The document provides advice on how to overcome uncertainty and start a business by developing clarity through planning. It recommends writing down all business ideas over a week to generate a thought graph, then creating three essential documents: a pitch deck to explain the idea, and basic financial plans for the business and oneself. The document advises refining the pitch and idea, finding co-founders, exciting friends to join, and figuring out an MVP before raising funds or building the product. It also suggests practicing pitching the idea to select audiences to gain feedback and improve articulation of the vision.
This document outlines the top 10 presentation fails from the perspective of a client or prospect. Some of the biggest fails include using confidential slides from another client without permission, showing screenshots instead of demonstrating the product, making claims about features that don't exist yet, reading the slides instead of engaging the audience, looking at the slides instead of the customer, having an inconsistent theme, misspelling words, having a boring "flat" presentation, and forgetting to turn off email or instant messages during the presentation. The author emphasizes that presenters should prepare extensively and avoid these mistakes in order to make a successful impression and not lose the prospect to another vendor.
This document provides guidance on pre-selling a product by finding early adopter customers. It recommends defining a target customer segment and small initial solution, then writing an expected result. Tools for telling a compelling story like problem description, credibility indicators, and call to action are presented. An interview script is outlined to qualify potential early adopters by understanding their needs, solution fit, and next steps. The goal is to get customer feedback and pre-orders through in-person and phone interviews before fully developing the product.
1. The document provides advice on conducting customer interviews to better understand their problems and needs. It recommends being empathetic, taking detailed notes, and interviewing customers in teams.
2. Key tips include using emotion symbols in notes, getting comfortable hearing unwanted feedback, listening without influencing, and confirming understanding by paraphrasing responses.
3. The goal is to conduct at least 20 interviews, run 2 experiments based on findings, and continually refine understanding of customers and problems worth solving based on their experiences.
This document provides tips for managing a startup project during a 54-hour Startup Weekend event. It recommends:
1) Brainstorming all ideas early and prioritizing based on validations and feasibility within time constraints.
2) Using tools like Scrum boards and assigning roles/tasks to allocate work and set deadlines.
3) Focusing on validating customer need, building an MVP prototype, and creating a business model as these will be key judging criteria.
The document provides tips for pitching a startup company in a competition format. It outlines the typical pitch structure, including introducing the problem, presenting the solution, explaining how the company makes money, and making a request. The tips suggest competitors prepare thoroughly by practicing their pitch, getting feedback by taping themselves, and visualizing success. Competitors are also advised to enter as many pitching competitions as possible to gain experience.
The document provides advice on how to overcome uncertainty and start a business by developing clarity through planning. It recommends writing down all business ideas over a week to generate a thought graph, then creating three essential documents: a pitch deck to explain the idea, and basic financial plans for the business and oneself. The document advises refining the pitch and idea, finding co-founders, exciting friends to join, and figuring out an MVP before raising funds or building the product. It also suggests practicing pitching the idea to select audiences to gain feedback and improve articulation of the vision.
This document outlines the top 10 presentation fails from the perspective of a client or prospect. Some of the biggest fails include using confidential slides from another client without permission, showing screenshots instead of demonstrating the product, making claims about features that don't exist yet, reading the slides instead of engaging the audience, looking at the slides instead of the customer, having an inconsistent theme, misspelling words, having a boring "flat" presentation, and forgetting to turn off email or instant messages during the presentation. The author emphasizes that presenters should prepare extensively and avoid these mistakes in order to make a successful impression and not lose the prospect to another vendor.
This document provides guidance on pre-selling a product by finding early adopter customers. It recommends defining a target customer segment and small initial solution, then writing an expected result. Tools for telling a compelling story like problem description, credibility indicators, and call to action are presented. An interview script is outlined to qualify potential early adopters by understanding their needs, solution fit, and next steps. The goal is to get customer feedback and pre-orders through in-person and phone interviews before fully developing the product.
1. The document provides advice on conducting customer interviews to better understand their problems and needs. It recommends being empathetic, taking detailed notes, and interviewing customers in teams.
2. Key tips include using emotion symbols in notes, getting comfortable hearing unwanted feedback, listening without influencing, and confirming understanding by paraphrasing responses.
3. The goal is to conduct at least 20 interviews, run 2 experiments based on findings, and continually refine understanding of customers and problems worth solving based on their experiences.
This document provides tips for managing a startup project during a 54-hour Startup Weekend event. It recommends:
1) Brainstorming all ideas early and prioritizing based on validations and feasibility within time constraints.
2) Using tools like Scrum boards and assigning roles/tasks to allocate work and set deadlines.
3) Focusing on validating customer need, building an MVP prototype, and creating a business model as these will be key judging criteria.
