Vous lancez un nouveau produit. Comment convaincre les parties prenantes de sa valeur ?

Convince yourself first, your conviction of the product and the value will be palpable, and people will feel that . Have your hypothesis tested if possible and get your numbers right .

To convince stakeholders of a new product’s value, present a clear business case highlighting the problem it's going to solve and how big the problem/opportunity is that eventually translates to market demand, potential revenue, and competitive advantages. Use data-driven insights and customer feedback that you gathered during the discovery phase to demonstrate the product's impact. Also, emphasize how it aligns with company goals and mission. Engage key stakeholders early, inviting their input to build buy-in, and showcase a clear plan for ROI, including metrics for success.

Product managers should shift their mindset from convincing stakeholders to co-creating with them. Instead of trying to sell a solution, start by helping stakeholders clarify the actual problem that needs to be solved. Then, team up using design thinking to develop solutions together.

Clearly show how the product solves a real problem or meets a specific need—something stakeholders care about. Use data to back up your claims, whether it's market research, potential revenue, or customer demand. Keep your pitch focused on the benefits, not just the features. And don’t forget to listen—address their concerns and be open to feedback. It's about building trust and showing that this product aligns with their goals. Small steps like these can make a big impact!

Understanding stakeholder needs is indeed the cornerstone of successful product launches. I'd add that translating those needs into a compelling value proposition is equally crucial. By quantifying the impact of the product, you can create a tangible business case that resonates. Additionally, involving stakeholders in the product development process can foster ownership and increase buy-in. Afterall, it's not just about selling the product, but building a shared vision for its success.

One convinces the stakeholders of a product's value by showing strong market fit—clearly demonstrating that the product answers a need that is not being met. Zoom, for example, grew massively during the pandemic because it proved the market fit through seamless and reliable video conferencing where other solutions could not hold up. Another case was the Peloton bike, which worked out not just because it served up high-quality home fitness but in a way that combined compelling digital experiences. Therefore bring across value through your product by highlighting how it aligns with today's market demand and the solution to certain pain points.

Exactly. I would add the features to this phase. You will need to demonstrate you have a fit, but also to show how do you protect it or cover.

Your product's market fit indicates how effectively it satisfies the needs of your target market. Describe your product's unique features and how it addresses a market need with data and insights to demonstrate its value. Prioritize metrics such as potential market size, client validation, and early development. By demonstrating a great market fit, you show stakeholders that many people desire your product and that it has the potential to grow rapidly and profitably.

Present a market analysis focusing on customer segments, competitive landscape, and trends to demonstrate demand. Identify pain points your product addresses, aligning them with customer needs. Propose a pilot program for quick validation and early success stories. Assess the risks of inaction versus the benefits of moving forward. Foster a collaborative approach by involving stakeholders for feedback, building trust and investment. Use testimonials and case studies to showcase real-world effectiveness and strengthen your case for market fit.

The big challenge with this kind of conversation is that projections will always be just that—projections. Excel or paper can accommodate anything, so for me, the best way to show value to stakeholders is to propose a small investment to test on a small scale and build a foundation for more accurate projections. Start with an MVP that allows you to sell a bit of what you envision, then base your projections on real-world results. The key is to invest little to test quickly.

In here, your stakeholders would be your Senior Leadership and Executives who care about financial projections and providing them revenue projection and showing them summary of your market research and customer research data can be very helpful. They essentially want to be convinced that several customers would buy this product and use this product.

Financial projections are the language of business. I'd add that tying financial projections to key performance indicators (KPIs) can enhance their credibility. By demonstrating how the product will drive specific metrics, you create a clearer path to ROI. Also, incorporating sensitivity analysis can showcase your preparedness for potential market fluctuations. Afterall, it's not just about numbers, it's about telling a compelling story of how the product will create value.

+ Base Projections on Multiple Scenarios: Provide stakeholders with best-case, worst-case, & most-likely financial scenarios. This approach demonstrates thoroughness & prepares stakeholders for various market conditions, increasing their confidence in your forecast. + Integrate Sensitivity Analysis: Show how key financial variables—like pricing, customer acquisition cost, & churn rate—impact your projections. This not only adds depth to your forecast but also highlights understanding of the financial levers that drive profitability.

Real-world examples provide concrete proof that your concept can work and help stakeholders visualize the potential success of your product. Relate these stories directly to your product’s situation, highlighting the similarities and how you plan to replicate or even surpass that success. A compelling story can be a powerful tool in turning skepticism into belief, making it easier for stakeholders to see the potential your product holds.

