Let’s assume you’ve clearly defined your target markets, identified high-value business needs and created a unique solution to meet those needs. You’re off to a great start. But don’t take your foot off the gas pedal yet. Market success can be elusive unless you invest just as much effort into executing the launch as you did into identifying the needs and building the solution.
Product launch success comes down to good old-fashioned blocking and tackling in the trenches. It’s hard work. It’s a grind. It’s not fun. It’s not sexy. But there’s a direct correlation between your launch efforts and market success.
Here are five can’t-miss ingredients that all but guarantee product launch success.
The transition from engineering to product management is one of the most difficult. Why? Of all roles that touch the product, engineers are the furthest removed from the market and the customers. It can be done successfully however, as many engineers have already proven. If you’re an engineer with product manager aspirations, make the move in two smaller steps instead of one big leap. It makes the transition easier, keeps you in your comfort zone and positions you for a wider variety of career options over the long term.
Jim Gallant, Event Marketing for the Boston Product Management Association, interviews John Mansour, Managing Partner at Proficientz on the state of product management and Agile development. Jim and John discuss the following topics:
- Why product management teams struggle with Agile.
- Unique aspects of B2B product management and their impact on Agile.
- The growing importance of buyer personas and why they matter more.
- The best ways to align executives and product management.
- Clarifying the product manager and product owner roles.
- The value of product management associations and ProductCamp conferences.
Selling strategic value to the C-suite is the Holy Grail for B2B product and service companies. But a huge chasm still exists between the goal and the reality. Why? It comes down to two things. […]
Ask any product, marketing or sales person for a competitive comparison and there’s a good chance you’ll get a feature comparison matrix. If you subscribe to the belief that features represent “how” a product works, consider a more insightful approach — situational competitive analysis — comparisons of customer business situations and the impact or results your products deliver versus the competition.
If you asked 10 people in any product or service organization to interpret the phrase, “define target customer,” you’d probably get 10 different interpretations.
The most common definition of target customer though, is someone who uses your product or service. But the fact is, even though products are built for users, they ultimately have to deliver value that meets the organization’s strategic business goals overall. With this […]