The document provides tips for pitching a startup company in a competition format. It outlines the typical pitch structure, including introducing the problem, presenting the solution, explaining how the company makes money, and making a request. The tips suggest competitors prepare thoroughly by practicing their pitch, getting feedback by taping themselves, and visualizing success. Competitors are also advised to enter as many pitching competitions as possible to gain experience.
The document criticizes the use of PowerPoint slides that are illegible, lack substance, and fail to engage audiences. It suggests that presenters who rely on such slides may be "PowerPoint offenders" who abuse their audiences with low-quality slides rather than focusing on the audience's needs. The document uses example slides that are difficult to read or contain little meaningful content as hints for how not to design slides intended for serious business presentations.
This document provides information about Ignitor Bootcamp, which helps entrepreneurs succeed through a startup acceleration program. The bootcamp goals are to apply lean startup principles and select entrepreneurs for its Ignitor Startup Acceleration program. This program consists of 6 sprints with 1-on-1 coaching, modules taught by successful entrepreneurs, and a mentor network to help entrepreneurs get more done faster. The document also discusses lean startup methodology and the importance of achieving product-market fit through customer interviews and testing hypotheses.
A perfect future is not in the cards. Nothing is perfect, with the possible exception of how we delude ourselves into thinking that only doing things perfectly can work. Don't let the be the enemy of the good.
Rob Fitzpatrick is a tech entrepreneur and author who has built globally used products for companies like MTV and Sony. He has raised funding in the US and UK and crowdfunded a card game. The Mom Test is a guide for using consumer development conversations to learn if a business idea is good from customers, as people often lie to seem helpful. It recommends talking about a customer's life instead of ideas, listening more than talking, and asking about specific past problems rather than generic future scenarios. Customers should be terrified of at least one question per interview. The tips are to keep conversations casual, collect real commitments, and build products early.
LaMetric. Leadership principles on the way to the successful product company Nazar Bilous
The document provides leadership principles for building a successful product company, as outlined by the CEO and founder of LaMetric. Some of the key principles discussed include having a separate workspace for the product team, hiring people with the right values like ambition and customer focus, balancing the team with different visions from product, engineering, and art, challenging the product team with tight budgets and deadlines, and driving the team with a leader's own example. The overall goal is to combine the team around a shared mission and business objectives to successfully develop products and get results.
This document outlines tools and techniques for teaching customer interviews. It includes:
1. Conducting a 60-minute MVP to get buy-in and fail fast.
2. Demonstrating interviewing rules like not talking about your idea and only opening your mouth to ask questions or affirm answers.
3. Providing an interview script template and conducting interview triads to practice interviewing and being interviewed.
4. Demonstrating a live interview, including options if no one calls like using a ringer or recording.
5. Discussing how to connect interviews to an MVP by building a no-code landing page, video, and validation tools.
The overall goal is to
This document provides advice and a framework for conducting customer interviews and problem validation experiments as part of the lean startup methodology. It emphasizes the importance of getting customer feedback early through interviews in order to learn quickly and avoid wasting months or years building the wrong product. It outlines an iterative process of planning customer interview experiments, conducting the interviews, analyzing results to improve customer and problem definitions, and planning new experiments. The mindset encouraged is being open to learning from customers and using their insights as the key to startup success.
Adopting lean startup? Talking to customers? Many product managers, marketing teams, website, app or software developers talk to their customers but lack the right techniques and draw bad conclusions. Don't build something nobody wants. Instead dip your big toe into the psychology of what it is like to be interviewed and get feedback that is 100% to be trusted.
I have spent years on building startups, some based on what customers told me that they wanted. Then I built it. Then they didn't use it or buy it. How can this be? How can the customer be always right, yet give us feedback that is so wrong? Were they lying to us? Yes, obviously!
The answer to this riddle is in the psychology of how we talk to people, what the context and introduction is to how we start our customer development or interview sessions. At different stages of development, we have different outcomes that we want to achieve; from understanding behaviour to identifying what is really a problem customers care about to whether a given solution to that problem would work to getting your first product built and gathering some usage data. What do you want to know?
There are a few truths for every stage. Customers are always going to be polite and not want to hurt our feelings. Customers will want to present a good version of themselves that eats healthily, makes good environmental choices, goes to the gym regularly - even when the reality could not be further from the truth. Customers will make suggestions to appear intelligent, to tell us what they think we want to hear. Can these biases be stripped out? Absolutely, if you know what to do and what the warning signs are.
Finally, if you live in the product management, web development or software development world, how do you incorporate this feedback into some useful insights that you can bring back to your team? I'll tell you more in the presentation
Do you know what the main steps are that you need to take a sales prospect through? Do you know what your goals and objectives are for each stage? Having the key steps outlined can dramatically improve your results.
