Remove Positioning Remove Product Manager Remove Support Training
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11 Product Strategy Examples For SaaS

Userpilot

Crafting a winning product strategy is crucial for SaaS success, and finding the right product strategy example can provide all the inspiration you need. This article provides concrete examples of different product strategies employed by SaaS companies. This has allowed them to capture a significant market share.

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GDPR: Who Should be Your Data Protection Officer?

Mind the Product

Why Product Needs to Care. Why am I writing about this for the Mind the Product blog? The GDPR introduces the statutory position of Data Protection Officer (DPO), with the task of ensuring that a business complies with GDPR. In the UK some data processors are already being asked for unlimited liability in their contracts.

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Designing an Organization for a Product Approach, Part 2

Johanna Rothman

Again, I am not saying this is the only way a product organization would look, but this is a possibility. 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.

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How to Measure Software ROI For SaaS Products

Userpilot

TCO includes not only the initial purchase or development costs but also ongoing expenses like licensing, support , training, maintenance, and upgrades. While it’s important to be positive, it would be really naive to think that you’re going to realize 100% of the possible benefits, not immediately anyway.

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Creating a Product Launch Training Program

ProductPlan

They’re on the front lines fielding messages from customers trying to use the product to achieve their own goals. Support’s training must therefore delve into far more detail. In this case, the WHY takes a backseat to the WHAT and HOW of your product. Last—but definitely not least—comes the customers themselves.

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Creating a Product Launch Training Program

ProductPlan

They’re on the front lines fielding messages from customers trying to use the product to achieve their own goals. Support’s training must therefore delve into far more detail. In this case, the WHY takes a backseat to the WHAT and HOW of your product. Last—but definitely not least—comes the customers themselves.

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I’ve abandoned “MVP”

Mironov Consulting

Filed under “whiny excuses from product management for missing delivery dates.” So IMHO, calling something an MVP invites chaos. Stakeholders keep expanding the definition of ‘done’, since we can’t ship a real revenue product without features A, B, C, X, Y and Z. No BS, no positioning, no obfuscation.