Storytelling is key. Imagine a story where your product is the hero that saves the day. Start by painting a picture of the problem people face without your product. Make them feel the frustration or challenge. Then, introduce your product as the solution that makes life easier, better, or more exciting. Show how it changes the lives of real people. By making your story relatable and clear, you connect emotionally with stakeholders, helping them see not just the product, but the impact it has. Stories make data come alive!

Use exemplos de produtos semelhantes que foram bem-sucedidos. Estudos de caso e exemplos tangíveis podem reforçar a confiança no projeto.

To persuade stakeholders, leverage success stories or case studies of similar products. Share tangible examples that demonstrate proven results and provide proof of concept. Highlight critical successes, such as market adoption or revenue growth, and draw parallels to your product’s context. Explain how these examples relate to your product and outline your strategy to replicate or surpass their success. Compelling storytelling can transform skepticism into belief by showing real-world outcomes and illustrating the potential for your product’s success.

When it comes to convincing stakeholders, nothing speaks louder than a proven track record. Sharing success stories of similar products is like handing them a blueprint of what could be—a way to turn "What if?" into "Why not?" Draw parallels between your product and those success stories, showing how you plan to follow in their footsteps while adding your own innovative twist. A well-told success story isn't just data; it's a vision they can buy into, making it easier for them to see your product as the next big win.

Speaking of risks, they’re always on a stakeholder’s mind. I don’t shy away from discussing potential risks; instead, I address them head-on. I outline a risk mitigation plan that includes contingency strategies for potential roadblocks. Showing that you’ve thought through the worst-case scenarios—and have a plan to handle them—builds trust and credibility.

In my experience having a comprehensive risk management & mitigation program is a must to convince internal & external stakeholders about a launch. Especially if you are operating in highly regulated sectors like Banking & Fintech. Identify the key risk, document key controls for risk mitigation & have risk indicators & business control indicators for effective monitoring of the product & processes. Discuss these key risks with all important stakeholders, incorporate their inputs & adjust business processes accordingly. After the launch, set up a cadence to discuss the risk that materialized, how they were dealt with & how the processes were improved. These measures should build sufficient confidence in the leadership for the launch.

Addressing risks head-on builds stakeholder confidence. Clearly outline potential risks and your strategies for mitigating them, such as thorough market research, phased rollouts, and contingency plans. You show a balanced, pragmatic approach by acknowledging uncertainties and detailing your preparedness. This reassures stakeholders of your commitment to the product’s success and the security of their investment. Showing you have plans to handle potential challenges conveys reliability and strengthens trust in your vision and execution strategy.

Addressing potential risks directly with stakeholders demonstrates both optimism and pragmatism. When you openly discuss risk mitigation strategies—like thorough market research, phased rollouts, or contingency plans—you show that you're prepared for challenges and dedicated to navigating them effectively. Acknowledging uncertainties and outlining your plans for handling them reassures stakeholders that you're committed to the product's success and safeguarding their investment. This proactive approach can build trust and confidence in your leadership.

Once the Value of proposed product is communicated, there comes features. They are the ways with which end user will experience the product. However, it is essential to highlight stakeholders that these features can change for the better. The end goal is to create defined value for end users as well as for the company.

+ Establish Feedback Loop Early: Integrate continuous feedback mechanisms from the start, ensuring that stakeholder insights are captured during every phase of product development. This approach fosters a culture of collaboration & adaptability. + Prioritize Actionable Feedback: Focus on gathering feedback that is specific, actionable, & aligned with strategic goals. This ensures that feedback contributes directly to product improvements & keeps the development process aligned with stakeholder expectations.

Convincing stakeholders of a new product's value is a cornerstone of a product manager's role. It's about translating a vision into a compelling narrative that resonates with diverse perspectives and goals. Here's a thoughtful perspective on how to approach this critical task: Understanding the Core Deep Dive into Stakeholder Needs: Before crafting a persuasive argument, understand the specific goals and metrics of each stakeholder. This personalized approach ensures your message aligns with their priorities. Articulate the Problem: Clearly define the problem the product solves. This lays the foundation for demonstrating how the product creates value. Quantify the Impact: Whenever possible, use data to illustrate the potential impact.

Estabeleça um processo para coletar e implementar feedback durante o desenvolvimento e após o lançamento. Isso mostra compromisso com a melhoria contínua e adaptação às necessidades das partes interessadas.

The key is staying in sync through constant feedback. Both product managers and stakeholders share the goal of delivering high value, so it's crucial to work together in the same direction. Continuous feedback helps everyone understand the challenges each side faces, leading to a win-win situation.