Remove Differentiation Remove Enterprise Remove Leadership Remove Vision
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A summary of “Building Products for the Enterprise”

The Product Coalition

Finally, “ Building for Business: Product Management in Enterprise Software ” is a truly B2B-focused Product Management book, written by Blair Reeves (Salesforce) and Benjamin Gaines (Adobe) for “all the ones who aren’t part of the Silicon Valley startup bread”. But why is working in enterprise software now different?

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11 Types of Product Managers for SaaS Companies

Userpilot

A strategic product manager is responsible for developing long-term product vision and strategy. Product marketing managers develop product positioning , messaging , and differentiation strategies. An enterprise product manager is normally responsible for delivering a specific aspect of a complex enterprise-level product.

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Who is Leading the Product? Product Management vs. Product Ownership

The Product Coalition

Introducing Product Management means to install a discipline and to make the company product led and vision oriented. With the actual definition of management as processing facts in differentiation to leadership, the emotional side and the caring for products and the team seams to fall short. This itself might not be surprising!

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Two Powerhouses, One Vision: How Northpass and Gainsight Will Shape the Future of Digital Customer Education

Gainsight

Our team’s vision, focus, talents, and hard work were central to achieving this milestone. A few years later, in 2012, my company was acquired by SPS Commerce (NASDAQ SPSC), and as part of that acquisition, I joined their leadership team. So around this time last year, we revisited and sharpened our vision.

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SaaS growth in 2022: Why tracking competitive advantage will NOT yield marketing leadership

Usersnap

Create your vision and positioning 4. Each has a different approach to SaaS growth and will significantly impact your company’s product vision and revenue strategy. Differentiated SaaS Growth. The differentiated growth approach is creating a product with unique features which can make it stand out from the crowd.

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Intercom’s Sanj Bhayro on creating the right foundation to help businesses scale

Intercom, Inc.

Sanj started working at Salesforce back in 2005, when the company had around 1,000 employees and a few hundred million in revenue, and he was a part of its growth for 14 years, holding several leadership positions in multiple markets in EMEA. Since leaving college, I knew I wanted to work in technology, in a sales or go-to-market position.

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Why Feature FOMO Stalls Product Innovation

Mind the Product

Whether it’s to stay competitive, differentiated, or solve for what they believe are their customers’ needs, some companies get locked into a cycle of feature FOMO – fear of missing out – that ends up stalling product innovation. Product teams should rely on senior product leadership—not competitors— to guide vision.