The CMO of a SaaS company argued for a fairly broad target market definition because it would be easier to make his numbers. Meanwhile, the CPO wanted the target market to be narrower, as it meant the customer needs would be more similar, and product and engineering could focus on making them very successful.
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The CEO saw the misalignment and recognized their biggest problem was churn. He agreed that the target market should shrink (for now). He also amended the CMO’s goals to reflect the new reality.
At least, that’s what should have happened. But execs don’t always make the hard choices well or quickly. What would you have done? What do you think happened? Ping me if you want the rest of the story. Also, see Aligned: Stakeholder Management for Product Leaders.
Failure/Solution
I was on Productized Podcast this week discussing Why Your Roadmap Isn’t Working — and How to Fix It. Want to chat about your product needs? Book a meeting with me.
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