1️⃣ Your product’s capabilities stand out MOST when you compare them directly to the weaknesses of your customer’s alternatives
→ This is the core of “differentiated value” as April Dunford calls it
→ It also takes a page out of Good Strategy/Bad Strategy by Richard Rumelt
→ As you can seen, the “alternatives” aren’t always other products
2️⃣ Your product’s benefits MUST remove the blockers to progress related to the specific use cases of your customers
→ This takes influence from Jobs thinkers like Alan Klement
(re-reading “When Coffee and Kale Compete”)
3️⃣ As silly as it sounds, doing Product Marketing requires talking about the PRODUCT
→ Each capability MUST be tied to specific feature(s) in order to make sure you’re ACTUALLY sharing a capability — and not something fluffy
→ for example, “operationalize your critical data” is not a helpful capability to share
(quoting Airtable)
4️⃣ When articulating use cases, you must do so in a way that your CUSTOMERS would actually say
→ “increase revenue” is NOT a use case, it’s an OUTCOME of a use case
→ in other words, use cases should be “lead measures” not “lag measures”