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The Value Assessment Framework (Part 2)

The Product Coalition

Here is a simple framework to help you understand what they need, and more importantly — where are your current gaps. For example, when companies say that they want to start selling to enterprises, everybody nods. Your product’s value needs to be defined, delivered, and perceived as such by your customers.

Framework 123
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The Value Assessment Framework (Part 3)

The Product Coalition

The value assessment framework allows you to identify gaps in any of the value layers — definition, delivery, and perception. This concludes the value assessment framework. But not all gaps are alike, and not all of them need to be treated the same way. Some even need to be left untouched. I wanted to be able to say yes.

Framework 105
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Creating Clarity in a Complex Reality

The Product Coalition

As you might have noticed from reading this blog, I share many stories related to my personal relationships as a means to talk about product leadership. Often it’s because so much of product leadership is about relationships. Identifying Bottlenecks I write here a lot about the pirates’ metrics framework.

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When Your CEO Needs a Strategy Now

The Product Coalition

If you are the new product leader of your company, your company might be in product leadership debt. One of the common situations where this conflict arises is when you take a new product leadership role. For example, you can use the pirate metrics framework to quickly understand what areas work well and which areas are problematic.

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The Ultimate List of Customer Success Resources For 2022

Gainsight

Every year Gainsight loves to give our customers and community the best of what we have for resources, including events, webinars, articles, ebooks, and more. It All Starts with Leadership Alignment. Enterprise CS 101: Establishing Customer Success Quickly. Enterprise CS 201: Customer Success for Multi-Product Growth.

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3 Creative Levels in Your Product Career

The Product Coalition

Each such level requires a different skill level and different frameworks, and moving from one to another (at least to doing it well) might take time and practice. Their domain was tightly related to eBay’s one, and their enterprise B2B model resembled what I did at Imperva. I guess many of you went through the same process.

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Your Problem Isn’t the Leaky Bucket, It’s the Clogged Pipe

The Product Coalition

I like to describe it using Dave McLure’s AARRR framework: you are pouring leads into the pipe on the left, and you get happy customers on the other side of the pipe on the right. for example, SMB vs. enterprise. Everyone works really hard, and the success rate is far from 100%. Sounds familiar? Let’s see why it happens.