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.
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“I’m about to launch a website selling scotch whisky. Can you offer any advice?”
Last time I published an article explaining why I thought roadmaps were a little like DVD box sets. DonorDrive product manager Kasey Marcum (@kaseymarcum) asked in the comments:
“Always enjoy your posts, Jock! I really love the high level idea of this. What does this actually look like in the wild?”
Imagine your roadmap and sprints being as engaging as a hit movie – just think how much easier they’d be to “sell” to your stakeholders and customers! Let’s see how you can do this.
Set up a “Launching Soon” page in minutes. Collect interest, increase sharing and build your audience. Take a look at LaunchRock!
Product Focus do a nice line in journals covering particular topics such as pricing and business cases. They’re clear, easy to read and immensely practical, so well worth a look. Find them at http://www.productfocus.com/journal.php
We’re looking at the kinds of information that specific groups of people need to know during the lifecycle of your product and why they’re so interested in the first place.
Last time we covered the steps from idea through to convincing people to part with some cash to build it. Now we’re going to look at building it and onwards through launch to review.
Sometimes the role of product management can be a little overwhelming. There’s often so much to do that you can feel at a loss for where to begin. But did you know that ancient Greek philosophers contended with the same problem?
There are many reasons why Sales may be holding back on your new product. As we all know, Salespeople are by nature shy, retiring types, who need constant reassurance. You need to encourage and nurture them, delicate little flowers that they are. Or at the very least, restrain the urge to run screaming at them with a baseball bat held aloft.
If you want to succeed in global markets with a ‘one size fits all’ approach, you may want to reconsider that strategy. Pay as much attention, if not more, to getting the local details right.