Focusing on skills rather than titles, how do we avoid product manager/owner failure modes for revenue (commercial) software? And why do revenue software companies hire product managers, when agile development teams are looking for product owners?
I’ve been doing some research into marketing automation solutions over the last month, both for myself and for a client. That included running several against my own website. My weekly email report from HubSpot included this surprising subject line: “Visits up 93,200%, Leads up 300%.” Maybe I can cut down to consulting only one day a month…
Much of my consulting lately involves on-demand services (aka software-as-a-service, or “SaaS”). I’m seeing ever-growing interest from business customers in subscription pricing and online services, especially since they pay much less “up front” versus software licensing. This necessarily slows down early revenue to the vendor and intensifies the need to upsell your installed base.
How can we get inside our prospects’ heads early in the product cycle so that our “next new thing” meets their needs and desires? Or… paraphrasing Freud’s famous question about women, “What do customers want?”