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50 Creative Ideas You Can Use to Improve SaaS Product Adoption - Unbounce

50 Creative Ideas You Can Use to Improve SaaS Product Adoption - Unbounce | The MarTech Digest | Scoop.it
Below are 50 ideas you can get started on today, broken into two parts, SaaS product adoption, and SaaS product awareness.

CYDigital/marteq.io's insight:

50 Creative Ideas You Can Use to Improve SaaS Product Adoption - Unbounce

 

You'll want to click through the view the complete 50.

 

This news comes to you compliments of marketingIO.com. #MarTech #DigitalMarketing

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Don’t Let Product Management Turn Into “The Roadmap Guys” - Enterprise Irregulars

Don’t Let Product Management Turn Into “The Roadmap Guys” - Enterprise Irregulars | The MarTech Digest | Scoop.it
From a sales perspective, roadmap presentations are the anti-sales pitch:  a well organized presentation of all the things your products don’t do.  Great, let’s spend lots of time talking about that.

From a competitive perspective, you’re broadcasting your plans.  If you’re presenting roadmap to every prospect who comes through the briefing center and at every local user group meeting, your competition is going to learn your roadmap, and fast.  Then they can copy it and/or blunt it.

But what irks me the most is what happens from a product management perspective:  you turn PM into “the talking guys” instead of “the listening guys.”  Given enough time, PM starts to view itself as the folks who show up and pitch roadmaps.
CYDigital/marteq.io's insight:

There's a role for a roadmap discussion, but much later when the conversation shifts towards vendor viability.

 

Click/tap to view the original article.

This news comes to you compliments of marketingIO.com. #MarTech #DigitalMarketing

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The Number One Thing Every Marketer Must Do Better: Knowing Your Product - Forbes

The Number One Thing Every Marketer Must Do Better: Knowing Your Product - Forbes | The MarTech Digest | Scoop.it
Many tech marketers learn about the features and functions of their products and how these generally help their customers attain high-level business goals. But in a world where agile software development and the cloud have significantly upped the pace at which products can be developed and rolled out, it’s impossible to differentiate most solutions based on what the product does. The secret sauce is usually in the “how,” not the “what,” and it’s every marketer’s job to understand and connect the “how” to the personal goals of various buyers. Successfully making this connection is nearly impossible unless you have an intimate understanding of your products.

CYDigital/marteq.io's insight:

Amen.

 

RYZZ: It’s a new approach to MarTech for B2B Marketers.

 

#MarTech #DigitalMarketing

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45 Most Popular Requirements Management Tools — Software Testing Help

45 Most Popular Requirements Management Tools — Software Testing Help | The MarTech Digest | Scoop.it
As the word states ‘Requirements Management’ means the process of managing requirements or the needs of any product. For a successful delivery of the best quality product, the requirements should be in its best place.

For a successful delivery of the best quality product, the requirements should be in its best place.

To handle requirements efficiently to make its full and accurate use, the industry has emphasized on the requirement management system. In requirement management system, all the needs of the user are considered for the core and managed in a proper system.
CYDigital/marteq.io's insight:

Definitive!

 

Visualize your Marketing Stack. marketingIO will analyze your marketing technology and deliver a visual of your MarTech Stack. Free. Go here: http://go.marketingio.com/stack_analysis 

 

#MarTech #DigitalMarketing

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Where Should Product Marketing Report? | SiriusDecisions

Where Should Product Marketing Report? | SiriusDecisions | The MarTech Digest | Scoop.it
  • Maximize impact on the business. Over a decade’s worth of research across hundreds of b-to-b organizations tells us that the product marketing function can thrive and provide a more significant impact on the business when it is under the direction of marketing leadership.
  • Move towards audience centricity. As b-to-b companies make the shift away from being product-centric to becoming audience-centric, product marketers are key shepherds of these initiatives.  
  • Ideal position in workflow process. To effectively inform content and campaign strategies, product marketing should be located upstream in the marketing ecosystem.
CYDigital/marteq.io's insight:

Bottom-line: if it's a product-centric culture, it goes to PM. If it's a customer-centric culture, it's Marketing. You just can't change a culture without changing mindsets at all levels.

 

MarTech requires constant optimization to continually squeeze ever improving performance. No time for continual CRO? Contact us. #MarTech #DigitalMarketing

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Product line roadmapping for product managers – The Everyday Innovator

How is product line roadmapping different from product roadmapping? 


One thing that all these roadmaps have in common is a timeline. You can think of it visually as going left to right – a Gantt chart. Usually that’s all about what is in development — we call these products in development. Oftentimes we’ll even hear people say that their launch schedule is their product line roadmap, which is fine, but it’s not really the whole of what’s going on. What we’re also interested in are the moves in strategy. Are you shifting out a platform, are you going to create a new platform, or are you going to retire a platform. How many platforms do you have? What are the building blocks? Insomuch as we change segments, shift out where we want to go with segments, emphasize different segments, shift out platforms, change platforms and make moves with respect to our platforms, with new technologies and new building blocks — that becomes the whole of what the product line road map is all about."