This is important because the ultimate goal is to sell the product, but the immediate goal is to get the prospect to move to the next stage in the sales process. Without some thought and structure, you could end up always focusing on the ultimate goal of trying to fully sell the product and that will not lead to best results, especially when in early discussions with a prospect.
Virtual Selling discusses the transition to virtual selling due to the pandemic. It addresses how to manage stress and maintain communication in the remote environment. Tips are provided for prospecting, generating online leads, conducting virtual sales calls, and using CRM systems effectively. The document emphasizes adapting to changing buyer behaviors and developing solutions tailored to customer objectives.
Hack Belgium Pitch: rules and recommendationsLeo Exter
The document provides rules and recommendations for pitching at an afternoon innovation event. It outlines that presentations should be 5 minutes plus 13 minutes for discussion, without fancy PowerPoint elements. It encourages dry runs the next morning for feedback and notes participants should be prepared to quickly take notes. The document offers tips for pitching, including explaining the problem, impact, business model, growth, and proof of customer interest through surveys or experts. It emphasizes keeping content simple and focused while engaging the audience with questions.
The document provides advice for closing deals as a startup. It suggests that startups often give excuses for why deals don't close like not being experienced enough or missing features, but the real issue is usually not solving a big enough problem for the client. The document recommends asking the right questions to establish trust, understand the real problem, and make buying easy. It suggests following the BANT framework of asking about budget, authority, need, and timeframe and provides sample qualifying questions.
How to Effectively Manage the Sales ProcessSalesScripter
There are key things that you can do to improve your ability to manage prospects through your sales process. Those are outlined in this presentation and video.
The Power Series Sales Proposals and PresentationsRichard Mulvey
This document discusses how to create winning sales proposals and presentations. It covers topics like deciding if a prospective client is worth pursuing, choosing between quotations and proposals, researching the client's needs, customizing the proposal, and presenting it either in person or online. When presenting, the document recommends keeping it concise and simple, beginning with an introduction, sharing the content, and concluding with a call to action. Effective proposals focus on benefits, results, and value for the client.
1. The document outlines an agenda for a seminar on passionate entrepreneurship, covering topics like finding problems to solve, conducting customer interviews, and launching products.
2. It provides tips for entrepreneurs such as solving your own problems, ensuring there is a problem customers want solved, talking to customers, and starting with a small product for a narrow target market.
3. The document advocates for an approach of pre-selling a product to validate customer interest before spending significant time and money developing it.
The document discusses common frustrations with outdated, ineffective, and inconsistent sales materials. It introduces the Sales Presentation System from Hammock Inc. that helps clients create effective systems to control their sales messaging through all stages of the process from initial presentation through follow up. The system includes customizable slide decks, print, digital and interactive follow up materials, as well as storage, versioning, and distribution solutions to ensure the client's sales message is experienced as intended throughout the process.
Amazon takes a unique approach to product development by first creating a press release for a hypothetical product before building anything. This allows them to work backwards from the customer to ensure there is genuine market need. They outline the problem, existing solutions, and how their solution is better. If Amazon employees cannot easily explain the product without jargon, it does not move forward. They also subject press releases to the "Oprah test" - would the announcement excite her TV audience? Only products that pass this test of explaining customer value in simple terms proceed to development. This process has helped Amazon become the world's largest online retailer over the past 20 years by focusing on solutions that customers want.
The power series - selling face to face 2020Richard Mulvey
This document outlines Richard Mulvey's Power Series training on selling face to face either online or in person. It covers 10 weeks of topics including getting new customers, telephone selling, sales proposals, handling objections, negotiations, account management, habits of successful salespeople, and higher price selling. Mulvey discusses adapting to selling online, using tools like Zoom and email to book appointments, managing body language, asking questions, understanding customer needs, and closing sales remotely. He also addresses selling to different generations like Gen X and using narrative storytelling.
Onboarding New Sales Resources Doesn't Need to be So DifficultSalesScripter
Getting new inside sales resources ramped up and performing can be challenging. Not only is it tough because inside sales and phone prospecting can be a tough gig. But it is also difficult because you have so much information that you need to cram into the new rep’s head.
How you execute in this area will have a huge impact on the level of success that the rep has and how long they stay with the organization. This will all factor into the organization’s sales results and turnover rates.
