April Dunford gives five great tips on how to market your web product to early adopters. She asks how can you blend marketing and product development to increase adoption, in particular by those who are likely to champion your product before it goes main-stream. Geoffrey Moore covered this in Crossing the Chasm and Inside the Tornado. Has anything changed since then?

5 Considerations when Marketing to Early Adopters

April highlights the key drivers that impact the adoption of a new product. Here are the five points she highlights:

1. Complexity – you need to make it simple to understand. In one sentence. Think elevator pitch. Complex new products don’t get adopted. Marketing can’t define it, sales can’t sell it. Clarify what it does and who wants it. Make product descriptions short. Avoid buzzwords, clichés and waffle. What does it do!
2. Compatibility – how does it fit in with the target customers’ product line? Support this with case studies, use cases and scenarios. Paint a picture. Help them see how it will work for them.
3. Advantage – how much does the new product improve upon existing offering (or doing nothing).  Express benefits in quantifiable terms. She advices not to say ‘your product is “faster” doesn’t mean as much as saying you can “improve production output by 200%.”’
4. Trialability – make it easy to take for a test run. Her suggestion is to make it easy for customers to sign up and get started – you can talk about payments later. Besides downloads, you can offer screencasts, flash demos and video.
5. Observability – develop outposts on Social Media sites such as Facebook, Twitter, Flickr where ‘fans’ can discuss your product and give their verdict. Be prepared these are not here to flatter you. But if you engage in the dialogue, you can discuss how your product is better value than rivals by going thru the pain points that get raised.

Others Considerations when Marketing to Early Adopters

What have we missed here? How do you get your products to market? What mistakes do people make when launching a new product?

Fire away below.

Jakob Nielsen warns us that users hate change. He recommends that “it’s best to stay with a familiar design and evolve it gradually. In the long run, however, incrementalism eventually destroys cohesiveness, calling for a new UI architecture. ”

You often hear design team members (or their management) say, “We need a fresh design.” This usually gets redesign projects off on a wrong footing, with the wrong goals and strategy.

Typically, a fresh design will be a worse design simply because it’s new and thus breaks user expectations. A better strategy is to play up familiarity and build on users’ existing knowledge of how a system works.

Let’s consider Microsoft Office. The suite was introduced in 1989 as an incremental packaging of older stand-alone apps like Word (from 1983) and Excel (from 1984). By 2000, the underlying UI architecture was 17 years old, and MS Office was creaking at the edges. I frequently complained that the old approach was a muddled set of thrown-together features — and that the ever-more complex set of menus and dialog boxes made it hard for users to find most of them.

Read Jakob Nielsen‘s Alertbox, September 21, 2009

In this week’s process modeling tutorial, I’m going to look at what do I need to capture in my business process. Some of you have written in asking for more background on what you need to capture in your process maps. Needless to say, it depends on the complexity of the project, but, at a minimum, you’re looking to capture the following.

Business Process Design Template

So, let’s start at the top.

• You need to capture some of the following when developing your processes:
• Time to perform each task
• Time an individual or a resource is available to perform a task
• Cost of the individual/resource
• Probability of occurrence of certain events
• Frequency at which new incidents in the business process are initiated

This is just a starter of what you need to cover. If you need to know more please drop me a line of look under the Process Design section of the site.

FYI: Business Process Design Templates

You can download the completed version of these business process templates over here: http://www.klariti.com/business-process-design-template/.

As I mentioned above, we’ve partnered with Klariti Ltd (www.klariti.com) and released some very detailed Microsoft Word and Visio templates. These are on sale for only $9.99 until month end – it’s the promotional price – and after that they go back up to $29.99. They include process narratives (Word) process maps (Visio) and Excel spreadsheets for controlling your projects.

PS – If you’ve found this article useful, please consider giving us a Digg or StumbleUpon.

Regards,

Ivan

Twitter / Facebook / Flickr / Templates / Tips

In this week’s process modeling tutorial, I’m going to look at what do I need to capture in my business process. Some of you have written in asking for more background on what you need to capture in your process maps. Needless to say, it depends on the complexity of the project, but, at a minimum, you’re looking to capture the following.

Business Process Design Template

So, let’s start at the top.

• You need to capture some of the following when developing your processes:
• Time to perform each task
• Time an individual or a resource is available to perform a task
• Cost of the individual/resource
• Probability of occurrence of certain events
• Frequency at which new incidents in the business process are initiated

This is just a starter of what you need to cover. If you need to know more please drop me a line of look under the Process Design section of the site.

FYI: Business Process Design Templates

You can download the completed version of these business process templates over here: http://www.klariti.com/business-process-design-template/.

As I mentioned above, we’ve partnered with Klariti Ltd (www.klariti.com) and released some very detailed Microsoft Word and Visio templates. These are on sale for only $9.99 until month end – it’s the promotional price – and after that they go back up to $29.99. They include process narratives (Word) process maps (Visio) and Excel spreadsheets for controlling your projects.

PS – If you’ve found this article useful, please consider giving us a Digg or StumbleUpon.

Regards,

Ivan

Twitter / Facebook / Flickr / Templates / Tips

Business Process Design Templates

Originally uploaded by Tech Writer Boy

Klariti has published an 8 part Process Design Tutorial

Part 1 starts with What is a Business Process?

‘If you search around this site, you’ll notice that we’ve been talking about business process modeling for the last few weeks. Some of you have written in asking for more background on what is business process modeling. So, let’s start at the top. ‘

http://www.klariti.com/business-process-design-template/Business-Process-Design-Tutorial-Part-1-What-is-Business-Process.shtml

Another part of the process design package is the flowchart diagrams. One area where I’m getting a little stuck is deciding how many swim lanes to add to the Visio diagrams. To get things rolling I have created three Visio diagrams with 2, 3 and 4 swim lanes. Take a look here.

The question is: which one will be business analysts use the most?

Regards,

Ivan

Twitter @ivanwalsh

I spent most of this afternoon developing a set of process design templates (more of that tomorrow) and got to thinking about the main activities involved in process definition. I’m mentoring graduates business analysts and walking them through the ABCs of process design. It’s baby steps for now. Here’s what we came up with this afternoon.
Depending on the nature of the project, the process definition lifecycle will involve several of the following steps:

1. Identifying high-priority process tasks – This is based on analysis of process requirements and by identifying who is best qualified to create the processes.

2. Analyze Process Requirements – Maintain a clear understanding of what the process is intended to do, how it should be done, and how it should be expressed, for example in MS Word process narratives or in MS Visio flowcharts.

3. Create the Process Architecture – Define and/or refine the organization’s current process architecture.

4. Define the Processes – Add, refine, restructure, and/or delete the processes.

5. Perform the Defined Process(es) – Test the defined processes, and gather measurements as well as identifying process improvements.

6. Assess Results & Identify Improvements – Use the test results to analyze the accuracy of the process. Recommend process improvements if appropriate.

Once the process is completed, the next step is to implement the process and start the knowledge transfer activities.

This involves training and raising awareness amongst staff, partners, and clients depending on the scope of work involved.

I know this isn’t everything.

What did I miss?