In the long run, nothing makes up for a bad products.
But if you're in Marketing, your job is to get the sales regardless product issues.
(And if you're in Product, your job is to make a product that's so good, you don't need marketing.)
But if you're in Marketing, your job is to get the sales regardless product issues.
(And if you're in Product, your job is to make a product that's so good, you don't need marketing.)
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You can make the best product but if you are not visible, you cannot reach the full market potential.
If you promote massively a bad product, your reputation will go downhill because of poor quality.
So many people spend 80-100% of their time on just the product, so I have to over-sell marketing just to get it to a normal time-split.
Engineers tend to focus more on tasks that align with their strength (programming) -- how to maintain a balance??
It's almost always more marketing and customer contact than you wish it were.
(this story is sad but probably true for the most indie makers out there)
The point is each department head needs to succeed regardless.
In the long run, if the org doesn't get to "both," it's probably not going to last.
This is why many engineers struggle to find success with their startups: they chase perfection and believe that is enough to get sales.
But man, marketing a crap product is so difficult. I felt like I was screwing people over for their money.
PLG is a great idea, but it's an integrated strategy that embraces the truth instead of pretending it doesn't exist.