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When Product-Market Fit Assumes Too Much Sophistication
A strong value proposition won’t translate into strong sales if your market isn’t ready to adopt. This post breaks down the risks of overestimating customer sophistication—like inflated TAMs and misaligned messaging—and outlines a practical framework to assess readiness across technical, human, and organizational dimensions.
Read MoreCommon Challenges of TAM Research
The ask is simple: Estimate the TAM. The reality? No clear data and no easy answers. Estimating the TAM for a new product or market often falls to the product marketing team. This simple-sounding task comes with many challenges. This article provides suggestions for how to address some of those challenges.
Read MoreSegmentation with Purpose: Aligning Objectives with Market Insights
While AI and LLM technologies are advancing personalization, segmentation continues to be the foundation of effective market strategies. This blog delves into practical insights and recommendations for how to set clear objectives, navigate challenging insights, and get the most out of your segmentation efforts.
Read MoreSix dimensions to assess Market Opportunity
Profiling the market on these six dimensions will provide a more complete picture of the market and help you avoid overestimating a market size or its appetite for a new solution. The data sources available for this type of assessment include internal knowledge and expertise, secondary research, analyst firms, and primary research.
Read MoreIs NPS a useful indicator of a target acquisition’s value?
A recent Wall Street Journal article called attention to the “cultlike” following that NPS has garnered among CEOs in recent years. Their analysis found that in earnings calls by S&P 500 companies, “NPS” or “net promoter” were cited 150 times by 50 different companies. The article goes on to question whether companies have put too much emphasis on the one number system that is Net Promoter.
Read MoreMake better strategic investment decisions: Reduce decision bias in M&A due diligence
PE firms and corporate investors compete intensely for investments to expand their portfolio or augment their existing solutions. In the due diligence process, decision makers face the dual pressures of accuracy in a high-stakes decision, and the need to work very quickly. Unfortunately, the time-pressure of makes these decisions vulnerable to the cognitive biases.
Read MoreUncertainty: The hidden barrier in B2B markets
Many B2B purchases are delayed or abandoned due to the uncertain outcome of the decision. Prospects compare the certainty of the status quo (good or bad) to the potential (but uncertain) benefits of a new solution and opt for the “devil they know”. The implication: B2B Marketing and Sales can help prospects reach a purchase decision by reducing uncertainty for the new solution, and increasing uncertainty of the status quo.
Read MoreLittle Data: When B2B marketers don’t have access to big data
While B2B marketers wait for their organizations to adopt big data tools, they can leverage a range of cost-effective data sources to inform decisions that move their companies forward. The following are some of low-cost or free data sources (little data) B2B marketers, product managers and strategists can use to evaluate market opportunities, competitors, customer needs and overall market trends.
Read MoreDeveloping a mid-market strategy for your enterprise product/service
The mid-market is an unfulfilled market opportunity for many vendors that serve enterprise segments. Rethinking the needs of the mid-market can improve a vendor’s chances of succeeding with smaller customers.
Read MoreWhat is the expected life cycle of a cloud application?
Expected product life cycles have traditionally informed forecasts for software demand – they could be used to help estimate the number of organizations likely to be in play any given year because their solutions had reached their natural refresh cycle. The shift to cloud applications muddies the water in terms of this traditional forecasting approach.
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