Belkin’s CMO, Kiernan Hannon believes that the idea of turning over a new product launch in just one person’s, or even several people’s, hands until market-ready is unthinkable.
He observed that in too many companies, there is a concentration of authority, decision making, and product responsibility with too few people. Hannon’s approach is to engage a range of disciplines within and outside of the company to dig deep into understanding the motive, needs, and gaps. He refers to the company’s DNA as people inspired products, recognizing what customer’s value at a gut and visceral level. Belkin markets brands like Linksys and WEMO.
Hannon recognizes that if you looked at Maslow’s Hierarchy of Needs today, it would be food, shelter, and WIFI.
At the Linksys division, they have “prosumers” who are part of a beta testing community. These uber-customers, are engaged with the company and their products at a deep level. They provide rich, first-hand insights and user experience in advance of any large scale production. When 500 people are testing your product, the learning you gain is remarkable because you can test real life experiences before you take the product to a larger scale. Beta testing isn’t a novel idea but in nurturing this community – they expand the size of their product development team and get continuous unbiased feedback.
New product teams consist of customer service, marketing, finance, product development, logistics and their beta community of pro users.
An example from their prosumers includes a new realization that their consumers want to prioritize bandwidth in a house with so much streaming occurring. Sometimes Netflix is your priority and other times it could be laptop coverage. By having a continuous feedback loop, the company could keep testing ‘what if’ ideas to their community.
Lessons from Belkin’s Model For Your Business
- How many departments are involved in your new products?
- Where does decision-making reside – in a person, a team or a broader group?
- Have you found a way to get real life market feedback in advance of a product launch?
- Do you listen and refine your product based on feedback or just keep marching in the direction you believe is best?
- Are the pressures of earnings and revenues forcing you to launch even when you know you have more work to do with refining a product?
- Can you infuse your culture with a real appreciation for the wisdom of a crowd (or community)?
Belkin’s CMO Hannon recognizes that investing in a strong, loyal and honest community is a core strength for Belkin’s business model. Belkin needs their community to keep telling them when they are losing their way. Metaphorically, their community makes sure their signal is strong.
How strong is your new product community to guide your next launch or is some guy name Phil (or woman named Phyllis) calling all the shots?
Could you use a free perspective on your product development work to make sure you can sort through the signal and the noise? Text me at 919 720 0995 or email me at jeffslater@themarketingsage.com
Photo credit: https://www.flickr.com/photos/dullhunk/with/9730894552/
