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.
» AI frees you up for thinking, learning and judgement
» IKEA found €1.3B using AI as a growth lever, not a cost lever
» AI should not be a further excuse to avoid human collaboration
» So-called hypergrowth is quadratic, not exponential (adding a larger fixed amount each year — not multiplying)
» Sustainable growth requires new products or built-in virality, not just more marketing
» True exponential growth is rare and short-lived
» Dissect your monolithic metrics to drive growth in more easily influenced segments
» Don’t kill the golden goose of growth by oversaturating a channel
» If growth is your goal, have a sense of urgency
Product-led growth:
» is a strategy where the product itself sells itself through features and usability
» can create self-perpetuating growth loops
» can be even more effective when combined with growth product management company-wide
» Moving to a product-led growth model takes time and will encounter resistance
» A product-led model does not replace the sales-led or marketing-led approach completely
» Growth loops operate on a similar principle to compound interest
» Software companies with a frictionless product approach displace custom-built apps
Hi Jock,
I was reading your article about growth product managers. What is the difference between ‘growth hacker’ and ‘growth product manager’?
There’s an ongoing debate about generalist product managers versus emerging product manager specialisms (such as ‘growth product manager’). I think there is room in our profession for both. Let me explain.
» Growth product managers are expected to focus primarily on revenue growth
» Growth hacking failed in part because it produced unsustainable growth
» Some companies stimulate growth by “infiltrating” offline communities
» With infrequent use products, market penetration is a better measure of product-market fit than retention
34.2% of product managers said they left their previous role because there were no opportunities to grow.
In this panel discussion, Lucie McLean (Zalando) discusses growth and career progression for product managers with Jock Busuttil (Product People Limited) and Daniil Pavliuchkov (Tier).
