On Reengineering Marketing
John Porcaro comments on the disconnect between the customer research that was being done, and the product engineers who were building the product. He writes,
"Almost two years ago, we had a 'Marketing Symposium' where Steve Ballmer made a comment about 'selling what we build, AND building what we can sell.' His point was that often we spend a lot of time building amazing features into products, only to see the features (or products) being ignored. Of course, marketers need a good story to tell when approaching developers. Some marketers dwell firmly in the land of intuition and 'street smarts', which in-and-of-itself might not be a bad thing, but most developers I know expect plans to be backed by logic, measurement, and a well-positioned framework." You can read his full post.
Every week I meet product managers who want to know how to force developers to do what they want. They seem to feel that the title of "product manager" gives them power. But neither power nor credibility comes from a title. You want to get developers to listen? Here's how. Use market-facts. No developer is interested in intuition and street smarts; they want logic and market facts. Product manager credibility and respect are earned.
Have you visited a customer lately?
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