All related (8)
Kara Gillis
Sr. Director of Product Management, SplunkMay 31
This is a tale as old as time. There are many ways to approach this. I have seen vendors heavily bid on the AdWords of their competitor names and promote alternative solutions (trials or marketing content). I have seen vendors who are challengers in mature markets create "Us vs. Them" web pages or blogs that outline the differences (according to the vendor publishing the info) what the major differences are. And, I have seen third-party research or analyst evaluations heavily promoted that rank vendors according to specific criteria (contracted by the vendor or annually conducted created...
Milena Krasteva
Sr Director II, Product Management, WalmartMarch 31
While it may be tempting to get sucked into feature by feature wars and spar through marketing communications it will not yield much for whoever (you or the competito) lacks sources of Sustainable Competitive Advantage. see related answer on what those are, not to be confused with Competitive Advantages
Kara Gillis
Sr. Director of Product Management, Splunk
I used to be a product marketer. My ideal working relationship is to view product marketing as my key partner in product development, launch, and iteration. We are both stewards of the product success. I try to involve product marketing into the very beginning stages of product development - they help me amplify the voice of the customer, help me find reference customers by launch, fine tune messaging, speak to industry analysts educating them on the new product, enable sales and customers on the product benefits and messaging. PMMs also conduct competitor messaging/positioning analysis,...
Wade G. Morgan
Product Strategy & Operations Lead, Airtable
For us, product strategy stems from company strategy, so it's first important to have a firm grasp on where the company strategy is headed holistacally, and why. Additionally, we serve as a partner function for the entire ProdDev org, so rather than owning a specific segment of the product, we're responsible for helping the company zoom out a bit to identify key areas that could make sense to invest in.  As a result, when working with our exec team it's critical to understand both the company strategy & priorities, functional strategy & priorities, as well as the audience we're communicati...
Sandeep Rajan
Product Lead, Member Experience, Patreon
The only stakeholder that must have buy-in for your product strategy is the one accountable for the results of your org or area. That may be a C-level exec or VP or GM or a discipline lead. Once they believe in the strategy as the best path to hit their goals for the business, what remains is largely a communication challenge. Keep in mind that getting alignment with your primary stakeholder may require you to get the approval of multiple other stakeholders along the way. For my thoughts on how to do that, see the first question on the list. 
Lizzy Masotta
Senior Product Lead, Shopify | Formerly Salesforce, Google, Nest, Cisco Systems
Don’t forget about marketing, positioning and acquisition of customers as a key part in your differentiation strategy.  It’s easy for Product Managers to solely focus on the bits and bytes of how the product works once someone’s in it, but if you cannot acquire or entice new customers - you need to move your differentiation focus further up the funnel.  Is your product too hard to set up or use? Does it take a long time for users to see value in your product?  It’s key to partner with sales, product marketing, support and solution engineering to get the full picture here.
Bhaskar Krishnan
Product Leadership, Meta | Formerly Stripe, Flipkart, Yahoo
* For any Product, the hierarcy, in terms of immediate to long-term is Execute -> Features -> Roadmap -> Strategy -> Vision * The focus for any product team should be to execute & launch and then working on the features & building on the roadmap from a bottoms-up perspective. They should also embark on a top-down appraoch of understanding the market landscape, the user problems they can solve profitably and setting the vision. The intersection of these approaches can take anywhere from a few weeks to a few months to a few years and depends on the stage of the firm, th...
Sriram Iyer
GM / Head of Products and Partnerships, Adobe DVA, Adobe | Formerly Salesforce, Deloitte
Pretty much the same stencil that I used to answer the previous question. If you are pivoting, I'd assume that one or more of these elements below have changed. So I'd use this framework to re-examine the sweet spot that you need to land on to be effective and win this next time around. Some elements to consider - 1. Market - Market landscape, gaps, and market opportunities. You want to work on an impactful problem area. Key Geos you will play in. etc. 2. Key vectors - I also like to play at the intersection of 2-3 key growth vectors - so I know directionally I am betting in the righ...