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Being a software product manager is one of the most important jobs in tech. The product manager, at his or her core, is on the front lines of making customers happy every time they use the product. 

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Think April Underwood, who spent four years as Chief Product Officer at Slack and 4 years before that as Director of Products at Twitter. Think Gibson Biddle, VP of Product Management at Netflix during a time it grew from 2 million to 13 million subscribers. These two product managers alone accounted for tens of millions of happy customers who loved (and still love) their products.

But the day to day job of being a product manager usually doesn’t come with household names and hot companies. Product management is a grind. And the job is getting more complex. You have to synthesize information (and opinions) from various sources: customers, sales teams, C-level executives; user analytics, market analysts; and, most likely, just about anybody who happens to see you at the water cooler.

One of the most important jobs of product managers today is to decide which monetization and deployment models to use. The amount of flexibility available today is fantastic, but it also requires many decisions. Do subscription, perpetual, or usage-based monetization models work best? What about deployment models, such as SaaS, on-premise, or embedded (or IoT)? How can you maximize value—for you and for your customers? How can you leverage product usage analytics

To help product managers better understand their peers and market benchmarks, Revenera released a three-part research series to better understand how the market is evolving. See the reports here: