Importance of the ecosystem in marketing

Marketing, Marketing Ecosystem, Product Management, Technology

I have been harping for a long time, in case you are coming out with a new product/service in the market, you need to check for the availability of the ecosystem in the technology market space. So if you are Google or Facebook, you cannot expect to enter or dominate the market if there is no internet connectivity.

I have also written earlier about how Thomas Edison was among the few people who had systematised the concept of testing in his New Jersey Labs . There were hundreds of people testing various aspects of his inventions in parallel. He was not testing things serially which is more time consuming.

Incidentally while the light bulb is attributed to Edison, there were at least another 20 odd people who were building the light bulb at the same time.

What is important to remember is that Edison understood the concept of the ecosystem for the success of the light bulb. If there was no electricity, the adoption of the light bulb would not happen. I guess his experience of working with the telegraph company, had given him this background.

For those of you who don’t know Edison was also among the original promoters of what we know today, as the General Electric company and it was called the Edison General Electric. So while the light bulb was being designed, they were also designing the electric network that would get the electricity to the homes of the people so that there would be an immediate market for his invention.

Edison was the perfect marketing / business person who understood that the ecosystem is most critical when getting a new concept into the market.

Even today, there’s so much noise about different technologies that are hitting the market. What is important for the technologies to succeed is the infrastructure or ecosystem to be present in a very stable condition. If the ecosystem itself is shaky then you won’t be able to get the new technology launched successfully. This is one of the most critical lessons in product management which people miss.

Till next time then.

Carpe Diem!!!

Successful failure

Marketing, Methodologies, Product Management, Testing

I read this term today while I was reading the book The Bezos Letters by Steve Anders.

I just finished reading the 1997 letter to the shareholders and started reading the first chapter of the book. I was astonished by the amount of emphasis Jeff Bezos places on successful failure.

I keep writing about testing everything because only the market has the right to decide what will succeed. You may have the best product, the most expensive and elaborate media roll out, but if you don’t first test and see, it can bomb.

But Bezos takes it further, he’s talking of billions of dollars that he’s spent on failures, learnt from them and made other things successful and made many more billions.

In marketing and product management, especially when you are a small company , you need to be very agile at testing continuously, learning and adapting to make your product more attractive in the market.

When you do testing ensure you only do with one variable at a time, to keep reducing the risk of a complete disaster. Never try multi variable testing because you will never be able to figure out the interplay between two variables which could create an indeterminate third variable.

Everything that you do has risk. You mitigate it by testing, identifying the failures and then converting into success.

Till next time then.

Carpe Diem!!!

Segment Profitability

Product Management, Profitability, segmentation

As a product manager you look at creating extensions to meet needs of different markets. However not all segments are created equal.

While it’s good for the ego to know that our product is present in multiple segments, some segments are more profitable than others. As a product manager you need to be aware of it because otherwise some finance guy may draw up his own conclusions and shut down your product line.

There could be various ways of doing an analysis of each segment. One method that I have found easy and quick to use & keep me aware is suggested by Richard Koch in his seminal book The 80/20 Principle. If you have not read this book, I would recommend you stop doing everything else and pick it up at the Kindle store.

His suggestion is to segment your market by competitors. The segment where you face the same competitors you club together. Whenever the competitors change you account as different segment. Now fighting different types of competitors in different market segments requires bandwidth of all kinds of resources.

If you know against which competitors you win more easily and also make more money because of scale or whatever else, then as a product manager you should do everything to win even more so that the absolute profit that your product line creates grows.

On the other hand if there are segments, where you find it difficult to win against other types of competitors then you should avoid.

There was a time when I was carrying a product line of an operating system . Now I could sell services to end customers for managing their operating systems, I could sell them training on those operating systems for corporate customers and individuals who wanted to pick up the skill.

While it was easy to sell services and training to companies, when it came to selling in retail our systems were failing against dedicated retail training companies. So even though my product remained the same, in the retail market my competitors were different and I had to leave that segment. Till that time I had not read this book. Now I like to keep evaluating on regular basis how my different product lines are doing in different competitive segments.

Till next time then.

Carpe Diem!!!

Prioritizing the top 3 or 4 – Product Management

Assumptions, B2B, differentiation, Marketing, Marketing Ecosystem, Marketing Stamina, messaging, prioritizing, Product Management, segmentation, single target market

Last week I put up a post in which I highlighted the top issues that we need to focus on when looking at the product management in a technology environment. Product Management being a subset of marketing, some of the core items remain the same. However the focus changes a little. In my opinion, B2B technology buying needs to prioritize as follows:

Understanding the ecosystem for technology adoption
Getting footfalls (incase of a store) or hits on your website or people coming to your webinar
Cost of various media to get you the traffic
Cost of converting the footfall into a buying public

Perry Marshall calls items 2-4 as Traffic, Conversion and Economics. The reason I put the ecosystem first is because there’s a huge dependency on the existing infrastructure for the technology to be adopted. Most technology products that fail are because the ecosystem did not exist for the adoption.

Since 80/20 is fractal within each of these there’s a further 80/20 which exists. So within each database/list, there could be about 20% who would respond 80% of the times or even within the ecosystem there could be a 4% which accounts for the 64% of the ecosystem dependency.

If you are able to identify the few challenges in the ecosystem that you will face which can have a major impact on the success of your product, addressing them will ease your product launch or product entry or penetration dramatically. Its the small hinges which move doors in all areas.

Till next time then

Carpe Diem!!!