The main goal of pragmatic marketing is to try to deliver products almost precisely as specified by the customer. This is what makes pragmatic marketing one of the most efficient ways to deliver.

Pragmatic Marketing is a sophisticated marketing approach defined as a product creation process that continually adapts itself based on experience. During adaptation, the marketing strategy is tested and re-adapted to ensure that the relevance of the customer to the customers’ expectations are met.

Pragmatic Marketing involves a series of product adaptation and tests to ensure that the final product will satisfy the target market. For example, a TV manufacturer designs a TV with specific features for a particular audience. They use pragmatic marketing by testing the TV with a sample of the audience. From the feedback they get from the sample, re-adapting will be done to ensure that it fits well with user demands.

You can compare pragmatic marketing with agile software development. You must test and re-adapt the software until the final result evolves. You must find out what the customer wants to buy. Theoretically, presenting a perfect product in the right way will make it sell quickly.

What Occurs When Pragmatic Marketers Meet Agile Developers?

Pragmatic Marketing has been used in the tech industry because its concepts are similar to those of agile software development. A recent article by Stacy Weber defines the meshing of the two methods as having poor results. Agile methodologies involve rapid changes in product requirements. It is a perfect method of dealing with inconsistent changes from product managers and executives.

However, agile methods cannot help the business if they fail to decide what must be built or give properties to competing concerns. The article Extreme Product Management by Barbara Nelson and Stacey Montzel gives the best elaboration on that theme. That is why you can build software using agile, but you won’t sell more software. Agile methodologies deliver products sooner, not necessarily products that people want to buy.

Many authors recommend the agile waterfall method as it creates emphasis on long-range planning in software development. It helps businesses develop products that people want to buy. However, long-term plans do not capitalize on the feedback that has been capitalized incrementally. Either way, the product must help the business know the kind of product to build and the cost.

Pragmatic marketing targets software and hardware. Useful innovation not only listens to the market but also show the market what they did not expect to be possible. Like the iPhone, for example. However, pragmatic marketing involves agile methods because agile values and principles are useful in contributing to the success of the business. Pragmatic marketing addresses areas where agile methods are failing the company and recommending what must be done.

Examples of Pragmatic Marketing

The first step is finding out what the customer wants. The product created is tested and retested until the final product evolves. The following are examples of pragmatic testing.

1. Product life cycle

In pragmatic marketing, the product is viewed as a process of matching the product to the market, but no marketing to make the customer think that it is the product they want. That is why repeated testing and revision is done to achieve the goals of the user. You can achieve that by interviewing the customers and creating a prototype for them. Take the product to them again, hear what they have to say, and improve it further. Once everyone is positive about their feedback, it is time to launch the product.

2. Positioning and messaging

Apple is the best example that uses positioning in marketing. They used billboards and TV commercials to market their iPods. Apple uses graphics to set the products in the mind of the customer. Posters of people enjoying listening on iPods were on every other wall on the streets to end the confusion on the buyers on whether they would enjoy using the audio gadget.

3. Marketing channels

Many companies launched their products using splash parties and followed by marketing. However, pragmatic marketing continues with the product’s life cycle. Apple products use its marketing armada to create a buzz about the rumored new product. Weeks before the product is launched, the customers know what to expect without doubts.

4. Timing matters

The best time to launch your product is when the customer’s curiosity is excellent. In case distractions come, create your diversion to help you get a perfect time to launch your product. That will make your customers become your salesman. Perfect times to launch your product are during key sporting events, holidays, and industry trade shows. Apple launches their products annually at their keynote events.

Pragmatic Marketing Framework

Why the Pragmatic Marketing Framework? You need to choose the pragmatic marketing framework as it is the standard language for your entire team and contains the blueprint of activities that are required to bring a profitable, problem-oriented product in the market. It, however, comes with some demerits.


How to work with a pragmatic marketing framework

There are some crucial principles that you must follow when using this framework

  • You must know that individual factors multiply, they don’t add.
  • Knowing where to focus on using this framework is very critical than knowing the working parts.
  • Building products is a high-risk venture, mostly with a failure rate of more than 85%.

Explaining the pragmatic marketing framework

Learn the market problems in your business and address them adequately.

1. Market problems

Identify problems in the market by interviewing customers, recent evaluations, and untapped potential customers. Address urgent issues first.

2. Win and loss analysis

Find out why recent evaluators bought or did not buy the products. What steps did they follow when purchasing?

3. Distinctive competencies

Evaluate and conclude if the organization can deliver value to the market. Follow these steps:

  • Use 20-30 win interviews to evaluate strengths, loss, and weaknesses.
  • Use win on usability for buyer-centric use cases.
  • Used use-cases that will help you find a precise market segmentation.

4. Competitive landscape

Identify alternative offerings and competition from the market. Evaluate strengths and weaknesses and improvise a strategy to win against the competition.

5. Asset assessment

Inventory all your assets and find ways to leverage them.

The Focus

Focus on opportunities that enhance the highest potential in your organization.

1. Market definition

Use target markets to analyze market segments to pursue. Targeted segments must be able to support your business at present and in the future. Learn how to Define the Industry.

2. Distribution strategy

Identify channels that align with your market’s buying preferences. Read the Distribution Model by Ben Horowitz.

3. Product portfolio

Try using products like business plans, positioning, market requirements, marketing plans, and the buying process that are focused on the market.

Pragmatic marketing rules

  1. Project management must do its job; else, other departments will fill its void.
  2. The outside-in approach enhances the chances of product success.
  3. Spend more time on strategies and reduce the time used for tactical.
  4. You must use experts when building the product.
  5. Prioritize to build urgent solutions.
  6. Your opinion is irrelevant, even if interesting.
  7. Your sales channel is not expected to carry a win/loss analysis.
  8. Most of the answers to your questions don’t lie in the building.
  9. You must articulate your distinctive competence.
  10. Use market segments that add value to your distinctive competence.
  11. Use your distribution strategies with their personas and their problems.
  12. Use product management and business plan on every product.
  13. Use positioning to focus on what you can do for the buyers.
  14. Market problems decide what goes into the product.
  15. First position the product, then name it.

Wrapping Up

Every company that produces new products introduces new solutions, or sustains the generation of product through upgrades uses product roadmaps. It facilitates the making of informed decisions for internal and external stakeholders.

Traditional product roadmaps are becoming outdated because using spreadsheets and slide presentations cannot keep up with decisions made weekly or daily. That could lead to executives making ill-informed decisions from inaccurate data presented to them. In most cases, traditional roadmaps show that the technology is ready, which does not necessarily mean the product is ready to launch.

Traditional roadmaps fail to show the vision of the problem the company is trying to solve. A good roadmap must bring out the exact problem to be addressed and convince why the prospects, customers, and the market must care.

Granular view ensures all aspects of the product development cycle are covered. Get all the info you need from the customers on a high level, so you deliver what you want to the market. The granular view is useful on the development team in showing organizational readiness, the stand on the launch process, and status on a product freeze. Find the balance between organizational readiness and technical readiness.

Find ways to reduce the time and effort put when creating communication roadmaps. All stakeholders will be able to make better and informed decisions.