Product-related requests from customers help align the product with customer’s needs, shed light on how they use the product and generally improve the attractiveness of the product to its target market. However, sometimes, these requests become disruptive. Read Daniel Shefer's Disruptive Customer Demands.
Stuck at headquarters, it’s easy to forget customer realities and needs. Great PMs know that internal goals and criteria are only one part of a successful product. Frequent escapes to talk with live customers are essential to remind us of what’s important. Read Rich Mironov's Product Bytes for December.
Before the testing and bug fixing, before the technical design and product plan, before the business and technical requirements, comes the Product Roadmap. Jacques Murphy describes Product Roadmap to the Promised Land.
Large companies are beginning to understand the value proposition of intelligently linking sales and marketing, and how such systems will become a critical component in competing in ever-increasing, cutthroat environments. This paper details specifically how Sales and Marketing Effectiveness software can dramatically improve win rate. Read The Next Wave in Marketing Software--How to Improve Win Rate with SME.
One of product managers’ most challenging issues is tracking and analyzing volumes of product and competitive data. This has never been more true than in today’s fast-paced, competitive environments where combating competitive maneuvers carries strategic urgency. Tim Levey of Promere Software discusses Managing Complex Competitive Environments.
How many times have you been on the receiving end of a web-based (remote) demonstration and found your attention wandering? Worse, do you find yourself flipping over to read email, or muting your telephone speaker to talk with colleagues, or simply dropping out of the demonstration? Read Achieving Success With Remote Software Demonstrations by Peter Cohan.
Joel writes: "Making software is not a manufacturing process. In the 1980s everyone was running around terrified that Japanese software companies were setting up "software factories" that could churn out high quality code on an assembly line. It didn't make any sense then and it doesn't make sense now. Shoving a lot of programmers into a room and lining them up in neat rows did not really help get the bug counts down." Read the full article on Joel on Software.