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 →