is product planning ability.
Posted: Mon Dec 23, 2024 10:22 am
So we go all out to accept and fulfill our customers' needs. In order to sign a contract with the customer, if the existing needs of the customer are not met, the sales team will often write these needs into the contract and promise the customer to solve them before a certain point in time. This forms a back-scheduled project. In order to shorten the implementation cycle and ensure that customers can run the system smoothly, the implementation team will try their best to solve any obstructive problems. This usually means that the system needs to be upgraded and iterated, thus becoming a back-scheduled project.
In order to increase the renewal rate, the customer japan code phone number success team will adopt the strategy of "exchanging demand for renewal" during the renewal period, that is, promising to solve the customer's needs at a certain point in time. This also leads to back-scheduled projects. In an effort to "please" customers and internal teams (including sales, implementation, and customer success) I iterate on requirements with all my heart recrimination and powerlessness in conflict). Over time, I discovered several problems: Our demand iteration speed can only reach the speed of new requirements (or even lower). Even if we have a long period of "weekly" (that is, every day - every Sunday); we focus on large projects and big needs, but only solve - the input-output ratio of customer needs is unreasonable.
For example, we spent a month completing some new sales commitment requirements, but these requirements did not bring expected benefits (such as more customer use or higher renewal rates) after they were launched. Instead, they may have some negative impacts (such as Customer complaints caused by changes in interaction design or logic) If a person discovers that he can use strategies (or means) to monopolize public resources, he will not stop because of "getting an advantage" but will continue to occupy "intensified". This is a typical " Tragedy of the Commons.” For example, there are always one salesperson who writes committed requirements into the contract when signing a contract.
In order to increase the renewal rate, the customer japan code phone number success team will adopt the strategy of "exchanging demand for renewal" during the renewal period, that is, promising to solve the customer's needs at a certain point in time. This also leads to back-scheduled projects. In an effort to "please" customers and internal teams (including sales, implementation, and customer success) I iterate on requirements with all my heart recrimination and powerlessness in conflict). Over time, I discovered several problems: Our demand iteration speed can only reach the speed of new requirements (or even lower). Even if we have a long period of "weekly" (that is, every day - every Sunday); we focus on large projects and big needs, but only solve - the input-output ratio of customer needs is unreasonable.
For example, we spent a month completing some new sales commitment requirements, but these requirements did not bring expected benefits (such as more customer use or higher renewal rates) after they were launched. Instead, they may have some negative impacts (such as Customer complaints caused by changes in interaction design or logic) If a person discovers that he can use strategies (or means) to monopolize public resources, he will not stop because of "getting an advantage" but will continue to occupy "intensified". This is a typical " Tragedy of the Commons.” For example, there are always one salesperson who writes committed requirements into the contract when signing a contract.