CYDigital/marteq.io's insight:

Podcast about 30 minutes long. If PMM is your thing, CT.

 

marketingIO’s MarTech Managed Services solves numerous B2B Marketing challenges. Contact us to see how. #MarTech #DigitalMarketing

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Creating Product Roadmaps – Innovation Excellence

Creating Product Roadmaps – Innovation Excellence | The MarTech Digest | Scoop.it
We discussed several aspects of roadmaps, including:
  • The purpose of a product roadmap,
  • Various ways roadmaps look,
  • How roadmaps help product teams and organizations, and
  • The best practices for constructing product roadmaps.
CYDigital/marteq.io's insight:

A nice discussion covering a variety of Roadmap topics.

 

Curated for you by marketingIO: One Source for All Marketing Technology Challenges. See our solutions.  #MarTech #DigitalMarketing

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Product Management in 2017: What Does the Future Hold? | SiriusDecisions

Product Management in 2017: What Does the Future Hold? | SiriusDecisions | The MarTech Digest | Scoop.it
Here’s a summary of the five key trends product management leaders should be focusing on in 2017:

  • Organizational: centralizing the product management function. 
  • Process: implementing a consistent process to understand customer needs. 
  • Measurement: operationalizing pricing. Companies’ movement from offering on-premise software to offering software-as-a-service solutions – and toward subscription-based revenue models – has revealed the need to not only determine the right pricing model, but to also monitor how pricing is performing in real-world conditions.
  • Interlock: sales management. 
  • Technology: managing product ideas. 
CYDigital/marteq.io's insight:

NEW: Experience Remarkable Planning Accuracy With New, FREE Growth Hacking Tool. Go here: http://goo.gl/UjcA8x  

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How To Plan Your Product Roadmap Like CoSchedule (+ Free Template) - CoSchedule

How To Plan Your Product Roadmap Like CoSchedule (+ Free Template) - CoSchedule | The MarTech Digest | Scoop.it
Get your free kit now to plan your roadmap as you read this post. Your kit includes:

  • Product roadmap summit Word doc template to help you run an efficient planning session with your team.
  • Product roadmap template Excel spreadsheet to help you prioritize the projects you choose to tackle in the next six weeks to six months.
CYDigital/marteq.io's insight:

A classic approach. Very nice. CT for the approach, and download the templates.

 

NEW: Experience Remarkable Planning Accuracy With New, FREE Growth Hacking Tool. Go here: http://goo.gl/UjcA8x  

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Three Essentials for B-to-B Product Packaging | SiriusDecisions

Three Essentials for B-to-B Product Packaging | SiriusDecisions | The MarTech Digest | Scoop.it

From MarTech 101 to Advanced Techniques, iNeoMarketing has you covered. Contact us.

CYDigital/marteq.io's insight:

Step Two also known as verticalization.

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[INFOGRAPHIC] The State of B2B Product Marketing - Kapost Content Marketing Blog

[INFOGRAPHIC] The State of B2B Product Marketing - Kapost Content Marketing Blog | The MarTech Digest | Scoop.it

This scoop comes to you compliments of ineomarketing.com.                                             

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What Sales Pros Want From Product Management [Infographic] - Profs

What Sales Pros Want From Product Management [Infographic] - Profs | The MarTech Digest | Scoop.it
Sales - More than 100 Dreamforce attendees recently shared their answers to five questions from Wizeline about what sales professionals want from product managers.


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CYDigital/marteq.io's insight:

Very addressable. 

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Atishree's curator insight, January 18, 2015 6:16 AM

Okay Product Pros, check what sales really want from ya....

Desean William Coleman's curator insight, May 7, 2015 10:07 PM

i believe this is something i should look in to and understand

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Leveraging Marketing Automation for Product Management | SiriusDecisions Blog

Leveraging Marketing Automation for Product Management | SiriusDecisions Blog | The MarTech Digest | Scoop.it

Basic/ Digest...


Here are few suggestions for how marketing automation can provide benefits for product managers:

  • Better understand your customers. MAPs capture a lot of data on customer buying behavior. Like Web analytics, this data can provide insight into customer needs and pain points. When tied to specific companies, marketing automation can help provide insight into differences across segments – certain triggers that are more appealing to large companies, for example, or prospects in a certain industry.
  • Influence your future roadmap. Many software-as-a-service startups build “fake” landing pages and use traffic and conversion on those pages to determine what capabilities and features to build. This same approach can be taken with marketing automation, though in a bit more conservative way, as the idea of mentioning product capabilities that are still under consideration wouldn’t fly at many companies.
  • Identify potential persona and customer interviews. Product managers should be talking to prospects and customers regularly to understand their needs and get this insight firsthand, though actually arranging interactions is sometimes time-consuming or challenging. This is where marketing automation can help pinpoint individuals for further discussions. Also, the marketing automation platform may have more robust and detailed data than the sales force automation system for targeting certain types of customers.

