Menulog is looking for a Senior Product Manager to help them drive growth of their consumer and partner products. This is a high profile and exciting role with the opportunity to make a significant impact and influence the takeaway consumption habits of millions of consumers.
The Senior Product Manager identifies innovative opportunities and defines solutions to meet specific, KPI driven business goals, then measures and reports on the effectiveness of those solutions. She or he works with the Technology Manager to define the strategic direction of the product development team, focused on business value, as well as owning the short-term delivery roadmap.
As Senior Product Manager at Menulog you are intelligent, passionate and innovative who want to grow your career in a frank, open and honest team working environment. Their ideal candidate is an original thinker with a strong product vision, and a relentless focus on delivery of faultless e-commerce services.
The Key Product Manager Role Capabilities
- Graduate qualification.
- 7+ years relevant work experience, including roles as a Product Manage
- Excellent and proactive communication and presentation skills to stakeholders at all levels of seniority, their team colleagues and customers.
- Experience analysing the performance of existing products, managing KPIs, and identifying opportunities based on cost-benefit analysis at both tactical & strategic levels.
- Has a deep knowledge of the business model and where we sit in the competitive landscape,understands how a successful product contributes to our success. Experience of competitive reviews at strategic level to identify threats and opportunities in a highly competitive market.
- Identifies opportunities, find people impacted to gather requirements, self-starter in all new initiatives – asking for forgiveness not permission where appropriate.
- Has worked on multiple initiatives simultaneously and seen them through to completion, or handover. Ability to take ownership, creatively solve problems, and pro-actively secure the objectives of the business.
- Experienced in working at a strategic and tactical level to create a clear vision, passionately sharing that with the team and company to steer the product.
Sound like you? There’s more detail in the JD attached. Menulogrecruiting-SeniorProductManager (002)
Please note: This job was posted on 22 April 2016
Now that I have a Product Strategy,What Do I Do With It?
A really interesting question – let’s start by talking about how the product strategy fits into our world view. As product managers, our most important deliverable is the product, but with an asterisk. We can’t just deliver “any product.” Let’s also set aside the fact that we aren’t physically delivering a product – our team is building a product based on guidance from us – we technically deliver “guidance.” The asterisk is the important part – let’s unpack it a little bit.
As product managers, our most important deliverable is a product that manifests our product strategy.
You can visualize product management as a spiral or a cycle or a loop, or someone playing hopscotch on today’s hot canvas. You can even still imagine product managers unearthing requirements and throwing them over a wall. Those are all views of the process – how we go through the motions. But what about the type of thinking, and the kind of work we do – can that be visualized?
Imagine a bow tie. On the left is a large mass of ideas, which get synthesized and compressed down into a “product strategy” that is the knot. From that knot issues forth to the right, and expanding set of customers and markets, themes and stories; guidance for why the product should become what it should become. Continue reading...
A colleague asked me this recently. At first, I misinterpreted the question – as in “where do you babies come from?” I quickly realized that she was asking what they represent not under which rock you find them. I wondered how other people had answered this question. If you do some searching, you will find the answers at the top of the list – from respectable sources – are focused on the mechanisms of generating user stories through workshops or activities. They talk about where to find them, or the motions you go through to write them, or the syntactic lint for how they should have been written.
The better sources point out that the card (the container for the user story) is not really the story, but rather a commitment to have a conversation (“to tell a story”). If you really do some sleuthing, you’ll discover that the concept of a user story is intended to assure that people with “problems” converse with the team providing “solutions.”
One of the nice things about ambiguous language (“…come from?”) is that occasionally you can select the interpretation you desire and innocently apply it to answer the question you really want to answer.
The question I believe is most important to answer – if it were not grammatically awkward and wrong – would be “Why do user stories come from?” Really, what we need to know is what are we trying to achieve (for our users), when we write user stories.
- We value understanding the goals of users more than deciding if stories are best documented on physical cards or in a database.
- We value knowing the context in which users face their problems more than selecting a particular syntax (or “sing-song”
- We value developing insights into how users are solving problems more than assuring a multi-disciplinary team brainstorms as the technique for synthesizing information into stories
- We value knowing how users define success at solving their problems more than knowing how we define metrics for the product
The “first principles” of user stories must include knowing what user stories represent, so that they work – regardless of where they are stored, regardless of who is in the room when they are written down, regardless of the syntax used to write them. Continue reading...
“There is no recipe for really complicated, dynamic situations”. Ben Horowitz
This is what Product Management is like – complicated and dynamic.
Yet it seems that everywhere you turn, people are looking for the Product Management equivalent of a list like ‘how to achieve a flat stomach in 5 steps’, or ‘how to become a millionaire by doing these 5 things’, or ‘5 things that will cure world hunger’. These headlines suggest that if you follow 5 steps, life will transform immediately. Unfortunately, there isn’t a recipe or shortcuts for extracting information from ‘difficult to find’ customers, managing stakeholders who have intricate requirements, and building products for markets that constantly change. It takes persistence and hard work.
Ben Horowitz tells it like it is.
I started my journey as a Product Manager in an Internet Service Provider just before and during the dotcom crash. Jeez, I spent many a sleepless night trying to ‘find’ potential customers. Customer growth had stopped (and it actually never recovered) and I had the job of working on the customer forecast trying to figure out who would buy our internet service in certain areas of Australia. We needed to show our investors that we still had a viable business. Many nights you would see a team of us huddled around spreadsheets until 3 in the morning, counting the number of people, town by town who may need internet or who would leave their current provider for our product.
There were no shortcuts then and other than just digging in and doing the hard work, none that I’ve come across since that time.
Despite the lack of shortcuts however there are basics approaches that can help you become great at Product Management. Continue reading...
Buyer Experience — Giving CX its ‘X Factor’
A quick review of two concepts to help you focus on what drives more business — the Buyer Experience. Meet BX.
Much has been written about UX (User Experience); and rightly so. I am hard pressed to think of any leading product today that hasn’t benefited from a good dose UX investment. New products today will not cut through and delight users without being intuitively easy and highly engaging for the user.
But, with all this talk of the user there is not enough consideration for the buyer. Where is the love for our buyers people? Customer Experience (CX) starts before the purchase — the very first interaction with customers: before they are users. It is important to remember that buyers are distinctly different to users. Even if it is the same person doing the buying and then ultimately the using — what they are doing, when they are doing it and what they need is different.
Along with a UX focus we need a Buyer Experience (BX) focus. But, what is BX? To me BX encapsulates the perceived experience of someone going through the full buyers journey of Aware — Compare — Adoption — Addiction.