Viewing entries tagged with 'marketing'
In my last article I wrote about the trends of continuous discovery and continuous delivery. At the end of the article I pointed out that while I love these techniques because overall they are much better for our customers, and for our ability to rapidly improve our products, there were a few important consequences that had to be dealt with. In this article I want to take about the impact of continuous delivery on product marketing and our marketing, sales, and service organizations.
Jane is supporting the launch of Product X, a new release her company is really excited about. She is on the marketing team. Armed with her launch checklist, she schedules a meeting with John, the product manager. At the meeting, John answers all of her questions, draws a market segmentation on the white board, and talks about the key features and why they are important. Jane takes lots of notes and asks John to review what she sends him.
Back when I was a product manager for Microsoft Office
, we spent hundreds of thousands on positioning research. Messaging lived for years on store shelves, so getting it “right” was important. We thought about every word and enforced consistency, summarily dismissing changes from well-intentioned copywriters.
I recently asked the founder of a startup what he most wanted to know about marketing. He said, “What’s the best way to get publicity without feeling spammy?”
My husband and I were watching the Daily Show the other night on our DVR, fast forwarding through commercials as we usually do.
Out of the corner of my eye, I noticed the text "Palm Pre" and yelled, "Back up!" to my husband. I hadn’t yet seen the Pre and was interested in Palm’s latest ‘Hail Mary.’
Readers of my articles know that I believe that the single most important thing that a product manager does is to get his ideas in front of real target users. This is where real learning happens, and this is where you can discover a product that customers love.
Article by Martina Lauchengco and Marty Cagan
Industry pundits claim that 9 out of 10 product releases are failures in that they don’t meet their goals. I don’t know if that’s the exact stat or not, but I bet it’s not far off. I do believe strongly that most releases are ill-conceived. Countless release cycles are wasted on products that are either not useful or not usable. There are many reasons for these bad products, and each article I write is intended to address some aspect, but I have long argued that the root cause of these wasted releases can most often be traced to how the role of product manager is defined at your company, and the capabilities of the people you choose for this role.
In many product organizations there are problems between product and marketing. The problems might range from mild friction to downright dysfunction.