Você está em desacordo com as vendas sobre as prioridades de recursos do produto. Como você encontra um terreno comum?
Quando as equipes de gerenciamento de produtos e vendas entram em conflito sobre as prioridades de recursos, pode parecer um impasse. Mas é um cenário comum que você pode enfrentar. Sua função requer equilibrar as necessidades do usuário, a viabilidade técnica e as metas de negócios, enquanto as equipes de vendas geralmente pressionam por recursos que fecham negócios. O desafio é encontrar um terreno comum sem comprometer a visão do produto ou o sucesso no mercado. Entender as perspectivas uns dos outros é o primeiro passo para o alinhamento e um roteiro de produtos mais forte e voltado para o mercado.
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Chandrachood RaveendranIntrapreneur & Innovator | Building Private Generative AI Products on Azure & Google Cloud | SRE | Google Certified…
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Arjun Chowdhury, MBA, P.Eng.Product Manager | Program Manager | Kellogg MBA | 2X Best Selling Author
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Adhitya GBusiness Architect Senior Analyst Intern @ Accenture | IIM Kashipur MBA 2023-25 | Exchange coordinator- International…
Para preencher a lacuna com as vendas, comece entendendo suas motivações. As equipes de vendas são movidas por metas e feedback do cliente, concentrando-se em recursos que respondem diretamente às demandas do cliente e às ofertas dos concorrentes. Ao ouvir ativamente suas preocupações e os motivos por trás de suas solicitações de recursos, você pode apreciar as pressões comerciais imediatas que eles enfrentam. Esse entendimento é crucial para encontrar uma abordagem equilibrada que satisfaça os objetivos de vendas e a estratégia mais ampla do produto.
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Chandrachood Raveendran
Intrapreneur & Innovator | Building Private Generative AI Products on Azure & Google Cloud | SRE | Google Certified Professional Cloud Architect | Certified Kubernetes Administrator (CKA)
You should ideally be closer to your customers than the sales team, if that is not happening then listen to your sales team carefully, understand what the customer is asking for, what features do they love and what they don't like and identify what is needed to make sure the customer stick with our product forever
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Adhitya G
Business Architect Senior Analyst Intern @ Accenture | IIM Kashipur MBA 2023-25 | Exchange coordinator- International Relations Committee, IIM Kashipur
Having worked in sales previously, the team tends to meet customers on a daily basis. They understand the customer's needs and wants from a product and are a frontline for the organization. They tend to bring features that directly comply with the customer's demand. Having a open discussion and listening their reasons behind the requests , will help understand their exact needs and also the pressure they face. By proper conversation, we can bring a balanced approach that satisfies both the sales issues and the product strategy.
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Himanshu Tripathi
Business Enthusiast | Technical Writer : Fynd - Reliance | Project Manager | Social Media Manager & Strategist
Begin by understanding the sales team's perspective. Recognize their goals, challenges, and the feedback they receive from customers. This understanding helps in appreciating the rationale behind their feature requests. Example: Schedule meetings with sales representatives to discuss their experiences and the demands they encounter from prospects and clients. Ask about the features they believe are crucial for closing deals.
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Dr.Madiha Batool Hasnain (RPh)
Ambassador |President Club Awardee | Bayer | IBA
Sales is another functional department that you need to understand by walking the talk, feeling its challenges and realizing its points of view of the customer, his needs, and the need for revenues. Recognise the value of knowing the market and customer preference through the eyes of the sales department. If you empathise sales, there are many issues that are reciprocal and you will find that you both get the outcomes that will benefit the end consumer and the business.
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Bruno Debonnet
Passionate Strategic Product Manager | Innovating Tech Solutions
Sales and Product Management have distinct but complementary roles and should respect each other for that. Sales focuses on finding new opportunities and listening to customers. They can help Product Managers by objectively measuring the importance of each feature requests and estimating their potential value and revenue. Product Management is responsible for prioritization, distinguishing must-have features from nice-to-haves. Product Managers can help Sales by joining customer calls to better understand the underlying needs and usage patterns, ensuring that product development aligns with real customer demands.
O alinhamento de metas é fundamental para o gerenciamento de produtos e a harmonia de vendas. Certifique-se de que todos entendam os objetivos de negócios abrangentes e como eles se relacionam com os recursos do produto e as metas de vendas. Ao concordar com objetivos comuns, como aumentar a participação no mercado ou aumentar a satisfação do cliente, você pode priorizar recursos que atendam a esses interesses mútuos. Essa visão compartilhada ajuda na tomada de decisões que beneficiam toda a empresa, não apenas departamentos individuais.
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Himanshu Tripathi
Business Enthusiast | Technical Writer : Fynd - Reliance | Project Manager | Social Media Manager & Strategist
Identify and align the common goals of both the product and sales teams. Ensure that both teams understand that they are working towards the same overarching business objectives, such as increasing revenue, improving customer satisfaction, and expanding market share. Example: Organize a workshop where both teams can outline their goals and identify overlaps. Highlight shared objectives like boosting user adoption and reducing churn rates.
As sessões conjuntas de priorização podem ser inestimáveis. Convide os representantes de vendas a participar do processo de priorização, dando-lhes voz e, ao mesmo tempo, compartilhando insights de pesquisas de usuários e restrições técnicas. Essa abordagem colaborativa promove um senso de propriedade entre as equipes e ajuda as vendas a entender as complexidades envolvidas no desenvolvimento de produtos. É uma plataforma onde todas as vozes são ouvidas e as compensações podem ser discutidas abertamente.
