This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Scaling a product isnt just about selling moreits about refining product-market fit, unlocking the right growth levers, and making sure your go-to-market strategy actually aligns with what your customers need. Rachel shares how shes helped SaaS products scale from $1M to $10M in a year. Why Listen to This Episode?
The core focus of these activities is on thorough market research, continuous customer engagement, and strategic product development. He emphasized the importance of role clarity and how the lack of it often leads to frustrated product managers leaving their positions.
At a product-first company like Intercom, our productmarketing team has always had a crucial role – and over the years, we have often discussed how we approach productmarketing. Of course, not all companies go about productmarketing in the same way.
Before you order the roadmap items, double-check that you have a validated product strategy in place. You should be able to confidently say why users would want to use your product and why it is worthwhile for your company to invest in it. If you haven’t nailed the answers, then do not continue the roadmapping effort.
Speaker: Hannah Chaplin - Product Marketing Principal & Steve Cheshire - Product Manager
Without product usage data and user feedback guiding your productroadmap, product managers and engineers end up wasting money, time, and effort building what they think stakeholders want, rather than what they know they need. Productroadmaps must focus on the "now" and allow feedback to inform the "later."
Tech billionaire Marc Andreessen has been credited with bringing the term “product/market fit” into the mainstream lexicon in 2007. During my dealings with investors and product veterans, I’ve often heard that you can always feel when product/market fit is happening. Usual Benchmarks to Measure Product/Market Fit.
Productmarketingroadmaps aren’t a staple in most B2B organizations, but there are a host of reasons they should be. The biggest reason metaphorically speaking, is they willingly “fence the salesforce” into your most lucrative markets and give them a shorter path to meeting sales quotas and revenue goals.
ProductMarketing may be one of the most misunderstood and undervalued functions as evidenced by the fact that so many B2B organizations still don’t have it. If clearer differentiation and greater sales success are on your A-list, dispel these three productmarketing myths and you’ll be on your way.
Product-market fit (PMF) is a tricky thing for startups. It’s that sweet spot where the needs of your target market perfectly align with what your product is offering, and if you’re a product manager at an early startup, it’s your job to help your product find that fit. but nothing around how to measure it.
Speaker: Jordan Bergtraum, Head of Product at Equip ID & Consultant
Features and benefits may be part of the overall productmarketing plan, but they are NOT the basis for a compelling “Product Message”. Product Managers may feel the “message” should be developed by the ProductMarketing function, but I disagree. The benefits of a good product message.
At Intercom, we believe the best products are built with the market in mind. That’s why some of Intercom’s first marketing hires were productmarketers and why we’ve had a “seat at the table” from the early days of the company. . More and more, I see startups hiring PMMs as their first marketer ”.
Relative to other standard roles defined in an organization such as Ops, Marketing, Tech etc., the Product Manager role is a rather recent phenomenon. As a result, there are various different approximations that are made about the role in an organization depending upon their experience with building products. ProductRoadmap.
Mapping current products, future ideas, and quick experiments as product managers. Productroadmaps are one of the best-known tools and also the most misused by product managers. This time we talk about the role of roadmaps in portfolio management. The other way to organize a portfolio is market-based.
Product Strategy Discovery As its name suggests, product strategy discovery is about finding an effective product strategybe it for a brand-new product or an existing one whose current strategy is no longer valid. The GO ProductRoadmap is the template I have developed to capture an outcome-based roadmap.
If I were building a productmarketing organization from the ground up, I’d consider myself lucky. Most productmarketing leaders inherit a team and then face the task of shaping it to meet their ideal make-up and the desired goals of the organization. You’re sandwiched right between product management and sales.
Common Scenarios Before & After AI Here are a few common product management scenarios that exemplify the stark difference between learning best practices before and with AI. Market Analysis Before and With AI Customers are clamoring for a number of improvements to your product and youre on a mission to get them funded and on the roadmap.
touches on what startups should and shouldn’t do when striving for product-market fit. Perhaps that’s why Enzo Avigo, CEO of June , reportedly recommends several “dos” and “don’ts” on LinkedIn on how startups can navigate their journey towards product-market fit. Your product changes too fast. CEO of June.so
No matter what role you playproduct management, marketing, sales, customer onboarding, or account managementif your starting point isnt quantifiable customer value, fuhgeddaboudit! Its easy to get caught up in your own goalscorporate goals, sales targets, marketing KPIs, retention quotas. They’ll assume your products are great.
Productmarketing is the process of bringing a product to market, and a well-curated productmarketing strategy is key to understanding customer needs and driving adoption. TL;DR A productmarketing strategy is a roadmap for how a new product will be positioned, priced, and marketed.
We agreed that our number one priority had to be achieving Product/Market Fit. In agreeing our framework, we realised that we had been placing too much bias on ‘Market Fit’ in our meetings, and had neglected ‘Product Fit’. I also re-framed the alignment meetings as “Roadmap” meetings, not “Prioritisation” meetings.
When creating your roadmap, you need to consider what’s important to the company (not just to the product) and what is the best way to make progress across these multiple needs. These are the exact questions you need to ask when creating your roadmap. In startups, it is actually the company roadmap.
