A go-to-market strategy isn’t something you tack on as an afterthought to an upcoming product launch. Instead it’s about understanding where value exchanges occur, and figuring out how to make them more frequent, consistent and predictable.
» Communicating your differentiated value consistently works better than a custom pitch every time
» For go-to-market without a PMM, aim to fill some of the gaps, not to take over the whole role
» Traditional marketing-generated leads involve telling the customer the value; product-led growth shows the value instead
“Hi Jock, I’m currently applying for loads of product manager jobs. I’ve received an offer from a sales-led company where the Product team reports in to Sales. Should I take the job?”
The other day, I was asked how to launch a product successfully. Two competing responses sprang to mind: the way I would have answered a couple of decades ago and the way I actually suggested.
How much of a problem is it if something similar to your shiny new product idea already exists on the market?
Here’s another question I was asked recently:
If you’re concerned about buyer needs and their objectives, how closely aligned do you suggest product organisations be with marketing and with the persona development to ensure they are creating a solution that does meet those needs in the market?
Here’s my answer:
As the Olympics approached, I was salivating greedily about the twenty-four live streams of coverage the BBC would be providing. As I’m not on cable or satellite, this ended up being just three. You’d think I would be disappointed but I’m not – this is going to improve my enjoyment immeasurably as a result. Here’s why.