But believe it or not, it does not have to be so hard. Join us for our webinar on August 5th where we will show you how to improve the onboarding of new inside sales resources Go to www.salesscripter.com for more info
Piaci validáció
72 százaléka azért bukik el mert olyan terméket vagy szolgáltatás állít elő ami senkinek nem kell. A dokumentum hangsúlyozza, hogy fontos a piaci igényeket validálni és olyan terméket vagy szolgáltatást kínálni, ami valóban megold egy problémát a célközönség számára. Javasolja a minimum kielégítő termék kifejleszt
Lean product discovery: Build the right sh*t - ProductCamp Austin - PCA19Daniel Katz
How do you know what you should be building? Are your customers requests actually what they need? Do they know what they want? … and more importantly, what’s the real cost of getting it wrong? Lean Product Discovery is an easy way to help answer these questions and validate (or define) what you’re about to build. Reconsider your ever growing backlog of epics and stories into a validated list of customer value. Transform your team from being a “feature factory” to becoming a squad of strategic feature ninjas. In this session we will overview Lean Product Discovery, go over strategies, tactics and tips to establish an environment of testing and validation. Although I’m categorizing this under “Product Strategy,” this topic crosses into half of the categories offered. Nobody puts Lean Product Discovery in a corner.
Presenter: Dan Katz Dan Katz is a user-centric technologist who creates products that people want to use. He’s passionate about lean product discovery and user psychology, mixed metaphors, craft coffee and ice cream. Dan is a Director of Product Management at CA Technologies. When not focused on his users, he can be found masquerading as an Agile coach preaching the philosophy of kaizen.
The document criticizes the use of PowerPoint slides that are illegible, lack substance, and fail to engage audiences. It suggests that presenters who rely on such slides may be "PowerPoint offenders" who abuse their audiences with low-quality slides rather than focusing on the audience's needs. The document uses example slides that are difficult to read or contain little meaningful content as hints for how not to design slides intended for serious business presentations.
This document provides information about Ignitor Bootcamp, which helps entrepreneurs succeed through a startup acceleration program. The bootcamp goals are to apply lean startup principles and select entrepreneurs for its Ignitor Startup Acceleration program. This program consists of 6 sprints with 1-on-1 coaching, modules taught by successful entrepreneurs, and a mentor network to help entrepreneurs get more done faster. The document also discusses lean startup methodology and the importance of achieving product-market fit through customer interviews and testing hypotheses.
A perfect future is not in the cards. Nothing is perfect, with the possible exception of how we delude ourselves into thinking that only doing things perfectly can work. Don't let the be the enemy of the good.
Rob Fitzpatrick is a tech entrepreneur and author who has built globally used products for companies like MTV and Sony. He has raised funding in the US and UK and crowdfunded a card game. The Mom Test is a guide for using consumer development conversations to learn if a business idea is good from customers, as people often lie to seem helpful. It recommends talking about a customer's life instead of ideas, listening more than talking, and asking about specific past problems rather than generic future scenarios. Customers should be terrified of at least one question per interview. The tips are to keep conversations casual, collect real commitments, and build products early.
LaMetric. Leadership principles on the way to the successful product company Nazar Bilous
The document provides leadership principles for building a successful product company, as outlined by the CEO and founder of LaMetric. Some of the key principles discussed include having a separate workspace for the product team, hiring people with the right values like ambition and customer focus, balancing the team with different visions from product, engineering, and art, challenging the product team with tight budgets and deadlines, and driving the team with a leader's own example. The overall goal is to combine the team around a shared mission and business objectives to successfully develop products and get results.
This document outlines tools and techniques for teaching customer interviews. It includes:
1. Conducting a 60-minute MVP to get buy-in and fail fast.
2. Demonstrating interviewing rules like not talking about your idea and only opening your mouth to ask questions or affirm answers.
3. Providing an interview script template and conducting interview triads to practice interviewing and being interviewed.
4. Demonstrating a live interview, including options if no one calls like using a ringer or recording.
5. Discussing how to connect interviews to an MVP by building a no-code landing page, video, and validation tools.
The overall goal is to
This document provides advice and a framework for conducting customer interviews and problem validation experiments as part of the lean startup methodology. It emphasizes the importance of getting customer feedback early through interviews in order to learn quickly and avoid wasting months or years building the wrong product. It outlines an iterative process of planning customer interview experiments, conducting the interviews, analyzing results to improve customer and problem definitions, and planning new experiments. The mindset encouraged is being open to learning from customers and using their insights as the key to startup success.
Adopting lean startup? Talking to customers? Many product managers, marketing teams, website, app or software developers talk to their customers but lack the right techniques and draw bad conclusions. Don't build something nobody wants. Instead dip your big toe into the psychology of what it is like to be interviewed and get feedback that is 100% to be trusted.
I have spent years on building startups, some based on what customers told me that they wanted. Then I built it. Then they didn't use it or buy it. How can this be? How can the customer be always right, yet give us feedback that is so wrong? Were they lying to us? Yes, obviously!
The answer to this riddle is in the psychology of how we talk to people, what the context and introduction is to how we start our customer development or interview sessions. At different stages of development, we have different outcomes that we want to achieve; from understanding behaviour to identifying what is really a problem customers care about to whether a given solution to that problem would work to getting your first product built and gathering some usage data. What do you want to know?
