Enterprise (B2B) sales teams deal with the world one account at a time; product managers deal with whole customer segments. This naturally creates some friction, which good companies anticipate and manage.
Talking generically about ‘customers’ or ‘users’ can generate lots of confusion, especially in B2B or B2B2C situations. We can be more precise by saying doctors, or shoppers, or data analysts, or whatever we really mean.
There are some fundamental laws of tech product economics (especially software) that should drive executive-level decisions about business and product strategies. It’s easy to forget them, or decide they don’t apply to our special situation. We’ll unpack a few while we share some war stories.
The revenue side of the house often believes that incremental budgets – or major deals – all that it takes to add new items at the top of the development queue. Like ordering a custom-built sandwich at the deli counter…
10 questions from The Clever PM for his blog series including ‘What piece of advice would you share?’ and ‘What are the biggest challenges for Product Leaders? and ‘Biggest differences between smaller startups and larger companies?’
ProductTank Dublin is hosting a short discussion on product managers, product owners and scalable models for agile product teams. This is usually a large, loud, opinionated group — so should be exciting and unpredictable.
There are some fundamental laws of tech product economics (especially software) that should drive executive-level decisions about business and product strategies. It’s easy to forget them, or decide they don’t apply to our special situation. We unpacked a few.
Product managers must be part of the (enterprise) selling process. But selling and learning are hard to do at the same time with the same customer. How do we create separate learning opportunities with a wide range of customers and prospects to deeply understanding markets, segments and fundamental needs?