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Almost without fail, I find that the “maker” side of software companies (developers, designers, product folks, DevOps, tech writers…) and the “go-to-market” side of software companies (sales, marketing, support, customer success.) The go-to-market organizations really want something to market and sell. Sound Byte.
To create an effective product strategy, you must first study the market to understand your target users and make sense of market trends. You also need to define your product roadmap in line with your goals and establish a clear go-to-market strategy for the product. How will you reach them? How will you price your product?
And at least in public, Engineering and Product leadership need to be shoulder-to-shoulder , actively supporting each other at every turn. Then they can build as many custom connectors as the market wants… through a well-supported interface. We’ve Here’s my thinking. [1]
A customer can object if their details are being used for direct marketing, or if they have legitimate grounds to object on how their data is being processed. There are some restrictions if an internal employee is your DPO – they can’t, for example, be a head of HR, head of IT or a member of the senior leadership team.
The senior manager has P&L (Profit and Loss) responsibility for the entire product line, including Product Management (for this product line), Customer Support, Training, etc. Note that Marketing, Finance, HR, are all part of this product line. I am using the word serve as in servant leadership.
If you believe your organization will benefit from a “Voice of Customer” initiative, you will need strong alignment from the CEO and leadership team. sales calls, account reviews, trainings, troubleshooting calls). Listen in or take notes when design or research teams engage in user, market or usability research. .
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