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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. When I built a new feature, I knew exactly who would benefit from it and knew who to call for feedback. For a great introduction, download Intercom’s Jobs To Be Done eBook.
If you are on the journey toward product-market fit, you know it’s not easy. Every new product has its own fit to find. One of the hardest challenges of any product and any startup is of course reaching product-market fit. product-market fit under the hood. So here it is?—?product-market
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. Use words and phrases that are common among your target customers.
Businesses invest heavily in productmarketing through webinars, blog posts, and video content for a reason – it gets them notable results. If you’re looking to start or improve your SaaS productmarketing strategy, this is the article to read. Both are vital for SaaS success.
SplitShire-London-Collection-210062 When I work with companies on sharpening the value proposition and refining the product strategy, one of our information sources for the process is their existing customers. Who they are, why they chose to work with the company, what value they are getting out of the product, etc.
Customer experience isn’t just for products. As an employee, you provide customer experience to your manager, your colleagues, and your own employees. There are many things to take from it, but I mainly took the fact that you need to think about the customers from their point of view. Is it a great one?
Let me jump right in: With product analytics, customer retention isn’t just something you measure after the fact; it should be something you can learn to predict (and then improve). How could a product manager possibly dig into the data and pull up something that’s genuinely useful for activation and retention?
After 3 full days of meaningful discussions, I took the time to reflect and share with you my thoughts and insights. I immediately knew that it meant that I must listen even more carefully than I intended to since I have the responsibility of bringing Marty Cagan’s insights back home. Stay tuned.
Content marketing vs productmarketing? The goal of any marketing strategy is to attract and convert members of your target market into paying customers. But what is the difference between content and productmarketing ? The advantages of both marketing strategies. Definitely not!
Naturally, I relied on the very talented people at the company to share their insights with me. After a while, I started feeling more comfortable in the cybersecurity world and was able to talk intelligently about my product and the market. I have seen so many frustrated product leaders facing a similar situation.
Between interfacing with multiple teams, coordinating release schedules, prioritizing customer happiness, driving the mobile product roadmap, messaging product announcements internally and externally, and myriad other activities, the list of “to-do’s” for mobile product managers may seem endless, and the job is ever-changing.
Every now and then, early-stage founders approach me to hear about their product idea and give them feedback. This mostly happens with products related to the product space itself — products for product managers and product teams. I see them everywhere, and apparently, they see me too.
This might sound counterintuitive, especially with product-led growth (which I’m a big fan of) practically saying the opposite, but bear with me and I’ll explain everything. Your Customers Don’t Want Your Product Of course, eventually, they do. And the customers are left confused. it makes sense to lead with the product.
Bad Feedback Doesn’t Always Mean Your Product Is Bad Bad productfeedback is a bummer. But contrary to what you might think, it doesn’t always mean your product is bad. Here is a quick guide to strategic thinking about productfeedback. The feedback on all three talks was great.
As long as I talked about product consulting, even when people understood that I only coach them and did not do the work myself, they mostly wanted feedback on their deliverables — the actual screens, app, or capabilities the product had. Not all companies, even ones that are truly user-focused, sell this way.
Your product sells not for its features, but for the value it brings to your customers. True product value lies in understanding and meeting the deeper, often unspoken needs of customers, beyond just functionality. Here’s a three-step approach to ensure products connect with users on a more meaningful level.
You’re investing resources in hiring and training the right people, tracking different metrics at different stages, adding more and more complexity with each increase in headcount, use cases, and customers. Natasha Ratanshi-Stein is the founder of Surfboard , a software company that offers scheduling tooling for customer support teams.
The Product Leader Certificate requires a little more PM experience and demands competence in DevOps, data analytics, and hard technical skills. Key takeaways include product strategy , user research, and the UX/UI design process. It explores product leadership fundamentals and managing growth, among other takeaways.
The reason it took so long is that finding the right product strategy is a bidirectional dance with the market , and we need to take the new strategy attempts to the market and see our potential customers’ feedback before we can get any insight on how it works and go back to the drawing board to make it better and more precise.
Dock gets a competitive advantage by focusing on a specific market segment. ClickUp achieves product differentiation through customization. Hopstack’s differentiator is its exceptional user experience. HubSpot prides itself on its exceptional customer service.
You have users and even happy customers, but the next level of success is yet to come. It is also tempting to think that the problem is not with the product, but rather with marketing or sales that are unable to bring customers fast enough. It is usually when things work, but not getting on a roll business-wise.
The first and most obvious step here is to clean data that simply doesn’t need to be there, for example, product activity that comes from internal users and not from real customers. This is one of the insights that the CPO Bootcamp participants get as part of the data-driven product leadership module.
In part two of this summary, I am moving to talk about strategy and leadership insights. As these are topics close to my heart, I had a lot to say — so here are my thoughts backed by SVPG’s insights on these topics. Some of the insights in this part of the summary have come from the stories and thoughts shared by the partners.