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Arjun Chowdhury, MBA, P.Eng.
Product Manager | Program Manager | Kellogg MBA | 2X Best Selling Author
Setup a meeting and discuss the advantages of launching each of the various features. Look at various aspects of launching the feature: the impact to the business, the impact to the customer, the ease of build for the development team, the short-term benefit, the long term benefit, etc. With detailed discussion and analysis, you will eventually find a common ground.
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Sameer Ranjan
Lead Product Manager at Eleve Media | Ex-Byju's | IIT Kharagpur Alumnus | AI-Driven Product Innovator
Picture this: you're in a room with your sales team, armed with data, user feedback, and a determination to align priorities. It’s like herding cats, but with a purpose. Take a cue from Airbnb, where the product team once clashed with sales over prioritizing an advanced booking feature that some top clients demanded. Instead of butting heads, they convened a joint prioritization session. Sales brought their client insights, while the product team shared user research showing limited overall demand for the feature and highlighted the technical hurdles involved. Through open dialogue, they prioritized enhancing the search and discovery feature, which catered to a broader audience and was easier to implement.
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Himanshu Tripathi
Business Enthusiast | Technical Writer : Fynd - Reliance | Project Manager | Social Media Manager & Strategist
Collaboratively prioritize the feature requests. Use a structured framework that includes input from both teams. This joint effort ensures that the prioritization process considers both market demands and sales needs. Example: Implement a prioritization matrix where each feature is scored based on its potential revenue impact, customer demand, and alignment with strategic goals. Include representatives from both teams in the scoring process.
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Aakash Mehta ⚡️
Head of Product @ Phyllo | Ex-Okta, Google, Jio | Harvard MBA, Creator, Angel Investor
Asked sales to quantify the revenue potential and timelines for each product. This will give both teams a sense of which products have short term impact vs. which ones are more long term impact. Since the sales team is focused on getting the most revenue in the short term, they will prioritize those higher, but with this you can help them understand that you need to steadily build towards products that will have long term value as well that will generate customers and revenue for the company in the long term.
A comunicação eficaz sobre o valor de diferentes recursos é essencial. Quando as vendas entendem a lógica por trás da priorização de certos recursos em detrimento de outros, especialmente em termos de visão de produto de longo prazo e benefícios para o usuário, é mais provável que apoiem o roteiro do produto. Use uma linguagem clara e não técnica para explicar como recursos específicos se alinham às necessidades do usuário e aos objetivos de negócios e como eles levarão ao sucesso das vendas.
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Himanshu Tripathi
Business Enthusiast | Technical Writer : Fynd - Reliance | Project Manager | Social Media Manager & Strategist
Clearly communicate the value and benefits of the prioritized features. Explain how these features will help achieve both the product vision and the sales targets. Use data and case studies to support your points. Example: Present a detailed analysis showing how specific features can drive sales, improve customer retention, or enhance the user experience. Include testimonials or data from pilot customers if available.
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Aakash Mehta ⚡️
Head of Product @ Phyllo | Ex-Okta, Google, Jio | Harvard MBA, Creator, Angel Investor
Thinking of and communicating the value is a core product marketing responsibility which product managers have to also think about. When the customer value for a product is clear from the beginning, all teams, including sales and PM, will be more aligned on which customers are being targeted, why they would care about it, and the story that sales will be able to tell with each product.
Promover a empatia entre a gestão de produtos e as vendas é crucial para superar divergências. Incentive cada equipe a passar tempo com a outra, como acompanhar chamadas de vendas ou convidar vendas para sessões de teste de usuários. Essa exposição cria uma compreensão mais profunda dos desafios e perspectivas que cada equipe enfrenta. A empatia leva a conversas mais construtivas e a uma vontade de encontrar soluções que atendam às necessidades de todos.
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Himanshu Tripathi
Business Enthusiast | Technical Writer : Fynd - Reliance | Project Manager | Social Media Manager & Strategist
Foster empathy between the teams by encouraging mutual understanding and respect. Highlight the importance of each team's role in the success of the product and the company. Example: Arrange cross-functional team-building activities or job shadowing opportunities where product managers can spend a day with the sales team, and vice versa. This helps build a better understanding of each other's challenges and contributions.
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Aakash Mehta ⚡️
Head of Product @ Phyllo | Ex-Okta, Google, Jio | Harvard MBA, Creator, Angel Investor
Everyone needs to understand that conflicts between the sales and product teams are natural due to conflicting incentives. Building empathy means understanding that none of this is personal or targeted. As long as everyone knows this, it will lead to more open communication and search for a middle ground.
Por fim, avalie regularmente o impacto dos recursos lançados na satisfação do usuário e nos resultados de vendas. Essa abordagem baseada em dados fornece evidências tangíveis do que funciona e do que não funciona, orientando a priorização futura. Quando as vendas veem os efeitos positivos das decisões de produto em suas metas e no feedback do cliente, a confiança no processo de gerenciamento de produtos aumenta. Este ciclo de avaliação e aprendizado é fundamental para a colaboração e o sucesso contínuos.
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Himanshu Tripathi
Business Enthusiast | Technical Writer : Fynd - Reliance | Project Manager | Social Media Manager & Strategist
Regularly evaluate the impact of the implemented features on both sales and product goals. Use this data to make informed decisions about future feature prioritization and to demonstrate the success of the collaborative approach. Example: Set up a dashboard that tracks key metrics such as feature adoption rates, sales conversion rates, and customer feedback. Review these metrics in joint meetings to assess the effectiveness of the prioritization decisions.
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