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If you leave your customers' success (or
law firm's adoption) to chance, you are giving
up control over your own success. If your job
involves introducing new products to your
organization, owning the whole product is
even more important. Everybody at the firm
associates you with that product: when users
have a problem, they think of who recommended
the software to them, not some external trainer
they met for an hour or a co-founder they've
never met. Because it is a closed environment,
if you fail to execute on whole products enough
times, your reputation will suffer. Companies
and intrapreneurs need to work together because
there is a lot each can do to help the other in
building an effective whole product.
Gaining momentum for adoption of
something is only sustainable if it becomes self-
reinforcing – as in, real people must genuinely
enjoy the product. Developing a market is like
developing a garden: you put in a lot of work
in during the early stages, but over time, if
you created the proper circumstances, things
continue to grow mostly on their own. Like a plot
of land, a market is a real thing, independent of
anyone's actions. Marketing's purpose, therefore,
is to develop and shape something that is real,
and not, as people sometimes want to believe, to
create illusions.[7] While there is no guaranteed
formula for creating a self-reinforcing market,
it is guaranteed that people who do not have
positive experiences will not come back. In
fact, all of the above principles focus on either
increasing the likelihood of a positive experience
or maintaining engagement through negative
experiences.
Conclusion
An overarching benefit of a principled approach
is that, even when things don't work out, you
have a robust framework for understanding
why. If you're having trouble getting people's
attention, try to better understand what they
care about (principle #1). Depending on the
maturity of the product, you might need to focus
on building a whole product, or on later stages
1
"There is nothing more difficult to
plan, more doubtful of success, nor more
dangerous to manage than the creation
of a new order of things… Whenever his
enemies have the ability to attack the
innovator, they do so with the passion
of partisans, while others defend him
sluggishly, sa that the innovator and his
party alike are vulnerable" – Niccolò
Machiavelli. The Prince, as quoted
in Rogers, Everett. Diffusion of
Innovations pg 1.
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