RAFFIAPALM

Resources for product teams from industry experts.

product

  • Product-Led Growth (PLG)

    Go-to-market strategy that relies on the product to acquire, activate, or retain customers. It is seen as one of the more cost-effective ways to create a customer base, in particular to engender organic growth and evangelism. It’s particularly popular for developer tools, as it’s always presumed developers like to try something before they believe it will work for them, as well as consumer-facing companies.

    In B2B companies, it can mean using product data to drive sales actions. The idea with PLG is that people like the product so much, they use it with others, which grows the number of users organically or vastly simplifies the sales process.

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

    Source: Amazon Kindle
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  • It’s not an accident that some products catch on and some don’t. When an ideavirus occurs, it’s often because all the viral pieces work together. How smooth and easy is it to spread your idea? How often will people sneeze it to their friends? How tightly knit is the group you’re targeting — do they talk much? Do they believe each other?

    How reputable are the people most likely to promote your idea? How persistent is it — is it a fad that has to spread fast before it dies, or will the idea have legs (and thus you can invest in spreading it over time)? Put all of your new product developments through this analysis, and you’ll discover which ones are most likely to catch on. Those are the products and ideas worth launching.

    — Purple Cow, New Edition: Transform Your Business by Being Remarkable by Seth Godin

    Source: Amazon Kindle
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  • The way you break through to the mainstream is to target a niche instead of a huge market. With a niche, you can segment off a chunk of the mainstream, and create an ideavirus so focused that it overwhelms that small slice of the market that really and truly will respond to what you sell.

    The early adopters in this market niche are more eager to hear what you have to say. The sneezers in this market niche are more likely to talk about your product. And best of all, the market is small enough that a few sneezers can get you to the critical mass you need to create an ideavirus.

    — Purple Cow, New Edition: Transform Your Business by Being Remarkable by Seth Godin

    Source: Amazon Kindle
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  • There are three points of executive leverage in strategy making. The first is to manage the cost structure, or values of the organization, so that orders of disruptive products from ideal customers can be prioritized. The second is discovery-driven planning — a disciplined process that accelerates learning what will and won’t work. The third is to vigilantly ensure that deliberate and emergent strategy processes are being followed in the appropriate circumstances for each business in the corporation.

    This is a challenge that few executives have mastered, and is one of the most important contributors to innovative failure in established companies.

    — The Innovator’s Solution: Creating and Sustaining Successful Growth by Clayton M. Christensen

    Source: Amazon Kindle
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  • Well-managed companies are excellent at developing the sustaining technologies that improve the performance of their products in the ways that matter to their customers. This is because their management practices are biased toward:

    • Listening to customers.
    • Investing aggressively in technologies that give those customers what they say they want.
    • Seeking higher margins.
    • Targeting larger markets rather than smaller ones.

    — The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change) by Clayton M. Christensen

    Source: Amazon Kindle
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