MobileIron Co-Founder Bob Tinker describes the next challenge for a startup after figuring out product-market fit, and that’s achieving what he calls “go-to-market fit.” This entails three things: deciding on a sales model and committing to it, developing a repeatable sales and marketing routine that secures and delights new customers, and positioning the business so it aligns perfectly with the problem it is addressing.
We know that innovation capability is a critical driver of strategic growth targets. We also know that innovation success is not a one-time occurrence, but the result of an organization’s ability to conceive, develop and commercialize new products and services on a sustainable basis. In this article Dr. Scott J. Edgett discusses a model for measuring if your organization has a mature innovation process with well-internalized innovation capabilities.
Doing more of the same old product improvements, extensions and modifications – product renovation – won’t deliver the sales and profit impact needed to grow the business. To the great majority of businesses, product development means line extensions, improvements and product modifications and only serves to maintain market share. Firms increasingly compete for a piece of a shrinking pie by introducing one insignificant new product after another. The launch of a truly differentiated new product in mature markets is rare these days.