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I prided myself on knowing my customers. I served teachers, students, and administrators, each group with specific product needs and goals. I had many, many more customers (millions more), but no way of segmenting these customers into personas or roles like at my previous job. Who is the “right” customer to interview?
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That experience led to his bestselling book, The Sales Acceleration Formula. Yet in Mark’s experience working with and mentoring startups, he’s found that many entrepreneurs go with intuition over information. Mark’s latest ebook, The Science of Scaling , outlines a precise framework for success.
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How can you tell if it’s time to push harder, or should you let things move at their own pace? It adds color to my kitchen, it made me clear the table from other stuff so that it stands out, and every time I look at it I’m filled with joy. These rounds take time. We all want results, and the sooner the better. But some things?—?especially
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Developing a content strategy for productmarketing requires an approach similar to product positioning. It’s about meeting your target customers in their comfort zone with insightful content that strikes an emotional chord. It has to be outside-the-box, educational and thought-provoking all at the same time.
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I have been helping her reshape how product management is perceived in the company by building a solid product strategy, team structure, roadmap, processes, and more. Now it was time to talk about the team and how to get them to lead with full ownership. If they are like mine, they would ask for a one-time exception (every day).
But to truly solve customers’ problems, founders and product leaders must think beyond what they already know about the product. Unfortunately, in the case of your morning meeting — it is going to happen, and it’s a big one which you must attend and arrive on time too. How to solve a certain customer problem?
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They debugged their code on paper, multiple times, before it actually ran for the first time. Back then, the impact was boxes and boxes of punched cards, and endless compilation time on the single computer everyone had to share. You have users and even happy customers, but the next level of success is yet to come.
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It deals with many unknowns, as well as multiple dimensions and variables at any given time. I realized that this is something that I do whenever I’m helping my consulting customers or the CPO Bootcamp participants to make strategic decisions. about the market, the customers, the product, the business, the plans ahead?
you are the product leader, so you need to decide. It’s not only the decision itself that is objectively hard most of the time but the process as well. I have seen so many frustrated product leaders facing a similar situation. While product thinking is very hard to define and explain in a few words, it is a real thing.
Of course, it would have been ideal to find someone who had had both extensive experience and amazing learning abilities, but there’s a reason unicorns are so rare. For example, you gain nothing from having a new product if the company can’t sell it to the market, so your roadmap must address also the sellability of the product.
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In the example above, you might have a strong gut feeling that says that you shouldn’t make this big effort until you have a strategy, but when you ask yourself why exactly, the answer might not be 100% clear. Once you have that logical explanation in mind, share it with everyone, time and again. It can only help everyone align.
There are many ingredients needed in order for your product to succeed. Not all of them are related to your product, or even to your product’s domain. Your customers’ ecosystem has more impact on your ability to succeed than you might think. Bottom line, I work on many presentations, all the time. Here is why.
Dock gets a competitive advantage by focusing on a specific market segment. ClickUp achieves product differentiation through customization. Hopstack’s differentiator is its exceptional userexperience. HubSpot prides itself on its exceptional customer service.
Because over time, the Structured Data group (that I was Head of Product at) developed smarter, AI-based systems, that were meant to replace the back-office work or make it more efficient and create a better product catalog at the same time using things only machines can do. We all do it all the time. Here we go.
A good product strategy helps you to acquire happy customers and retain them over time. Here is how product strategy helps you overcome them. Photo by Braden Collum on Unsplash Working on product strategy is an iterative process. If the baton falls somewhere in the process, they will not become a customer.
Since the annual report takes time to prepare and file and is typically filed in Q4 of the following year, I wouldn’t know the real amount of tax that I would have to pay until then. The result was that I knew that the next time I would look at my bank account, I will get a much clearer picture of reality?—?a
as one would expect, had a lot of experience in setting systems up, keeping everything running and organized, with proper procedures and dashboards in place. Backed by a rich business background, he took over the sales and marketing departments and started to put them on an operational pace that created stability and transparency.
The journey to product-market fit might seem random, but it actually has a well defined high-level structure. Here is part two of the guide that will help you find your way to product-market fit. This is an important principle in the product-market fit journey.
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You blame the market, but often that’s just overlooking the real problem. A product strategy is often the missing link that would convert your efforts into actual revenue. While I understand this distinction, I believe that a company cannot reach real product-market fit without nailing down its GTM, and vice versa.
We were monitoring our customers’ databases, and the architecture caused a severe performance impact on the databases themselves. It was an informed decision before my time there, that allowed us to release something very quickly. While none of our customers wanted to use this feature, many of them wanted to have the option.
We have three distinct products: the ad-supported video streaming platform, which is what we started with four years ago; a subscription version of the business with ad-free content; and exclusive original content. We also have a kid’s product, with ebooks, video games, audio stories, videos, movies, etc.
was the first product manager I ever hired. A brilliant guy, with many years of tech leadership experience, but none in product management. Still, he was one of the best hires I made in this area and he turned out to be a product star. When I hired him I already had a lot of experience in people management.
Photo by Clementina Toso on Unsplash Working as hard as we do, the weekend is a must-have time for relaxation. With the kids and all, I always find the time to read the weekend newspaper. Of course, when I am busier, the pile gets higher, since I have less time for reading. I have a very specific order in which I read it.
It took me time to understand that I need to present myself as a product leadership coach and product strategy expert rather than a consultant. With sales-led, which is also a bad name, the model means giving each customer exactly what they want and following the money. Not all markets want to buy this way.
To truly solve customers’ problems, product leaders must think beyond what they already know about the product. it is going to happen, and it’s a big one which you must attend and arrive on time too. You get to the office on time, as dry as you could have, but that isn’t dry at all. Real invention is hard.
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