVEY

The

17th

Annual

Product Management and Marketing Survey

It’s Pragmatic Marketing’s 17th annual industry survey where we check the pulse of today’s product management and marketing professionals, tracking all their vitals, finding out what ails them and looking at the overall health of their compensation. Over 3,500 individuals responded to this year’s survey, allowing us to perform the most thorough checkup yet!

pragmaticmarketing.com

vitals

the

2017 pragmatic marketing product management and marketing survey

Name: A. Typical Gender: Male

61% Male Over 1000 unique titles reported by respondents

Age: 35-44

Product Manager/ Occupation: Product Marketing Manager Experience in industry: 6+ years Experience in role: 1-2 years

Only 17% had 5+ years in role 3% don’t just play doctor on TV, they have a PhD

Education: Bachelor’s degree+ Technical skill level: q Somewhat technical q Very technical

q Not technical

Professional certificates held: 1-3 your career: Importance of professional certificates to q Somewhat important q Very Important q Very unimportant q Somewhat unimportant Department role: q Individual contributor

q Department head

Number of products managed or worked with: 3

2

2017 PRODUCT MANAGEMENT AND MARKETING SURVEY

22% of respondents managed 10+ products

q Executive

Of the 35% who selected department head or executive, just 27% managed 7+ people

AL

ENVIRONMENT FACTORS

Your environment has a direct impact on your overall health and happiness. So we asked this year’s respondents to tell us about the organizations they work for.

MARKET SERVED

80%

B2B and B2C about equally

Primarily B2B

11%

80%

PRODUCT TYPES OFFERED 56%

57%

Hosted or Cloud Services

Professional Services

28% Primarily B2C

9%

Hardware

ANNUAL COMPANY REVENUE

1B +

24%

101M—1B

25%

51M—100M

10%

11M—50M

16%

1M—10M

WHERE DEPARTMENT REPORTS TO Product Management

1%

No Revenue

1%

35%

President/CEO/ Managing Director

9%

< 1M

Software

Emerging Trend? Over 20% of those who selected ‘Other’ stated that their department reports to the head of operations.

Marketing

15%

Development or Engineering

10%

Product Marketing

4%

Sales

4%

Services or Training

1%

Support

.3%

Other

7%

23%


3

L A T N E M N O R I ENV FACTORS NUMBER OF PEOPLE IN THE DEPARTMENT <5

6-10

11-25

26-50

50+

27%

28%

23%

11%

11%

HOW DEPARTMENT SIZES COMPARE For every one product manager at their company, respondents reported: Engineers/Developers

Quality Assurance Sales Engineers or Pre-Sales Consultants Engineering Manager/Development Manager Product-level Architects or Designers Project Management Business/Systems Analyst Marketing Communications UX Designers Product Marketing Product Owners

OTHER ROLES HELD IN CAREER Some of our respondents knew these other roles quite intimately, having held them previously.

4

35%

Product Owner

32%

Technical/ Development


22%

Sales

20%

20%

Marketing Trainer/ Communications Educator

9.2

8.3

Salespeople

2 1.9 1.6 1.3 1 .9 .5 .5 .5 .4

16%

Outside Consultant

4%

4%

Business Analyst

Project Manager

For this year’s survey, we had respondents from EVERY STATE except Louisiana and Hawaii and from 56 COUNTRIES.

THE GREATEST ENVIRONMENTAL FACTOR: WHERE DO THEY LIVE?

90

1

4

163

1

74 16

1 2

99

65

2

33

1

382

11

89

27

137

107

75

5

77

31 29

1

247

63

6

2

Number of respondents from each state

16

25

40

6

8

37 3

24

79

76

1

22

120

129

United States of America

76%

204

23

109 19

20

Canada

United Kingdom of Great Britain and Northern Ireland

10%

4%

2

North America

10%

87%

Europe

2% 2.2%

Asia

.4%

Oceania

.2%

.1% .1%

Middle East

1%

Africa Central America South America


5

activitiy levels Tactical Activities

72%

We all know staying active is key to a healthy lifestyle. Let’s take a look at what kind of activities kept our respondents’ pulses racing.