This in itself can open a whole discussion on whether alternative B that is chosen now should be scalable enough to support any future need, or is it only an interim solution (an insight that would, in turn, impact how quickly it can be delivered). For example, let’s say that you are creating a new onboarding experience for your product.
Photo by zhang kaiyv from Pexels One of my customers recently shifted from a classic enterprise sales approach to a product-led growth model. We worked on this change for quite some time, and when the first release of the no-touch product was ready it was a major milestone. the product leader?—?to And it is up to you?—?the
When people (and VCs) aren’t spending money easily, you must be super sharp with your value proposition, positioning, product, marketing, and sales. While I understand this distinction, I believe that a company cannot reach real product-market fit without nailing down its GTM, and vice versa. Here is how it works.
If you’re just dealing with tough market conditions, the situation is different but the conclusion is quite similar: When people (and VCs) aren’t spending money easily, you must be super sharp with your value proposition, positioning, product, marketing, and sales. They see it as sales and marketing’s responsibility.
For example, when you simply want to have something out there as quickly as possible, not because you want it to work well, but because you want to use it to learn something much more important about your customers. There is risk in focusing on a single use case and there is risk in building a one-size-fits-all product or feature.
Getting paying customers for your SaaS business can be a challenging and complicated endeavor. However, the time-tested strategy of SaaS email marketing has proven to be a reliable method of driving product growth. Software companies need to use targeted emails instead of sending the same message to every user.
That’s normal and makes perfect sense, as not all customers want the same thing. Which Customers Pick Each Type Now that you have described the types of competitors that you see, it’s time to dive in. One insight that I find with almost every company I work with, is that specific customer profiles choose specific types of competitors.
Only among my consulting customers , two companies recently hired a new VP of Product. I decided to write this article to help you, product leaders, with your new position. This can be achieved by opening the conversation and asking questions such as: What do you think is the #1 challenge in the product right now?
Pitfall #1: No Long Term Thinking The lean philosophy says you don’t really know what’s happening in the market until you meet the market. For example, even if potential customers tell you they are willing to pay for something, you can’t know for sure until they are actually paying for it. Help yourself succeed?—?in
Your product’s value needs to be defined, delivered, and perceived as such by your customers. If this isn’t challenging enough, what your customers want and need varies based on their profile and maturity with your product. Do all of your customers use it the same way and for the same purpose? Likely not.
Creating a new product category also creates a plethora of challenges – from spotting the right market niche to convincing customers that yours is a service they need. If people aren’t looking for your solution, you have to educate them about the problem your product solves.
Redefine Success As a product leader, your end game is different than the one you had as a product manager or even as a group leader in larger organizations. You can no longer define success as having a good product, or as satisfying sales’ or users’ needs. Are you ready to make the shift?
This improves customer experience and increases conversion rates. And strengthens the relationship with the customer. Start creating conversion paths by defining their goals from the customer and business perspective. Next, create user personas. Focus on their JTBDs, pain points , and gains from using your product.
Customerfeedback, as well as code maintenance and improvements, are constant tasks, which can take a toll on team members who are already spread thin. As a product leader, it’s important to approach this process with empathy and understanding.
Word-of-mouth marketing is one of the most effective marketing strategies that productmarketers can implement. A defined word-of-mouth marketing strategy helps you encourage and accelerate conversations within your customer base that grow your brand. What is word-of-mouth marketing?
Photo by Pixabay I recently led a product-market fit workshop at a known company in the Israeli tech industry. It is a well-established company, a leader in its domain, but it still needs to deliver new products to the market so product-market fit is a very relevant topic. But is it enough?
But most of all, it is exciting because it gives you an opportunity to see your strategy coming to life in short cycles with immediate feedback loops. The general process of product-led growth starts with mapping the customer journey?—?the One way to do it is to get in front of your customers and ask them for their perspective.
Ford’s famous quote tells you exactly how he wanted it done: “Any customer can have a car painted any color that he wants, so long as it is black”. The target audience in this case was very specific (although very wide, and that’s also an important part of product-market fit). what is important for you about the product’?—?features
We’ll also go over how to improve essential SaaS sales metrics like customer acquisition cost, annual recurring revenue, average purchase value, and expansion MRR so you can make the most out of your SaaS product. Nurturing new customers is the best way to reduce churn and increase expansion revenue.
product strategy. products, . product planning. manager (perhaps known as a product owner) focused on. in terms of features and product options, and . product growth. manager (or productmarketing manager) taking on expansion of products that are currently available, the products we have.
To create a solid product strategy you must understand the company goals, but more than that — you must help the company break them down and make sure they make sense. The real reason is that as a product leader you cannot succeed without it. Your goals are not to deliver products that your customers will love.
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