There are a few truths for every stage. Customers are always going to be polite and not want to hurt our feelings. Customers will want to present a good version of themselves that eats healthily, makes good environmental choices, goes to the gym regularly - even when the reality could not be further from the truth. Customers will make suggestions to appear intelligent, to tell us what they think we want to hear. Can these biases be stripped out? Absolutely, if you know what to do and what the warning signs are.
Finally, if you live in the product management, web development or software development world, how do you incorporate this feedback into some useful insights that you can bring back to your team? I'll tell you more in the presentation
Do you know what the main steps are that you need to take a sales prospect through? Do you know what your goals and objectives are for each stage? Having the key steps outlined can dramatically improve your results.
This is important because the ultimate goal is to sell the product, but the immediate goal is to get the prospect to move to the next stage in the sales process. Without some thought and structure, you could end up always focusing on the ultimate goal of trying to fully sell the product and that will not lead to best results, especially when in early discussions with a prospect.
Virtual Selling discusses the transition to virtual selling due to the pandemic. It addresses how to manage stress and maintain communication in the remote environment. Tips are provided for prospecting, generating online leads, conducting virtual sales calls, and using CRM systems effectively. The document emphasizes adapting to changing buyer behaviors and developing solutions tailored to customer objectives.
Hack Belgium Pitch: rules and recommendationsLeo Exter
The document provides rules and recommendations for pitching at an afternoon innovation event. It outlines that presentations should be 5 minutes plus 13 minutes for discussion, without fancy PowerPoint elements. It encourages dry runs the next morning for feedback and notes participants should be prepared to quickly take notes. The document offers tips for pitching, including explaining the problem, impact, business model, growth, and proof of customer interest through surveys or experts. It emphasizes keeping content simple and focused while engaging the audience with questions.
The document provides advice for closing deals as a startup. It suggests that startups often give excuses for why deals don't close like not being experienced enough or missing features, but the real issue is usually not solving a big enough problem for the client. The document recommends asking the right questions to establish trust, understand the real problem, and make buying easy. It suggests following the BANT framework of asking about budget, authority, need, and timeframe and provides sample qualifying questions.
How to Effectively Manage the Sales ProcessSalesScripter
There are key things that you can do to improve your ability to manage prospects through your sales process. Those are outlined in this presentation and video.
The Power Series Sales Proposals and PresentationsRichard Mulvey
This document discusses how to create winning sales proposals and presentations. It covers topics like deciding if a prospective client is worth pursuing, choosing between quotations and proposals, researching the client's needs, customizing the proposal, and presenting it either in person or online. When presenting, the document recommends keeping it concise and simple, beginning with an introduction, sharing the content, and concluding with a call to action. Effective proposals focus on benefits, results, and value for the client.
1. The document outlines an agenda for a seminar on passionate entrepreneurship, covering topics like finding problems to solve, conducting customer interviews, and launching products.
2. It provides tips for entrepreneurs such as solving your own problems, ensuring there is a problem customers want solved, talking to customers, and starting with a small product for a narrow target market.
3. The document advocates for an approach of pre-selling a product to validate customer interest before spending significant time and money developing it.
The document discusses common frustrations with outdated, ineffective, and inconsistent sales materials. It introduces the Sales Presentation System from Hammock Inc. that helps clients create effective systems to control their sales messaging through all stages of the process from initial presentation through follow up. The system includes customizable slide decks, print, digital and interactive follow up materials, as well as storage, versioning, and distribution solutions to ensure the client's sales message is experienced as intended throughout the process.
Amazon takes a unique approach to product development by first creating a press release for a hypothetical product before building anything. This allows them to work backwards from the customer to ensure there is genuine market need. They outline the problem, existing solutions, and how their solution is better. If Amazon employees cannot easily explain the product without jargon, it does not move forward. They also subject press releases to the "Oprah test" - would the announcement excite her TV audience? Only products that pass this test of explaining customer value in simple terms proceed to development. This process has helped Amazon become the world's largest online retailer over the past 20 years by focusing on solutions that customers want.
The power series - selling face to face 2020Richard Mulvey
This document outlines Richard Mulvey's Power Series training on selling face to face either online or in person. It covers 10 weeks of topics including getting new customers, telephone selling, sales proposals, handling objections, negotiations, account management, habits of successful salespeople, and higher price selling. Mulvey discusses adapting to selling online, using tools like Zoom and email to book appointments, managing body language, asking questions, understanding customer needs, and closing sales remotely. He also addresses selling to different generations like Gen X and using narrative storytelling.
Onboarding New Sales Resources Doesn't Need to be So DifficultSalesScripter
Getting new inside sales resources ramped up and performing can be challenging. Not only is it tough because inside sales and phone prospecting can be a tough gig. But it is also difficult because you have so much information that you need to cram into the new rep’s head.