Strategic Activities

TIME SPENT ON ACTIVITIES

TACTICAL VS. STRATEGIC

28%

48 HOURS = AVERAGE WORK WEEK

Assisting with specific sales deals

Talking to noncustomers in non-sales situations Attending meetings

Reviewing or creating marketing materials

8

40

Managing email

32

Participating in thought leadership

6

12

6

Talking to customers

Supporting development team efforts

27

8

AVERAGE NUMBER OF HOURS SPENT MONTHLY

WHERE THEY SPEND THE MAJORITY OF THEIR TIME

41

26

Deciding what should go in products

6


Creating and executing go-to-market strategies for products

33 Each about equally

Where they spent the majority of their time drove the specific activities they were responsible for:

BUSINESS ACTIVITIES 95% 100 80 60 40 20 0

92%

84% 26%

Understanding market problems

100 80 60 40 20 0

72%

43%

50%

38%

Performing win/loss analysis

38%

Articulating distinctive competencies

78%

Market definition, including market sizing and segmentation

67%

67%

46% 43%

37%

34%

Defining the right distribution strategy for the product

Managing product portfolios

27%

64%

55%

70% 60%

53% 26% 32%

Creating and updating the business plan

Setting and maintaining pricing

82% 100 80 60 40 20 0

54% 45%

49%

79% 50%

21%

24%

Making buy, build or partner decisions


25%

Tracking product profitability


Defining positioning

Each about equally

TECHNICAL ACTIVITIES 100 80 60 40 20 0

87%

77% 38% 16%

37%

Performing technology assessment

59%

55%

85%

74%

54%

37%

Performing competitive analysis

23%

Maintaining the roadmap

Managing innovation

86% 100 80 60 40 20 0

74%

59%

23%

Writing product requirements 83% 100 80 60 40 20 0

71% 67%

77% 45%

Defining user personas 76% 69% 33%

Defining use scenarios

Monitoring product milestones


7

activitiy levels GO-TO-MARKET ACTIVITIES 100 80 60 40 20 0

70% 19%

37%

26%

9%

Measuring the ROI of marketing programs

Understanding the customer’s buying process

80%

Building customer retention plans

Building customer acquisition plans

69%

64% 52%

35%

30%

16%

Launch planning

48%

29%

Buyer personas

Success stories

70%

100 80 60 40 20 0

51%

69%

53%

5%

Thought leadership


26%

9%

67% 77%

35%

44%

58%

44%

Defining marketing plans

100 80 60 40 20 0

71%

49%

19%

Lead generation


Each about equally

SALES READINESS ACTIVITIES 100 80 60 40 20 0

49%

36%

44%

39%

Going on sales calls

8

Creating customerfacing sales collateral

35%

50%

Staffing seminar and trade show events


68%

71%

43%

Creating internal sales tools 74%

60%

58%

84% 84%

78% 63%

61%

Providing sales channel training

100 80 60 40 20 0

86%

66%

72%

58%

Answering sales questions by email or phone

Creating presentations and demos

symptoms

46%

Salespeople request customized sales tools on an accountby-account basis

35% Must commit to adding features in order to close a deal

34% Delivered features aren’t being used by customers

32%

30%

What’s ailing our respondents, keeping them from hitting their numbers or enjoying a good night’s sleep? These were the common symptoms that popped up as ‘always’ or ‘frequent’ occurrences.

Marketing team does not deliver an adequate supply of qualified leads

Important features are dropped from each new release

42% Difficulty adding innovative features because our customers demand the support of old features

39% Launch dates are missed

31% Sales pipeline is below revenue forecast

30% Salespeople consciously avoid selling certain products in our portfolio

28% Product launches do not meet management expectations


9

One of the most heavily weighted stats in any checkup? BMI. And it’s no different here, though in this case BMI=Big Money Index. So let’s take a look at what our respondents were earning and what factors affected their BMI score the most.

BMI

U.S. SALARIES BY REGION

AVERAGE ANNUAL EARNINGS

$105,400

140

$14,800 BONUS

120 100

And how do they feel about that?

