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Tag: productmanagement

El Éxito de un Producto no va de Resolver Problemas, sino de Hacer Feliz a la Gente

El mayor secreto para producir ventas es ofrecer y dar a la gente lo que realmente desea. La mayoría de los consejos de marketing insisten en ‘resolver problemas’ a clientes.

Pero resolver necesidades inmediatas es solo un paso intermedio. Es importante ir más allá. Lo que todos buscamos (incluso de forma inconsciente) son motivaciones y conceptos más profundos.

Tienes varias opciones para promocionar tu producto:

  • El marketing mediocre se centra en el producto o en el vendedor.
  • El marketing tradicional centra su mensaje en las ventajas, y las hace primar sobre las especificaciones.
  • El marketing brillante gira en torno a la condición humana: sus deseos y aspiraciones.

La ‘magia’ se produce cuando sabes conectar apelando a esas necesidades. Hablo de sentirte mejor, tener más tiempo, crear una familia, divertirte más, enamorarte, sentir que controlas tu vida, que tienes un propósito, etc.

Ninguno de esos conceptos son empresas o productos concretos. Son aspiraciones humanas fundamentales, pero aplastadas por la cultura de lo material e inmediato en la que vivimos.

En definitiva se trata de reducir el dolor, y aumentar la felicidad de forma duradera. Y que el resultado no sea solamente un ‘chute’ de consumo o de sexo.

Distribution and Branding are Everything

The 6 degrees of separation is a myth: great product fail because they never find their way in front of the public eye.

Distribution is everything, branding is everything. Get your name out there, whatever it takes. The best distribution is of course word of mouth, which is why your initial pricing doesn’t really matter.

The most powerful growing products to 3 things at once: they make you look smart to the people you invite, they give real value to you when the people you invite joins, and they give real value to the people you’ve invited once they sign in.

Nobody Cares About Your Project

Nobody cares about your project or your product. Most of them are just curious. In a short time it will only be one more piece of information along with thousands of others looking for some kind of attention.

You go on vacation and start ‘tweeting’ photos, or waiting for ‘likes’ on Facebook. But people care about your vacation the same way they care about theirs. Your new gadget? The dish that you are going to eat? A new car? Nobody cares!.

Don’t look for your happiness based on what people care, because they don’t care. And if they do, it’s because they want what you have, or they hate you for having it.

And now – before you hate me for writing all this – I’ll tell you that sometimes someone breaks this rule, and they really care about you. Or because of what you have to offer. And you will know it because they really listen to you when you speak to them. Invest your time with those people!

The 20- Interview Rule for B2B Startups

Before you write a single line of code, formulate a business plan, or take some other kind of leap, interview 20 real potential customers. Not your friends or people you know. They have real potential buyers: and they have to be 20 of them.

You need the first five interviews just to truly understand the white space and the current opportunity. Make another five to confirm your pattern recognition.

And use interviews 11-20 to nail the pitch and hone your thesis. This will filter the ‘nice to haves’ from the ‘must haves’ in your pitch so you can dig on what is really x10 better.

When you are solving business problems (not consumer problems) research matters.

(From “From Impossible to Inevitable”).

From Traction to Growth

When creating a new product early adopters and nerds need to go first. But some people are early when it comes to shoes, or mystery novels, or records, while others adopt early in politics, ideas or restaurants.

In most of the startups you are going after and early adopter crowd that´s incredibly distant from regular folks. And the thing is that most of the time many of us choose to be in the slot of the mass.

From Rigid to Fluent Product Management

Early startups at the end of XX century adopted engineering procedures similar to those of big companies: long development cycles, product launches, detailed business plans, goals, etc.

This business school approach ended in failure almost always. Losers blindly execute a rigid product management and introduction methodology, trusting everything to the vision and the funding.

Successful product management happens when one team reports to one leader. That leader manages the information loop from customers back to product development, and back out to customers in a continuous flow.