Is B2B vs. B2C Product Manager a myth?

Unpopular opinion: the B2B\B2C split is largely irrelevant for hiring a PM.

Although in B2B, the sales cycle might be longer. You might use different metrics. And the customer might be more than one person.

At the end of the day, it's human-to-human (H2H).

In this post, I present three groups of arguments to support this view (apart from my experience):

1. Core PM skills

2. The PM books experiment

3. Common arguments of the B2B\B2C proponents

The core Product Manager skills

First, let's take a look at the skills every Product Manager should have:

1. General PM skills

   1. Strong focus and prioritization

   2. Empathy for the customers

   3. Discovery and experimentation mindset

   4. Critical thinking

   5. Being comfortable with uncertainty

   6. Working with the data

   7. Clear communication

   8. Leading and influencing others

   9. Negotiating

   10. Curiosity

   11. Perseverance

   12. Tech literacy and a design sense

2. Product-specific PM skills

   1. Knowing your market and industry

   2. Understanding trends and dynamics

   3. Knowing your competitors

   4. Understanding your business

   5. Knowing your product by heart

None of these is B2B or B2C specific.

The PM books experiment

Take 3 random books on Product Management. Inspired, Product-Led Growth, The Lean Product Playbook, and Escaping The Build Trap, to name a few.

Go to the index at the end.

Let me know if you found any of those words (B2B, B2C). You are lucky.

Common arguments of the B2B\B2C proponents

And yet, some would argue that B2B is different. That the PM trying to transition would “definitely fail.” Here are 6 typical statements:

1. “The sales process might be longer”

The PM doesn't sell products. You can interview customers, talk to your stakeholders, and analyze product metrics anytime you want. Hopefully, your empowered team owns the releases.

You should also ensure that ideas are Viable for the business. Sales included. But this is PM 101.

2. “You might use different metrics”

Every product uses different metrics and has a different strategy, partners (if any), and customer relationships. Are you going to stick with one product for your entire career?

I like AAARR metrics. The 5 phases in the customer lifecycle they represent are universal and can be applied to any product in any industry:

• Acquisition

• Activation

• Retention

• Referral

• Revenue

3. “Your user and buyer are typically different people”

There may be even more decision-makers. You need to understand who they are (e.g., IT, business, legal) and what their specific needs or objections are. Address them with your product.

I've been in B2B for years, including 5 years in my B2B startup. We worked with customers like OTIS (US, elevators), Pratt & Whitney (US, aerospace), and GKN Driveline (UK, automotive, FTSE 100).

It's similar to managing different stakeholders in your organization. Ultimately, you are interviewing and talking to people.

4. “You create for a team, not for a person”

You will quickly discover these collaboration needs (and customer jobs) as part of Product Discovery. Also, you can easily cluster your data and product analytics by the customer account or a specific team.

5. “Marketing and sales are different. In B2B, decisions are rational”

It's not businesses but people who make decisions. People with dreams, ambitions, fears, and desires.

Even CFOs.

Empathize with them. Instead of focusing on transactions, focus on creating real value.

6. "There are custom feature requests"

Some organizations modify their "core product" specifically for customers. For me, those are small projects.

Interestingly, some of these companies do not even have a product. They copy similar output. And the “customization” might take months.

In every case, a good strategy requires tradeoffs and focus. What we do. And what we don't. In both B2B and B2C, it's impossible to satisfy every customer. Some will be delighted. Others might be disappointed, as your value proposition is not for them.

And that's a good thing.

7. "But we work in a customer-vendor relationship"

In 99% of the cases, this is a project, not product management. With the predefined scope, deadlines, and waterfalling work. Don't confuse it with the Product work.

If I could recommend only one video, it would be this one:

Conclusions

To summarize, in both B2B and B2C, you need similar skills. A good, customer-centric PM should be able to adapt. If she wants to. And if the company gives her a chance.

Every organization I worked in or advised had a completely different culture and ways of working. If anything, knowing the particular market and the industry or working in a startup vs. a large organization might be a better criterion. Still, I would prefer to hire a good PM than an average PM who knows the market well.

In the case of SaaS products, these “differences” between B2B and B2C are even smaller (I’ll discuss it another time).

At the end of the day, we all work in human-to-human (H2H).