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The distinction is important as we navigate this
plateau in the development of capacities for our industry. Although it looks
like a lack of technical movement, we think we can trace it to marketing
questions. Some explanation is in order. A great technical team participates in the
development of a spec. From then on, accomplishment (except in the very untidy
world of technical bootstrapping) is all about the accomplishment of a very
large "to do list". When we say it is a linear process, we mean that a
focused technical team is simply not productive unless it is always
accomplishing the next most important thing. This focus on prioritization,
essential for smooth functioning in an IT department, creates a train of results
that must be carefully managed by the project's leadership. It becomes marketing's job to explain the
results of this process to the customers and potential customers. That's where
the problem starts. If you ask technical people about the results of
their work, they nearly always focus their story on the priorities of the
project or its most challenging technical aspects. The marketing department's
job is to somehow translate that linear dialog into a description that is
customer oriented. Customer's rarely care about technical challenges or the
company's priorities. They care about solving their problems. At the simplest, a marketing person is
responsible for reframing the technical features (as told by the developers)
into a series of benefits (as experienced by the customers). That requires
standing far back from the work and seeing it with the customer's eyes. So,
while the Yukon Denali
is, in fact a huge SUV with a really big engine and lots of special automation
in the transmission, marketers focus on its heated seats and tight turning
radius because the desired customer is a woman. Figuring out how to reframe the technical
accomplishment as a desirable commodity in the market often wounds the feelings
of early entrepreneurs who are focused on linear technical accomplishment. We're
certain that there are grumblings in the design ranks of the Denali team. But,
tech specs do not sell a product. The right question to ask a company is
"What does it do for me?" In our world, asking only "What does it
do?" opens the door to a flood of technical answers that probably don't
tell you the most important customer benefits.
- John Sumser © TwoColorHat. All Rights Reserved.
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