How you execute in this area will have a huge impact on the level of success that the rep has and how long they stay with the organization. This will all factor into the organization’s sales results and turnover rates.
But believe it or not, it does not have to be so hard. Join us for our webinar on August 5th where we will show you how to improve the onboarding of new inside sales resources Go to www.salesscripter.com for more info
Piaci validáció
72 százaléka azért bukik el mert olyan terméket vagy szolgáltatás állít elő ami senkinek nem kell. A dokumentum hangsúlyozza, hogy fontos a piaci igényeket validálni és olyan terméket vagy szolgáltatást kínálni, ami valóban megold egy problémát a célközönség számára. Javasolja a minimum kielégítő termék kifejleszt
Lean product discovery: Build the right sh*t - ProductCamp Austin - PCA19Daniel Katz
How do you know what you should be building? Are your customers requests actually what they need? Do they know what they want? … and more importantly, what’s the real cost of getting it wrong? Lean Product Discovery is an easy way to help answer these questions and validate (or define) what you’re about to build. Reconsider your ever growing backlog of epics and stories into a validated list of customer value. Transform your team from being a “feature factory” to becoming a squad of strategic feature ninjas. In this session we will overview Lean Product Discovery, go over strategies, tactics and tips to establish an environment of testing and validation. Although I’m categorizing this under “Product Strategy,” this topic crosses into half of the categories offered. Nobody puts Lean Product Discovery in a corner.
Presenter: Dan Katz Dan Katz is a user-centric technologist who creates products that people want to use. He’s passionate about lean product discovery and user psychology, mixed metaphors, craft coffee and ice cream. Dan is a Director of Product Management at CA Technologies. When not focused on his users, he can be found masquerading as an Agile coach preaching the philosophy of kaizen.
Download slides here: https://kellythepm.mystrikingly.com/23-4-12-nyu-sharing
I gave a talk at NYU sharing my non-linear journey from data science into product management; what product management is; what it takes to be a great PM; what excites me about product management; how business PM is different from data PM; why I made the transition; and how others can get that first product manager job as a fresh college grad; 10 steps to becoming the 1% in the applicant pool.
Christian Gammill shares lessons learned from his experience in customer development and starting startups. He emphasizes establishing testable hypotheses, getting fast feedback through prototypes and minimum viable products, and iterating quickly. Some key points he discusses include focusing early-stage objectives on exploratory discovery and concept validation rather than premature scaling, conducting in-depth customer interviews to understand problems and potential solutions, and choosing early product features that drive usage, viral growth, and monetization to test your business model assumptions.
10 Essential Growth Strategies For Non Profitsdpatrick0510
The document provides tips for non-profit growth strategies and success. It recommends developing a clear strategic plan to define the organization's core and future vision. It also stresses understanding stakeholders by learning how they think and what influences their decisions. Additionally, it advises securing meetings with potential supporters by being specific, confident, and asking the right questions to find needs and benefits.
The document provides tips and guidance for selling skills and the sales process. It discusses key aspects of the sales process such as prospecting, approaching prospects, conducting effective meetings, elaborating on products to meet customer needs, handling objections, and closing the sale. Specific techniques are presented for each step, including how to conduct effective telephone calls, ask probing questions, categorize prospects, and handle different types of objections and closes. The document emphasizes the importance of understanding customer needs, building rapport, presenting benefits clearly, and overcoming objections in order to successfully close sales.
The document provides tips on selling skills and the sales process. It discusses prospecting, approaching customers, conducting effective meetings and presentations, handling objections, and closing sales. Key aspects of the sales process covered include preparing for calls, asking probing questions to understand customer needs, overcoming objections, highlighting benefits to get buy-in, and making multiple attempts to close before giving up on prospects. The document emphasizes skills like listening, elaboration, understanding customers, and adapting approach based on customer type to improve sales outcomes.
Learn build measure building products customers loveRahul PruthI
An in depth introduction to building products with a focus on software. Slides are from the Product Management Bootcamp at General Assembly, Austin, Texas.
The focus is on the basics of learning, building and measuring as a cycle.
Your customers are on a journey when they search for your products online, and your store's landing pages should be the destination they can't miss. But do you know which types of landing pages work best?
Join Raphael Paulin-Daigle, CEO of SplitBase, in this session where he'll reveal five types you should definitely test out. Get to see how to align your landing pages perfectly with your customer's buying journey and ad campaigns for maximum impact.
When it comes to Conversion Rate Optimization (CRO) for eCommerce, personalization is key. Raphael will also share top tips for audience research, empowering you to tailor your landing pages like a pro. Plus, he'll unveil a fail-proof process to test your landing pages and watch your conversions skyrocket.