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CYDigital/marteq.io's insight:

If PM is not using MAS as a tool to get another read on the market, then you need to wake them up. There's insight available in the analytics.

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Product Management Is Not User Experience | SiriusDecisions Blog | #TheMarketingTechAlert

Product Management Is Not User Experience | SiriusDecisions Blog | #TheMarketingTechAlert | The MarTech Digest | Scoop.it

Intermediate/ Excerpt...


We’ve passed the point for most software-as-a-service products where UX is a nice-to-have – it’s table stakes. An amazing UX used to be a competitive advantage; in some markets, it is now a basic customer expectation. Because of this, it has a naturally close connection with product management. And a lot of the qualities that make someone a good UX practitioner are the same as those that make a good product manager – focus on, and empathy for, the customer/user, an evidence-based approach to problem solving, and a desire to create a product that is useful and easy to use.

 

Ultimately, as important as UX is, it’s not product management, and confusing the two belittles the importance of both of these crucial roles

 

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CYDigital/marteq.io's insight:

UX is a must-have now, and cannot be an afterthought. As a result, the complete UX NEEDS TO BE BUILT INTO THE PRODUCT! What does that tell you?

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Where Should Product Management Report? | SiriusDecisions | #TheMarketingTechAlert

Where Should Product Management Report? | SiriusDecisions | #TheMarketingTechAlert | The MarTech Digest | Scoop.it

Advanced/ Digest...


Placing product management under the technology or engineering function often transforms the role into that of a feature order taker vs. a strategic business leader. One of two things often happens to strong, business-focused product managers working inside the technology organization.

 

-- >  They are slowly transformed into technical product managers (due to the strong technology orientation that comes from that group) instead of what the business really needs – someone to take responsibility for the commercial success of the product.

-- >  They get frustrated by the focus on technology over business and market and end up leaving for greener pastures where they can practice “true” product management and where their full range of skills are more appreciated.

 

Placing product management under marketing can hinder the working relationship between product management and the technology or engineering function, due to engineering’s perceptions (accurate or not) of marketing. Plus, the marketing organization has so many other responsibilities – demand generation, sales enablement, product marketing, field marketing, brand, PR, analyst relations – that product management can get lost in the shuffle.

 

Would you have salespeople report to your CTO? Would you have developers report to your CSO? Would you have accountants report to your VP of human resources? No. Then why would you have a product manager report to anyone but a product management executive?  In a large percentage of leading organizations, we see the product management executive as a peer to the CMO and technology leader (usually a CIO, CTO or VP of engineering), as well as other functions like sales and finance.

 

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CYDigital/marteq.io's insight:

PMs need to lead the cross functional meetings around product and launch, and all functions need to support that launch. However, that doesn't make the PM an Engineering expert or a Marketing expert. Respect.

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The Elusive Product / Market Fit - David Cummings | #TheMarketingTechAlert

The Elusive Product / Market Fit - David Cummings | #TheMarketingTechAlert | The MarTech Digest | Scoop.it

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CYDigital/marteq.io's insight:

A basic tenet that you constantly have to question.

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A VC’s 10 startup secrets he wishes he had known as an entrepreneur - PandoDaily | #TheMarketingTechAlert

A VC’s 10 startup secrets he wishes he had known as an entrepreneur - PandoDaily | #TheMarketingTechAlert | The MarTech Digest | Scoop.it

Advanced/ Digest...


Much of what I’ve learned during this multi-decade-long adventure I’m sharing openly as some simple “Startup Secrets” and Case Examples to frame discussion with the goal of helping entrepreneurs to avoid common pitfalls. Here are ten to get you going.

 

Startup Secret #1: Don’t be afraid to say “no” more than “yes.”

As a startup, you will be defined as much (or more) by what you say “No” to as what you say “Yes” to. Perhaps the single most important Startup Secret is to find your focal point.

 

Startup Secret #2: Recognize what is right “4U”

As you work to position your startup and develop your Value Proposition, focus on addressing what I like to call the 4Us:

-- >  Is the problem Unworkable? Does your solution fix a broken business process where there are real, measureable consequences to inaction? Will someone get fired if the issue is not addressed?  

-- >  Is fixing the problem Unavoidable? For example, is it driven by a mandate with implications associated with governance or regulatory control?

