RAFFIAPALM

Resources for product teams from industry experts.

Product marketing is truly a great on-ramp for any career path in tech. It can lead anywhere, and if you’re lucky enough to lead people doing it, help grow them into tomorrow’s company leaders.

— Loved: How to Rethink Marketing for Tech Products (Silicon Valley Product Group) by Martina Lauchengco

Source: Amazon Kindle

Related Stories and Excerpts:

  1. Building a great product isn’t enough to succeed if you don’t also take the time to position it in the market. Don’t make the mistake of assuming the world knows how to think about your product and why it’s valuable. You must frame its value. If you don’t do it, other market forces will. That said, positioning a product well is much harder to do than it looks. It’s more than just data, stories, claims, or a positioning statement. It’s the collective outcome of everything you do to bring your product to market over time. Positioning and messaging are […]
  2. Don’t be an expert, be open. Let’s be honest. There is a lot of talk about embracing mistakes, failing fast, and showing vulnerability. But expertise is both rewarded and embraced, and often essential to being viewed as credible. How do you balance this? The marketing leader finds ways to communicate expertise while still showing openness toward others, inviting participation. This balance is serious Jedi-level $h#t (I’m still working on it). You’re never really a master. But the difference between a “functional expert” (director) and “leader” (VP or CMO) lies in tone, tenor, and self-awareness. You don’t have to be […]
  3. Good teams have product, design, and engineering sit side by side, and they embrace the give and take between the functionality, the user experience, and the enabling technology. Good teams get their inspiration and product ideas from their vision and objectives, from observing customers’ struggle, from analyzing the data customers generate from using their product, and from constantly seeking to apply new technology to solve real problems. Good teams understand who each of their key stakeholders are, they understand the constraints that these stakeholders operate in, and they are committed to inventing solutions that work not just for users […]
  4. At its simplest, a strategy is a plan for achieving a goal — a bird’s-eye view of the path that will take us from where we are now to where we want to go. It’s important to understand the distinction between strategy and tactics if we’re to elevate ‘story’ in our organisations and use it as more than just a communications tool. If a strategy is the path to your goal, tactics are the specific steps you take as you navigate that path. Imagine your business purpose and vision as a mountain peak. Your strategy is the route map […]
  5. ‘Story’ is defined as ‘a narrative, either true or fictitious, in prose or verse, designed to interest, amuse, or instruct the hearer or reader’. This limiting definition sells ‘story’ short. Traditionally, in business and career development, we’ve primarily used our stories as communication tactics — ways to get people to see us — while overlooking the opportunity to leverage them to help us see ourselves more clearly. Far from just being a way to differentiate us, our stories can help us to decide, plan, lead, sell, inspire, influence, persuade, rally, create value, build trust, foster connection and succeed by […]

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