This document provides an overview of quality assurance and agile principles from the perspective of a QA professional. It discusses how QA's role is to influence both processes and people to build the right product. It emphasizes that people are more important than processes because people can change more easily. The document also notes that the Agile Manifesto echoes many of the principles of QA. It provides suggestions for how to build influence through finding shared values and goals, increasing knowledge, and learning both relevant and irrelevant topics. It encourages QA professionals to take a lead role in agile transformations rather than just sitting in meetings. It stresses the importance of showing value, even if that means taking a leap of faith at first to get others engaged.
Henk Bolhuis, Product Specialist CRO at Reprise Digital, Netherlands’ leading digital marketing agency, talks about making experiment outcomes & learnings stick in the audiences’ minds, about understanding why communication is key to the success of a good experimentation program, and more.
Dr. Tony Ratliff - "Smartups Startups Presentation - Investor Relations"Tony Ratliff
This document provides guidance for startups on fundraising, pitching to investors, and life lessons. It outlines the essential elements for a successful fundraising presentation, including an elevator pitch, executive summary, PowerPoint, prototype or demo, and financial projections. For the pitch itself, the goals are to give investors an overview, excite them about the company/idea/product, and get them to take the next step. Key slides to include are introducing the problem and solution, demonstrating the product, outlining the market opportunity and competition, highlighting the team's competitive advantages, and reviewing risks, financial projections, and future milestones. Some life lessons emphasized are focusing on passion, surrounding yourself with smart people, listening more than talking, keeping it simple
HubSpot sales managers Jeetu and Corey discuss presenting winning solutions to prospects by first reviewing the prospect's current situation and goals based on previous diagnostic calls, then demonstrating how HubSpot can help address their challenges through an inbound marketing approach without overwhelming them with technical details in order to set up a closing sequence.
50 Sales Lessons from 3 Years in B2B SaaSEvan Lewis
The document provides 50 sales lessons learned over 3 years in B2B SaaS sales and tactics for improving sales performance. It covers key areas like deal cycles and closing, sales management, sales operations, and post-sales alignment. The lessons include tips for prospecting, qualifying leads, negotiating deals, managing a sales team, using sales tools, and ensuring customer success after a sale is closed. The document aims to distill the author's experience into concise and actionable advice for other salespeople.
Getting high returns from events and conferences can be extremely tricky.
Whether you're hosting an event, sponsoring it, or just attending it, the cost in terms of time and money spent gets prohibitively high.
Which is why it's critical for your sales and marketing teams to understand the art and science of using events to acquire new business.
In this webinar, we're bringing in Sales Hacker Head of Partnerships Scott Barker to give you the playbook for successfully hosting, sponsoring and attending events as part of your go-to-market strategy.
During the webinar, Scott and Nextiva Director of Demand Generation Gaetano DiNardi will be showing you:
- How to build your event strategy.
- How to source new business from events.
- How to measure the ROI from your event efforts.
Don't miss this chance to learn from two experts in the event marketing space. Register for the webinar today.
The Power of Technical Communication: How and Where We Impact the Bottom LineSharon Burton
Technical communication impacts many important business issues. This presentation covers these issues and provides ways to start measuring the dollar value we add.
What to Expect When Transitioning Into a PM Role by EverTrue PMProduct School
How to switch from engineering to product management job? What are the expectations vs. reality of the transition? What are the biggest challenges in the beginning of your PM career? This and more questions will be answered in this presentation given by Sarah Morgan from Evertrue. Enjoy!
How do I tell my boss i want to be a product owner - with a scriptDaniil Lanovyi
Who are those product owners? And from where are they coming from? Can I be a product owner? What should I do? Those and other questions would be answered in this presentation. Product management still hasn't any formal career path, therefore product managers are coming from all around. Interested in finding and solving market problems? Learn how can you become a product owner.
Sales Success Through Better Process and automation steps so you can increase your profit and grow your sales pipeline in very specific steps - WIN-WIN situation
Similar to Bitmaker labs lecture—Selling Design (20)
ARENA - Young adults in the workplace (Knight Moves).pdfKnight Moves
Presentations of Bavo Raeymaekers (Project lead youth unemployment at the City of Antwerp), Suzan Martens (Service designer at Knight Moves) and Adriaan De Keersmaeker (Community manager at Talk to C)
during the 'Arena • Young adults in the workplace' conference hosted by Knight Moves.
Architectural and constructions management experience since 2003 including 18 years located in UAE.
Coordinate and oversee all technical activities relating to architectural and construction projects,
including directing the design team, reviewing drafts and computer models, and approving design
changes.
Organize and typically develop, and review building plans, ensuring that a project meets all safety and
environmental standards.
Prepare feasibility studies, construction contracts, and tender documents with specifications and
tender analyses.
Consulting with clients, work on formulating equipment and labor cost estimates, ensuring a project
meets environmental, safety, structural, zoning, and aesthetic standards.