80 60 40 20

Very satisfied

Satisfied

9%

52%

19% 89% Company revenue or profit

Dissatisfied

33%

0

Pacific Mountain Midwest Northeast South Southeast

Very dissatisfied

6%

AVERAGE SALARY

34%

5%

Personal objectives

Product revenue or profit

Market Visits

(US Dollars in Thousands)

CANADIAN SALARIES BY REGION

of respondents receive no bonus. For those who did, bonuses were based on:

61%

AVERAGE BONUS

140 120

9%

100 80

Other

60 40

Customer satisfaction ratings (including NPS) was the most common ‘Other’ answer provided.

AUSTRALIA 127K

20

Ontario

British Columbia

Quebec

0

Alberta

USA 121K FRANCE 98K

GEOGRAPHY VS. EARNING

UK 95K

GERMANY 95K

CANADA 92K

130

IRELAND 88K

120 110 INDIA 64K

100 90 80 70 60 50 40

AVERAGE SALARY

AVERAGE BONUS

30 20 10

10


TOTAL COMPENSATION IN THOUSANDS (US DOLLARS)

Emerging Trend?

Just like with your health, there are a number of factors that contribute to your level of risk, or in this case reward.

LEADING BMI CONTRIBUTORS

–27K

–29K Work in Id

aho

in Work

35 or younger

–22K

ars’ an 3 ye Less th nce in experie y s indu tr

–12K Never heard of Pragmatic Marketing

–6K

B2C product s only

–19 K Work in Can a

da

–7K

Not participat ing in thought leadership

–3K

al

Not technic

K 5 2 + +18K rnia Califo

+13K

Department head or higher

+11K Male

Work in Washington or Maryland

+17 K 11+ years’ experience in industry

+8K 4 or more certifica tes

+4K +8K +7K Master’s or doctorate

Track profitability

Setting pricing

take two of these... MARKET VISITS More direct client contact.

We asked this year’s respondents to tell us what would make them more effective in their role. Here’s what they prescribed for their careers.

“Talking to more customers and understanding wi ns and losses.” “Travel budget fo r client meetings as well as attend ance at 2-3 industry conferen ces each year.” “Less time on em ail, m interacting with cu ore time stomers and prospective customers.”

AUTONOMY+ AUTHORITY

NAL O I T A Z I ORGAN ENT M N G I L A ive Execut g of tandin unders nagement t ma s. produc and benefit e in discipl

tical Less tac ies. ibilit respons

“Ability to influence senior management more and have more decision-making authority.”

Having the power to set the price and being able to control P&L.

RESOURCES

“More authority over external product messaging and pricing.“

More people! A budget!

iness ed bus he n fi e d “A y for t strateg ation.” iz n orga anding nderst ent u e id nagem pany-w “A com t product ma value we a e h rvic / of w hat se ganization.” w , s e r o d o the o bring t tween tion be , a ic n u ment comm “Open duct manage UX.” and pro pment develo

Survey results describe typical practices. To learn about best practices in product management and marketing, register for a Pragmatic Marketing course near you.


IC G E T A R ST FOCUS

TOOLS+ TRAINING

Continuing education on broader topics to better answer business questions.

Have a question about any of the data shown or want to know more? Contact us at [email protected].

any ss-comp “Full, cro at the role h buy-in t end more sp ld u o h ic s strateg o e tim n n tactical ha rather t ities.” activ ed for “If I work o were h w leaders obsessed er custom ompetitor c t o n d n a .” focused

“More resources ... most importantly: more people.” “More team mem bers to work on the deta ils of product managem ent. I’m swamped and chaotic nearly 100% of th e time.”

able “More training avail ion at uc ed al from tradition tools re mo d an rs ide prov actices that reflect best pr e.” lin cip dis e th ss ro ac istent “Keeping tools cons ssary ce ne e th and obtaining should training on how we our in em be using th environment.” ngs across “Standardized traini a select t jus . vs ts departmen duals.” ivi ind or ps ou gr w fe

PRODUCT MANAGEMENT AND MARKETING SURVEY

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