Product-led Growth (PLG) is a customer acquisition and retention strategy that focuses on the product experience as the primary driver of growth.
Changelogs can be a powerful tool in achieving this goal by keeping your team aligned on progress, communicating with early adopters, demonstrating your company's culture and execution, and even attracting investors and new hires.
Getting customer feedback is crucial because it allows your customers to express themselves and share what is working for them and what isn't.
The goal of any digital product manager is to create products that users need and want. In order to do this, they must understand what users need and want, as well as what the market needs. This can be a challenge, as it requires research, planning, and analysis.
2023 already looks exciting for product people 👀I have compiled the product management events that will be held in 2023 for you ✨Here are 15 different events with dates, locations, and event links👇
You can best find out what your customers think about your brand, service, and products by collecting feedback directly from them. Understanding your customers and their attitudes toward your product is more important than just knowing their likes and dislikes.
We all know that we need to get feedback from our customers, but we often forget that we need to get feedback from our internal stakeholders, too.
I believe if you’ve understood the problem well, then building the right product is just one step away. And understanding the problem well is only possible by closely listening to the customers.
In my definition, a product-led company is a company where everyone believes they support the product directly. This includes teams like Finance or People Ops, which are typically considered “far away” from product development.
Derived from butter churn, the word "churn" is defined as the percentage of customers who leave a company within a specific period of time. Customer churn can be a major problem for businesses because it can lead to a decline in revenue and profit.
Managing internal stakeholders begins with prioritization (like so many topics in product management). Since PMs have an essentially unmanageable number of stakeholders, it’s critical to know at any given time which ones can make the biggest contribution to the success of a product.
We published the first version of Producter shortly after quitting our full-time jobs. We had our first closed beta user create the workspace last year at these times.
Instead of “work fast and break stuff” you should work fast and learn quickly. What this means is that you have to understand problems you think you will be able to solve
As a product manager, you're likely always looking for ways to grow your company's revenue. But what if there were a specific approach you could take that would guarantee growth? The key to sustained revenue growth lies in product-led strategies.
Product Management for me has been a journey through various start-ups, I started in a clinical setting, pivoted into marketing
