To help us dive in to this issue, we interviewed Dave Dersh, an extremely successful and experienced salesperson who has applied his trade for Apple, Dell, and Sun Microsystems to name a few.
Features on their own are simply not enough, but instead, how do these features tie back to the customer’s unique definition of business value.
The customer needs to see how this product helps them increase their revenue, lower their cost, or provide some kind of capability that they didn’t otherwise have.
Salespeople need Product Managers to help them get really clear on what the value proposition is, and especially how to communicate that quickly and effectively to the customers.
Sales and marketing need to get on the same page with respect to what is a real lead, what is a qualified lead, and how do they build the sales pipeline.
As a Product Manager you can help ensure the leads are well qualified by having clear, crisp personas for you market and communicating these to marketing and sales.
Stay in dialogue with your salespeople and let them know when you are going to be talking with a customer, be clear what the issues are and what the customer’s situation is. You don’t want to say something that inadvertently causes buyer’s remorse or stalls a purchase that was about to happen.
For more, download our free resources and subscribe to our YouTube channel so you never miss an informative Product Management video.
Most product teams don’t fail because they can’t ship. They fail because product discovery didn’t do its job. As product managers and product leaders, we’ve all lived this
Product management feels harder than it should It’s not because teams are lazy. Not because PMs
By the time a product launches, most teams feel like they’ve crossed the finish line. In reality, that’s where