Monitoring the progress of a project to assess whether or not it is in compliance with building plans
and project deadlines.
Attention to detail, exceptional time management, and strong problem-solving and communication
skills are required for this role.
Explore the essential graphic design tools and software that can elevate your creative projects. Discover industry favorites and innovative solutions for stunning design results.
PDF SubmissionDigital Marketing Institute in NoidaPoojaSaini954651
https://www.safalta.com/online-digital-marketing/advance-digital-marketing-training-in-noidaTop Digital Marketing Institute in Noida: Boost Your Career Fast
[3:29 am, 30/05/2024] +91 83818 43552: Safalta Digital Marketing Institute in Noida also provides advanced classes for individuals seeking to develop their expertise and skills in this field. These classes, led by industry experts with vast experience, focus on specific aspects of digital marketing such as advanced SEO strategies, sophisticated content creation techniques, and data-driven analytics.
Storytelling For The Web: Integrate Storytelling in your Design ProcessChiara Aliotta
In this slides I explain how I have used storytelling techniques to elevate websites and brands and create memorable user experiences. You can discover practical tips as I showcase the elements of good storytelling and its applied to some examples of diverse brands/projects..
22. As the team member responsible for IT at a
burger shop, I’m looking for a new VOIP service to
take orders with. We’ve found in our early research
that 65% of burger shops don’t have a dedicated IT
person. So I’m looking for something that I can set up
easily in my spare time. I also want something that
my team can easily figure out so that i’m not always
dealing with their problems…
Try talking in the 1st person like…
23. Situations you’ll be selling in
Stories not tours
The structure
5 things to remember
Exercise
25. Prep ‣ write down what you want to learn and
questions to ask
‣ write out questions that you will likely
be asked
‣ write out your demo plan–don't demo
too much
‣ do some audience recon
‣ practice
26. Recap ‣ ask what everyone has seen or knows
‣ talk about what was seen last time
‣ important if they’ve seen design
recently or not
27. Recap ‣ ask what everyone has seen or knows
‣ talk about what was seen last time
‣ do it in frequent meetings too
28. Recap ‣ ask what everyone has seen or knows
‣ talk about what was seen last time
‣ important if they’ve seen design
recently or not
29. Set the
stage
‣ explain the problem you’re solving, the
goals or brief
‣ make sure your audience can relate to
the problem and that it’s real
‣ set expectations of what they're going
to see and in what fidelity
‣ explain where in the process the work
is (30% done? 90% done?)
‣ tell your audience what you want
30. Demo ‣ take on the role of the user to create a
context of how it’ll be used
‣ connect your decisions to the larger
goals
‣ back up your decisions with data or
research
‣ don't be defensive
‣ stop, listen
‣ say "i don't know"
‣ keep an eye on the clock
31. Next
steps
‣ review the feedback that was given
‣ state how you plan on following up or
acting
‣ what’s happening next with you just
showed? Releasing? Looking for
funding?
‣ what will this audience see next time
you talk?
32. A note
about
pitching
‣ Focus on your unfair advantage in
solving the problem
‣ listen to ep. 1 of Startup podcast
http://gimletmedia.com/episode/1-how-
not-to-pitch-a-billionaire/
33. Situations you’ll be selling in
Stories not tours
The structure
5 things to remember
Exercise
35. VP of Brand–Marisol
• Q2 Liklihood-to-recommend scores
• Looking for consistency with brand touch points in
other channels
• Needs to see high fidelity mockups
36. Head of Product–Ahmed
• How will this release impact customer churn?
• Is this feature maintainable for our team?
• Is this going to cause us to miss our release
milestones?
• Needs to see wireframes
39. …there are known knowns; there are things we know we
know. We also know there are known unknowns; that is to
say we know there are some things we do not know. But
there are also unknown unknowns -- the ones we don't
know we don't know.
“
”
44. 1. Write down what you want to learn
2. Do some audience recon
3. Write out questions that you will be asked
4. Plan your pitch story
✓ What biz goals or problems are we solving?
✓ User type
✓ Feature/screen flow
5. Practice with your tech
Do the prep
46. User icon Created by Rémy Médard from Noun Project
Mike Montiero–http://muledesign.com/2014/09/13-ways-designers-screw-up-client-
presentations/
Julie Zhou– https://medium.com/the-year-of-the-looking-glass/how-to-present-
designs-4a78c3ebca7b
Ketchup photo by Steven Depolo from Flickr
Cheese 331/365 by Anne Swoboda from Flickr
Lettuce by terry davies from Flickr
Red Rolling Hills by Joe Santos from Flickr
Standing around whiteboard by Dustin Seno https://twitter.com/dustin/status/
553337880274165760/photo/1
Creds