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How product marketing helps create a product



However, this is just the tip of the iceberg, and the work before launching a product on the market takes place in several stages and takes a lot of time.

1. Understanding customers.

Product marketing needs to be in touch with both the customers themselves and the customer-facing teams. These research groups answer questions such as:

  1. what jobs are required to serve customers?
  2. what services are most in demand?
  3. what are the non-basic and incidental uses of the product?

Product marketing conducts research and then brings teams to market to collect data and summarize it as information in a convenient format for the product manager to incorporate into a strategic action plan.

2. Research of competitors.

Product marketing conducts competitor research to understand which features are essential to making a purchase or shifting customer focus, and which of these might be desirable benefits.

What functionality, being an industry standard, is a fundamental flaw? What do we need to create to get a product with a competitive advantage? What should we do to make our product stand out and use our own platform the way only we can?

3. Statement of the problem and a variant of its solution.

When a strategic action plan is outlined and it’s time to start working on it, the product manager formulates a problem that needs to be solved. In response, the product marketer offers a solution that convinces people to buy or pay attention to the product.

4. Preliminary testing.

Product marketers work with sales and product developers to identify the right customers to participate in pre-testing.

Finding the right balance of use cases, company size, industry influence, and customer needs is important. It is the participants in this test who will provide you with the first customer feedback. Then, a test invitation is created, which is a great opportunity to try out the proposals. Based on the test results and feedback from participants, you formulate your announcement about a new product.

5. Positioning of the product.

After the requirements analysis is complete, the product marketer creates a resource for the people in the company. It aims to understand what kind of product was created, what problem it solves for customers and how it fits into the market (where it wins, where it loses, and how it differs). It is available to everyone in the company for new employees, sales reps who update their marketing materials, or anyone who is simply interested in your products.

6.Creating an informational message about the product.

An informational message about a product is a description of a product, its advantages and functionality, which are sent to the outside world. To create it, product marketing performs an action called “create a package.”

The product manager, designer, and product marketer prepare newsletters to be placed on a product box or selling a product function.

They share their newsletters with each other and then discuss which elements will make the best “package.” The final version becomes the basis for the compilation of the entire newsletter system used to generate demand, content, advertising and sales.

7. Ensuring the quality of the product and giving it special value.

Product marketers can’t do anything without product information. Testing (ie, initial market launch) of a product is necessary for developers to understand and create a perfect product.

It is necessary to make a list of the functions or actions of the product that will be reflected in the marketing materials. This way, the product development team can prioritize improvements, in turn helping marketers meet product launch dates. Then all non-obvious shortcomings will be eliminated by the time of launch.

8. Due diligence on end users.

The fact that separate teams are responsible for separate segments of the product creation process does not mean that the creation process should be segmented.

In preparation for launch, everyone in charge of brand design, product marketing, content strategy, product management, product design and product development must rethink the entire creation process from start to finish.

This is necessary to make sure that the “transfer to each next stage” is carried out on the basis of an integrated approach, leaves no questions, and clearly follows the schedule. As a result of this approach, each employee involved knows the subtleties that allow for an integrated approach.

9. Staff training.

Product marketing stimulates the internal learning process. It can be conducted in a “general meeting” style with unlimited opportunities to ask questions.

The product manager demonstrates the product, while the product marketer distributes promotional materials to convey the idea of ​​the product’s value and competitive advantage.

Email marketing and market positioning must be understood in the same way by all teams in order for you to present a consistent concept to your customers. To do this, you can create and distribute “competitive advantage cheats”. These are cheat sheets that tell you what distinguishes your product, where you win and where you lose to competitors.

The product marketing approach needs to go much deeper than providing sales support and marketing campaigns. Start developing a solution when the problem is just being identified, and don’t wait until the solution is ready. While actions and tactics are constantly changing, the goal is always the same: to help create and announce a product with a market in mind from the outset. Thus, when the product is finally on the shelf, it does not sit there for a long time.

Moris Akline
About author

Speculative operations in the foreign exchange and stock market. Work with futures and indices on CME. Work on FORTS and RTS. Development of portfolios and investment strategies for clients. Knowledge of technical (price charts of various types, indicators and oscillators, trends, channels, support / resistance levels) and fundamental analysis, take note of news. I work according to my trading strategy in compliance with the rules of capital management and risk management. Development of trust management strategies. Technique of order execution, placing and changing protective stop-losses, hedging.
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