At some time in every product cycle, the executive team wants to help product management “improve” its customer beta process.* This is generally because the last beta took too long, didn’t get enough useful customer feedback, or failed to prime the revenue pump for a post-GA sales blitz. Notice that these three goals are mutually exclusive…
One way out of the beta dilemma is to recognize the different audiences and objectives for a beta cycle, then structure different programs for each. Here, I’ve sorted beta prospects into three camps: the Loyal Opposition, the Overcommitted, and the Reluctant Volunteers. Continue reading
In a brand-new market, though, there are fewer guideposts. Close competitors may not exist. Even before final products are ready, you need to define initial packaging and pricing for your fledgling sales force and prospects. Otherwise, the sales team will invent it haphazardly, one visit at a time. Here’s a starter approach that I’ve called “Goldilocks” packaging. 
