Many reports get written by analyst firms that cover markets and forecasts which are valuable. There is a research and analysis layer under these types of reports that can be done once you fully understand a product offering, target markets and differentiators. Focused research can accelerate sales, shift marketing activities to generate leads and allow management to make faster decisions.

This layer can target a specific vertical market where growth is expected or a new technology that is being added to products in the same category. This type of research can also lead to strategies for developing growth plans and options for reaching a specific amount of revenue by a certain date. Services in this area pinpoint a need and find solutions or options to reach a specified goal.

Whether direct or indirect, knowing competitors and how they position themselves in the market is critical to creating differentiators. A true competitive analysis goes deeper than features, which product managers often know already. Understanding channel strategies, partnerships, growth strategies, financing and key messages used by competitors along with how products vary add new insight into how to position a company for success.

Do you need to better understand a particular market segment and their requirements or learn how current customers feel about an offering? Data are available through talking directly with prospects and customers to get focused feedback. Get detailed results through a Voice of the Customer Validation exercise that outlines relevant questions based on facts complete with recommendations to make business decisions and drive positive change.

Exercises around positioning using Chasm Institute principles and Blue Ocean Strategy concepts offer insight into picking target markets based on facts. Research can follow that validates the market opportunity. Messages can then be developed like elevator pitches and company / product definitions that align with market expectations.

After products are well-defined and target markets clearly outlined, the work begins of how to develop a market to gain traction. This can mean many different things – a few examples are: recognition by analysts in the right categories, write-ups by the right media outlets and generally figuring out where you need to place yourself to meet prospects for the highest exposure. This strategy development should come from both internal staff and through external research in talking with industry experts, customers and by watching where competitors go. Once documented, a plan can be created to realistically align a market development strategy with company budget and growth goals.

Are you considering a brand facelift or enhancement? Get recommendations and designs based on evaluation of industry expectations, competitor images and your company goals to uncover a new look and feel that fits your future strategy. First impressions leave a lasting impression. Services include: Company and product naming, message and tagline development and corporate image creation.

Product marketing is about bridging the gap between product development, marketing and sales to ensure features, benefits and differentiators are communicated consistently and simply enough to demonstrate value to prospects and customers. We know by now that brochures don’t sell products: people do (or the web in some cases). The best product with the greatest laundry list of features does not always win. This is why product marketing is important in a successful product design, launch and evolution.

I look at how advanced a market is in its adoption of a technology or product and what the market needs and demands are to help determine what types of tools, messaging and documentation are required. Services offered are complimentary to product line management such as: review and analysis of current product marketing structure, website recommendations or development, brochures, company profiles, roadmaps and product architecture representations.