-- >  Is the problem Urgent? Is it one of the top three priorities for spend? 

-- >  Is the problem Underserved? Is there a conspicuous absence of valid solutions to the problem you’re looking to solve?

 

Startup Secret #3: Think in 3D

Once you have determined the problem your venture is solving, define your solution. The most immediate question to ask is: What is your compelling breakthrough? A useful approach is to think of 3Ds: What unique combination of Discontinuous innovation, Defensible technology and Disruptive business model are you bringing to bear, and what makes it truly compelling?

-- >  Discontinuous innovations offer transformative benefits over the status quo by looking at a problem differently.

-- >  Defensible technology offers intellectual property, for example, that can be protected to create a barrier to entry and an unfair competitive advantage.

-- >  Disruptive business models cause an “innovators’ dilemma” and/or yield value and cost rewards that help catalyze the growth of a business.

 

Startup Secret #4: Look for non-disruptive disruptions

Evaluate the potential for success using the Gain/Pain ratio, which involves measuring the gain you deliver a customer versus the pain and cost for a customer to adopt. As an investor, I look for non-disruptive disruptions: technologies that offer game-changing benefits without requiring major modifications to existing processes or environments.  Simply put: disruptive innovation should not be disruptive to adopt.

 

Startup Secret #5: Focus on a blatant, critical need. Ask: “Is it BLAC and White?”

Ideally, you want to be in the position of addressing problems that are blatant and critical (especially for B2B), as those problems are far more acute than ones that are latent and aspirational. Blatant and critical problems stand in the way of business. They put careers and reputations at risk. Latent problems are unacknowledged, which means they often require costly missionary selling. Aspirational problems are optional, which is often the hardest place for a startup to sell.

 

Startup Secret #6: If you are going to pick a fight, pick a BIG fight

Big problems can lead to big opportunities. It often requires just as much work to go after a small market. Significantly painful problems are the source of great opportunity for entrepreneurs and have the potential to turn into really valuable solutions. They may not be easy to solve but often lead to true innovation.

 

 Startup Secret #7: Focus on your Minimum Viable Segment (MVS)

I find too many entrepreneurs who follow the lean methodology stuck in a product spin and become consumed with their Minimum Viable Product. While I often hear about the importance of product/market fit, I don’t believe enough consideration is given to the market side of this equation.  While the MVP is critical, it’s missing its dance partner, what I call the Minimum Viable Segment (MVS). MVS is about focusing on a market segment of potential customers that have the same needs into which you can repeatedly sell. Defining and focusing on your MVS is vital because without it, potential users who have divergent needs will quickly pull your MVP in many different directions.

 

Startup Secret #8: Hire for CQ (Cultural Quality)… do QC (Quality Control) 

Ideas are worth very little without people to execute them, a culture to guide the selection of talent and a big, bold vision to attract and unify the team. Human capital is what separates good companies from great ones – which is why establishing a strong culture to attract and retain the right people, while unifying them behind an inspiring vision, is essential to any significant venture.

 

Startup Secret #9: Hire 3 As (attitude, aptitude, and ability) and 3+s (+aware, +authentic, +athlete)

We all want to hire ‘A’ players – and this can be accomplished by looking at three important ‘A’s:

  -- >  Ability – Does the person have the right balance of IQ and Experience, Knowledge and Skills (EKS) required for the job?

  -- >  Aptitude – Being able to rapidly adapt and learn new skills and knowledge.

  -- >  Attitude – Pursuing breakout opportunities requires the right attitude toward things like problem solving, persistence, and participation in a team.

  -- >  Athletes often triumph over experience and possess the agility to adopt to change.

  -- >  Self-Aware people are easy to work with, are open about their self-professed strengths and weaknesses, work well with others and are amenable to mentoring and coaching.

  -- >  Authentic people are genuine in all they do and demonstrate a sincere passion for their roles.

 

Startup Secret #10: Incomplete stand outs are better than complete stand ups!

Many entrepreneurs think they need to have all answers, when, in fact, they don’t – especially when they seek funding. The nature of venture capital is high-risk. Part of that risk is not knowing the answers before you start. As VCs, we’re fine with the unknown, as long as people have the self-awareness and conviction to work through challenges as they arise. Overall, it’s easy to start a company, but hard to start a business. From capital constraints to sales challenges, one needs to be able to accept that not having all of the pieces at the onset is okay, and these elements can be built out as you grow, as long as you have a clear roadmap and unifying culture.

 

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CYDigital/marteq.io's insight:

Too soon to crown a piece of writing "article of the year?"


It's applicable to any entity looking to launch a product. Absolutely brilliant!!!

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Cinda Cupido PhD's curator insight, July 8, 2014 6:35 AM

Great article. Much food for thought for entrepreneurs starting out or starting over!