Product Sunsetting
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Presented at Knapp Center Lecture Series. As applications continue to migrate toward the web, mobile devices are becoming inextricably linked with our everyday lives. According to The Mobile Internet Report released by Morgan Stanley in December 2009, within five years, more users will connect to the web via mobile devices than desktop computers. Adopting a mobile strategy for your business is inevitable. Your mobile strategy must have reaching your customers and your market as its central goal, and this doesn’t necessarily mean you need to develop an application. To develop a successful mobile strategy, there are several important elements to consider, including methods for connecting with a mobile audience, effective audience engagement, mobile platform differences and the impact this can have on market reach.
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How to transform a failing business
John Greig has experience transforming underperforming businesses in the fintech sector. He discusses common mistakes of startup founders, such as lacking a clear vision and commercial plan. Greig also outlines the typical steps to transform an ailing business, including creating a case for change, communicating a new vision/strategy, and building changes into standard operations. When launching a new startup, Greig recommends focusing on culture, customer service, and validating the business model through customer purchase orders.
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This document provides guidance to high-tech CEOs on growing revenues through implementing a revenue capture scorecard. It discusses that strategy without execution is wasted, and outlines key questions companies need to answer about why prospects buy/don't buy in order to integrate that knowledge into marketing, sales, pricing and operations. The revenue capture scorecard approach aligns these departments around revenue goals through metrics and planning, unlike traditional balanced scorecards focused more on operations. Implementing this process can create a scalable revenue growth model.
Strategic role product_management
The document discusses the strategic role of product management. It argues that many companies confuse marketing with promotion, sales, public relations, and advertising. However, true marketing as defined by Peter Drucker is understanding customers so well that products sell themselves by solving customer problems. The document advocates that companies need product management to be truly market-driven and focus on identifying customer needs and building products to meet those needs, rather than focusing on existing company capabilities. Product management represents the voice of the customer within the organization and ensures products are driven by market requirements rather than by other departments like engineering, sales or marketing communications.
Pragmatic Marketer Summer 2016
WHO ARE YOUR COMPETITORS?
“Oh, we don’t have any competitors. No one really
does what we do.”
I can’t count the number of times I’ve heard
otherwise smart executives give this answer. Nor
can I think of a company or situation where it’s
actually true.
The really dangerous thing about that statement is
that it leads to ignorance, which can lead to being
blindsided. If you truly think you haven’t any
competition, you won’t watch the market. You won’t
see the disruption coming. And you won’t be able to
react to problems or capitalize on the opportunities
that competitive shifts can create.
When it comes to your competition, the answer isn’t
to put your head in the sand. It’s to actively and
regularly study that competition. And not just who
you think is the competition, but who your market
thinks is your competition.
So, how do you do that? How do you learn about
your competition and decide which part of that
knowledge you should (and shouldn’t) care about?
That’s what we tackle in this issue of Pragmatic
Marketer, thanks to the help of some great
contributors, a real-life case study and, as always,
a slew of tips and best practices you can put to
work immediately.
Happy reading,
Rebecca Kalogeris
OperatingModelForProductCos
The document discusses the importance of an effective operating model for product organizations to successfully execute strategies. It identifies four key factors of an operating model: product mindset, organizational design, development model, and decision making structure. Product mindset focuses on understanding customer needs rather than requests. Organizational design calls for a product management team separate from engineering and sales. The development model addresses balancing in-house versus outsourced work. Decision making aims to minimize risk through lean methodology and experimentation.
Kingpin-Technology-Marketing-Report-2015
1. The document reports on a technology marketing research study conducted in the UK, Germany, and France interviewing both IT decision-makers and technology marketers.
2. It finds that while CIOs and other C-level executives are involved in final purchasing decisions, IT managers are most likely to identify technology needs and lead primary procurement teams. The technology purchasing process takes around 18 months and involves various stakeholders.
3. When researching technology solutions, IT decision-makers value vendor websites, direct contact with vendors, and search engines most highly, while social media is rated lowest. Vendor personnel, content, and owned channels are seen as particularly important influences.
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Product Sunsetting
- 1. Product Sunsetting Peter Morano and Tim Courtney
Editor's Notes
- Why We are talking about sunsetting… Misleading session title We will be doing it shortly, Thought it would make for an interesting discussion There things we can pick up from this having an open conversation
- Why We are talking about sunsetting… Misleading session title We will be doing it shortly, Thought it would make for an interesting discussion Are there things we can pick up from this group
- Keeping products past their prime confuses customers, distracts developers, and annoys customer support.
- APIs Dependencies One negative aspect of discontinuing a product is that it invites the client to look for alternative products from other vendors. “After all, if I’m going to have to re-implement anyway, maybe I should look at some other products.” Discuss with your sales management approaches that encourage customers to upgrade rather than switch.