All related (8)
Greg Hollander
VP of GTM & Strategy at Novi
  This one’s a sensitive one, since it’s tough (and not necessarily good for the business) to get in the middle of a sales process.  I’ve found most success reaching out to folks cold who are not in a buying cycle, and currently use a competitor, with the offer of just trying to learn more about their needs.  Even better if you have direct collaboration with Product and can tell the interviewees that what you learn from them will influence the solution you’re building, which would be available to them when their contract’s up.  If you think there’s a lot of value in talking to folks that a...more
Anthony Kennada
Chief Marketing Officer at Hopin
I don’t see a difference actually, at least for technology companies. At the end of the day, customers don’t want your product, they want outcomes that your product (and company) help them derive. Few examples: • Uber/Lyft sell the ability to get from point A to point B without a car. The app is just a vehicle (pun intended). • AirBnB sells the ability to belong / feel at home anywhere in the world. • Etc. Start by deeply understanding your persona and work backwards from there. Understand the jobs they’re looking to tackle and how your product and company both have a role to play in conc...more
Abdul Rastagar
GTM Leader | Marketing Author | Career Coach
Measuring effectiveness around anything, including personas, starts with knowing what the goal is. Why are you building personas in the first place? Some common uses for personas tend to be for message development, sales training, product design or campaign creation. But there are plenty of other reasons as well. Knowing what the goal is leads to measuring effectiveness, which usually has a process component and an outcomes component. The former can be somewhat qualitative but the latter almost always requires some type of data-driven A/B testing. For example: • in product development, did...more
Diego Lomanto
VP, Product Marketing at UiPath

Hi - yes - I definitely recommend sharebird's resources. I also love a few books on positioning. First the classic book here is from Al Ries and Jack Trout and it's called "Positioning: The Battle for your Mind." I also recommend "Obviously Awesome: How to Nail Product Positioning so Customers Get It, Buy It, Love It" by April Dunford

Greg Hollander
VP of GTM & Strategy at Novi

More than one persona can definitely make sense.  It just depends on the business.  Ideally you want to have one persona per “target audience”.  The balance is having enough to create coverage across the segment(s) that are strategically valuable to the business, and not too many that they become information overload and are not actionable.

Nipul Chokshi
Head of Marketing at Atrium - Data Driven Sales Management
Depends - if you’re able to differentiate enough to be a #1 or #2 player in the market, stick with the current category. I would, however, start to amp up the thought leadership so that you can influence the category more going forward so you can start to play your own game. Not knowing more details its hard to go into specifics here, but you could also consider creating an off-shoot of the current category (again leaning into your differentiation) and tell the story around how “other vendors are doing things the old way” and you’re providing a “new way” to solve the problem [of course thi...more
Hila Segal
VP of Product Marketing at Observe.AI | Formerly Clari, Vendavo, Amdocs

Analysts will not endorse any vendor directly. Your goal with AR is to help shape their POV about the market, especially if this is a new category and ultimately get well positioned on MQs and Wave reports. Shaping their POV means showing analysts how customers are getting value from this new type of solution and what critical capabilities that are required to be successful. Do this by building a personal relationship with the analysts, sharing insights, connecting them with your customers, and keeping them updated about your roadmap and product innovation.