Skip to main content

Kranz on Focus

Over on MarketingProfs.com, Jonathan Kranz has an article, "Before You Write: Your 10-Point Checklist". One among several noteworthy items on the "checklist":
"7. Focus on one thing. I recently worked with an engineering company that has many talents. They do design. They supervise construction. They serve as expert witnesses in litigation. In fact, they do so many things so well that it was hard to craft a coherent message that wouldn't confuse potential clients. In the end, we agreed on a common theme: They solve problems that stump other engineering firms. In doing so, we had to elevate some elements of the message,
such as 'problem-solving,' while subordinating others, like 'design.'

This winnowing process may be painful—we all prefer to say as many good things about ourselves as we can—but it's absolutely necessary. Messages that are too broad disintegrate like powdery snowballs and never reach their targets. But a focused message is like a rifle shot—powerful because it is precise."
Many product managers and marketing gurus say that focus is important. In fact, one of Al Ries's 22 Immutable Laws of Marketing is the Law of Focus. The reason we keep on harping on it after all these years is that, unfortunately, there is an almost irresistable desire for companies to broaden their message.

Comments

Popular posts from this blog

Why Spreadsheets Suck for Prioritizing

The Goal As a company executive, you want confidence that your product team (which includes all the people, from all departments, responsible for product success) has a sound basis for deciding which items are on the product roadmap. You also want confidence the team is prioritizing the items in a smart way. What Should We Prioritize? The items the team prioritizes could be features, user stories, epics, market problems, themes, or experiments. Melissa Perri  makes an excellent case for a " problem roadmap ", and, in general, I recommend focusing on the latter types of items. However, the topic of what types of items you should prioritize - and in what situations - is interesting and important but beyond the scope of this blog entry. A Sad but Familiar Story If there is significant controversy about priorities, then almost inevitably, a product manager or other member of the team decides to put together The Spreadsheet. I've done it. Some of the mos

5 Ways Companies Make Product Decisions

In the last blog entry, we reviewed the  four problems that companies face, or are trying to overcome, as they make product decisions .  Now we'll look at the ways that most companies make their product decisions. Companies that develop, market, and sell products and solutions make strategic and ongoing tactical decisions.  They decide what features to include in their products, what messages they will use to communicate the value of their products, what marketing tactics they will use, what prospective customers they will target, and many day-to-day choices. Whether or not these decisions are deliberate or ad hoc, most companies use some combination of the following ways of making product decisions. (A downloadable "map" that summarizes the product decision landscape is included at the end of this article.) Customer Wants Product decisions based on feature requests, focus groups, and what prospects and customers say they want. Companies are selling products to

Is Customer Development Pseudoscience?

The “Science” of Lean Startup Lean startup practitioners embrace the scientific method, seeking the "truth" about what business model and strategy will lead to product success. We do so by: Formulating hypotheses Crafting and running experiments to test them Learning from the experiments Iteratively feeding our learnings back into revised hypotheses Sounds pretty scientific, at least in spirit, doesn't it? Yet this process actually neglects a key ingredient in the scientists' mode of operation. To identify what’s missing, let’s examine “customer development”. Customer Development Steve Blank is one of the pioneers of the lean startup movement. He introduced into the lean startup lexicon the term “customer development”. Customer development consists of sessions and interactions with customers to test hypotheses. For example, a product manager might interview a prospect, asking if she agrees with the product manager’s hypotheses about the problem