How marketing and product management work together. Turns out if you ask 50 different people what marketing is, you’ll hear 50 different answers. That is what our guest did to investigate what people think about marketing and how it fits into the work product managers do. 7:06] How do you describe marketing?
But instead of telling a clear, compelling story, they send out a spec or share a roadmap deckand hope it gets read. Enroll in our AI Product Management course to master AI-driven strategy, uncover the right use cases, and lead cross-functional teams as you scale smarter with the power of automation and intelligent tools.
A productmarketing framework is like a compass that guides you through the complex, fast-paced world of SaaS. From initial launch to ongoing product management , this framework acts as a map towards sustainable growth. In this article, we dive deep into what a productmarketing framework is and explore its essential components.
On this episode of Intercom on Product myself and Paul Adams, our SVP of Product, take a look at roadmapping. Knowing how and when to define a roadmap, who to include and how long to plan for are key elements to finding the balanced approach that you need. As you grow functions, the audience for your roadmap widens.
On this episode of Intercom on Product myself and Paul Adams, our SVP of Product, take a look at roadmapping. Knowing how and when to define a roadmap, who to include and how long to plan for are key elements to finding the balanced approach that you need. As you grow functions, the audience for your roadmap widens.
Of course, some customers might not be satisfied by the products offered on the traditional menu or catalog so product managers need to cater to these customers by offering a secret product menu. A product manager manages the productroadmap/product lifecycle. Higher revenue and market share.
Roadmaps require massive prioritization. It’s nice, but there is a much higher level of prioritization that needs to happen and would impact your roadmap much more. The same happens with your roadmap. Your roadmap must serve the company’s (business) goals , and therefore that’s where you need to start. Photo by Anete L?si?a
Overlapping responsibilities and conflicting priorities are just a couple of the many friction points between product managers and productmarketing managers – leading to inefficient workflows and potential product failures. They define the product vision , strategy, and roadmap.
It takes a village to successfully manage a product and as a product manager, you will become the central hub within your company for a lot of critical information about your products, market, clients, competitors and prospects. Secondly, you have to be a ruthless prioritizer. Get the Details Right.
He grows revenue and adoption, and ensures product by turning business problems into profitable, simple, easy-to-use solutions Jordan works closely with his market, executives, and internal subject matter experts to develop roadmaps, and communicate these roadmaps internally and with clients.
When I talk about roadmaps with younger product leaders, I often hear things like “we don’t need one, we are agile” or “why build a roadmap when things will surely change”. The roadmap sets the strategic direction of the company, and when built right it also doesn’t have to change that frequently, despite your agility.
He grows revenue and adoption, and ensures product by turning business problems into profitable, simple, easy-to-use solutions Jordan works closely with his market, executives, and internal subject matter experts to develop roadmaps, and communicate these roadmaps internally and with clients.
Consequently, your focus shifts from managing a product to looking after the product people on your team and empowering them to do a great job. For instance, you might show the individuals how they can make effective strategic product decisions, create an actionable productroadmap, and effectively use the right KPIs.
A four-layer framework to create a winning product strategy Today we are talking about creating product strategy. He is a strategic practitioner, having spent 20 years leading product, marketing, and business functions for large international corporations. The product strategy is still at a big-picture level.
Before we bring the portfolio roadmap into the picture, let’s set the stage with productroadmaps. For most people, the term roadmap conjures up a visual presentation of product features and delivery dates published by product management.
The lint roller makers have figured out that they can generate more revenue by marketing the same product to a whole new market segment — pet owners — under a clever new name. For most B2B organizations, vertical marketing yields nothing but upside, especially if your products and services are a commodity or will be soon.
For example, a product strategy workshop might have the objective to identify the key changes required to achieve product-market fit. Contrast this with a sprint review meeting , which might help you determine if users can easily sign up for the product. Assess product strategy and adjust if necessary.
Although the buy cycle for a B2C customer varies vastly from a B2B customer, they both have one key thing in common: What people say and feel about you carries more weight than any awesome marketing campaign you put in place. Productroadmap. Analyze: Gauge shifting emotion and insights across product, marketing, and CX.
Carrying out product discovery involves answering the following questions: What is the specific value the product should create for the users and customers? Which market and market segment should the product address? What makes the product stand out? Let’s look at timeboxed product discovery first.
But the value a product creates is ultimately determined by its users: No product will be successful in the long run if it does not solve a specific user problem, create a tangible benefit, or help the users achieve a specific goal. A product owner should therefore look after a product at least until PMF, preferably longer.
The best product launches are like the cream cheese frosting on a decadent chocolate cake! enabled product or feature set and everyone’s totally energized over the upcoming announcement and marketing launch activities. The new product is going to boost your differentiation in the competitive space. Huge ripple effect?
How to achieve product-market fit – for product managers This episode is sponsored by PDMA, the Product Development and Management Association. PDMA is also the longest-running professional association for product managers, leaders, and innovators, having started in 1976. Underserved needs Product: 3.
It must then be successfully brought to market, tested against what customers say, think and do, and have real market impact, to be unambiguously declared innovative. You can innovate (generate new, different, better ways of doing things) at the business model level, at the product strategy level, at the product execution level.
We organize all of the trending information in your field so you don't have to. Join 96,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content