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I worry that when these visual signifiers or aesthetics get divorced from their original context and infiltrate the mainstream, they lose some of their potency ➜

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Friendships—particularly between women—are nuanced and overcomplicated by culturally ingrained competition. Our friendships are also intimate, familial, and tender in ways that friendships between cis straight men are not ➜

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Strangely, the thing that makes for great sex is not mastering a new technique, but communication➜

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Product Strategy

by Maddy Kirsch , Marketing at ProductPlan

As your company’s central hub for your products, you probably receive feature requests, product ideas and other feedback on a regular basis, from a wide range of constituents. Customers, prospects, your executives, sales reps, engineers, the marketing department — it can seem as though everyone has feedback about your products and ideas for what they need.

And when people know you’re setting out to update your product or develop a new one, the feedback can really flood in.

But as a product manager, you are not simply an order taker. You’re responsible for executing your product’s strategy. So when it’s time to begin gathering all of the ideas, data and business intelligence you’ll need to develop the best product you can — a product that successfully meets the strategy you’ve set for it — you want to be proactive in compiling, analyzing and prioritizing the firehose of ideas.

This intelligence is what will ultimately lead to the details of your roadmap: What the new product (or new version of the existing product) will include, for whom, why, and how it will advance your company’s strategic goals.

Which means you can’t afford to prioritize a specific set of feedback just because it appears urgent (e.g., a sales rep telling you a prospect won’t buy unless you build a new feature into the next release), or because the person requesting it has power (e.g., an executive asking you to prioritize a pet feature that is, at best, a nice-to-have).

So how do you make sense of the firehose of ideas in the early stages of crafting your product roadmap? One useful way to approach this is to put every new input through a simple test: Ask yourself if implementing the suggestion or feedback will advance your product’s strategy.

When it’s time to proactively seek ideas and other business intelligence to help you determine what to build into your product roadmap, here are some useful places to start. Of course, you will need to weigh your product decisions based on .

Customer Feedback

Obviously one of the best sources of feedback on how your product is working, and where it needs work, is with the customers who are actually using it.

Use whatever methods of communicating with your customer base will work best for you. That could be phone calls to specific customers for detailed interviews, online surveys, hosting user groups, or even asking your customer service teams.

But keep this in mind: Your customers represent a skewed set of data. They, after all, have purchased and are using your product. Don’t fall into the trap of relying on your existing customer base as the sole source of information about where your product excels, where it falls short, or what should be included in the next version.

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