Quick CES Update
So, CES has been pretty awesome thus far.
It’s funny, from a product management standpoint the show has been super positive. The thing I’m noticing is that we are pretty far advanced, technology wise, within the digital music market. I’m finding that what we’re doing is now being understood by people pretty well, but they aren’t far enough advanced yet to articulate different, more advanced problems so we can shape our products to help solve them.
Everyone is really just starting to use and look for the products that we have to offer to the market right now.
I’m sure that in 1-2 years, given how fast digital music is growing up as a market, we’re going to be flooded with quality market data for ways in which we can help our customers and prospects succeed in different and new ways.
That’s exciting, no doubt. But to be on the wave right at the time when the problem is playing directly into what your products can do is super cool as well. It’s like the market is starting all play directly to your strengths.
Maybe it’s just the excitement of the show talking, but being able to see the product models and plans we’ve built come to fruition with real-life clients, and the positioning we’ve been working hard to refine and craft over the last few months truly working is a fantastic feeling.
Talk, Talk, Talk
Why is it so important to talk about your product all the time? Because how else are you going to get to know it better than anyone else?
You have to talk about your product(s) constantly, with as many people as possible, and try to keep the conversation on an applicable path, and the things you learn will be immense.
For example, working with prospects will divulge details such as: a) things they are looking the product to do b) how they are feeling about your pricing and if you really trust them c) how they react to your roadmap and d) how they really feel about other options they are evaluating in the market.
This doesn’t only go for prospects of course, but your actual customers. I like to treat those customers that I am able to build a relationship as design partners of sorts. Bounce ideas off them, see how things you have on the roadmap would impact their business. If they are really into what you are doing, and you have a strong relationship there, they aren’t going to start holding you to promises and acting like an ass.
Once of the things that I like to have worked out with Marketing is gathering this type of market data. In order to products to be successful, you have to have more than just yourself working for the customer, and the market at large. If they aren’t, you are going to miss key things, and a PM can’t be in more than 1 place at a time.
Everyone needs to know what to look for, and I recommend wrapping this up into product training, along with other key fundamentals (how your release cycle works and why, product plans, communications, etc…).
Remember — to a PM, calling on customers and talking to prospects about things they are looking for and feeling my seem like a natural thing to do. But for someone that’s not really immersed in that concept / culture / notion may not think of it. To them, certain things like this may seem inconsequential, when it fact, they can make or break a product — and ultimately, a company.
Pricing without Data
I know, it sounds like a sin. But, the reality is for those of us in emerging markets that are not yet defined and do not have a set of competitors to baseline against, it makes driving decisions based on Analyst information and market data very difficult. Especially pricing.
I approach pricing very consciously. It’s one of those things that I want to make sure I limit the amount of mistakes i make. Luckily, we don’t yet have a ton of market exposure and clients paying attention to our every move, so I’m afforded the flex space to make some judgement calls and see how things go.
Much of the time, I only have common sense data like chosen market segments, some competitive details, what prospects are telling us, and estimates based on metrics like # of new customers and # of lost customers across any given time frame.
When some choices are cloudy, I will generally approach a price using a skimming strategy. I know that the price I put to market will generally be higher than what the market(s) we are targeting will bear. As such, I’m prepared to lower them, and in our state of trying to increase market penetration with all of our technology and products, Sales will discount to get a deal done.
This is all fine.
When you are so undefined in a market space, it makes it very difficult to act as though you are an authority. But, this doesn’t mean that everyone can run around and give out any price they feel like it. While there is lots of flexibility (as I mentioned above), the deal has to make sense at the end of the day. If a Sales manage can work within the framework of our product objectives, standardized product and targets, than price can be discounted to help close a deal and get in another customer.
Because, really, will 20% off a setup fee really matter at the end of the day? No. Now, that’s not to say there aren’t elements of a product price I’d prefer Sales to discount. For example, if you are gearing everything on subscription-based pricing, do you really care about the setup? You probably shouldn’t. If Sales can close a deal with 80% off the discount, but the client signs-on for 3-years of recurring revenue, that’s pretty sweet - only if the 3-years of revenue equals out to something greater than the setup. If not, it’s then things start getting loopy.
All in all, take specific care with your pricing. You must go through this process. Why? Well, isn’t it WAY better to have a deal close for the pricing you set than for nothing at all?
Businesses will generally want to pay for things. It’s the course of doing business. If you say, “everything is free, or at $5 per month” or something nutty, people will start to ask questions. Why would they want to work with a company that doesn’t value their product? If they are requesting you pay them nothing (or close to nothing) what kind of relationship will the client expect to have moving forward? What about support? Yes, you can charge for support, but if the perceived value of the product you are supporting is nothing, how can a client be expected to get answers to their questions even if they pay for it?
Pricing is just one part of a product’s equation. But, keep in mind, in start-ups that are within markets that are not very well defined, sometimes you have to go on instinct. Put yourself in a targeted client, in the market you are targeting. If you are targeting small to mid-size businesses it probably doesn’t make logical sense to price to an Enterprise. Vice versa. But, if you are working at a level of all three, figure out where the “sweet spot” is and price from there accordingly.
No, you are not going to get it right everytime. But, in start-ups, mistakes are what it’s all about. I’ve made plenty, and you shouldn’t go around being afraid of getting fired or management choosing to bring in people that “really know what they are doing.” Trust yourself, and your market instincts and sensing capabilities and tweak as you go.
It won’t be right out of the gate, nor will it be right every time, all the time. But, pricing is like building a successful product. You have to listen to the market to make sure the price is for your customers. After all, you aren’t building a product for yourself or your competitors. Nor should you price a product for yourself or your competitors.
