A customer can sign up, pay, and still disappear, because the product never becomes “normal” for them. Product adoption is the process where customers start using a product, get value from it, and keep using it over time. I track adoption because it is the difference between “interest” and real growth. I see adoption as [...]

Nobody wants to be “another option” in a crowded market. That is how good products get ignored. Competitive positioning is how I define why customers should choose me over specific alternatives, in a specific situation, with clear proof. It is a practical way to win comparisons, not just a branding exercise. I treat competitive positioning [...]

Big ideas feel exciting, until someone asks, “How big is this market?” and I freeze. Market size is the total demand for a market, usually measured as total customers or total revenue over a time period. I use it to prove the opportunity is real and to set targets that match reality. I treat market [...]

I can have a good product and still waste money, because I am talking to the wrong “kind” of buyer. Customer profiling is the process of creating a clear description of my ideal customer based on real traits, needs, and behaviors. I use it to focus my marketing, product decisions, and sales effort on people [...]

Two customers can buy the same product, yet they want it for completely different reasons. Psychographic segmentation groups customers by internal traits like values, motivations, attitudes, and lifestyle. I use it to understand the “why” behind purchases, not just the “who.” When it works, my messaging feels personal without being creepy. When it fails, it [...]

I can have the right audience and still get weak results, because people in that audience behave differently. Behavioral segmentation is grouping customers based on what they do—how they browse, buy, use, and respond. I use it because behavior predicts outcomes better than labels like age or job title. When I segment by behavior, I [...]

My brand message can sound great, yet people still hesitate, because they “feel” something off. Brand perception is how people think and feel about a brand based on what they have seen, heard, and experienced. It is not what I say my brand is. It is what the market believes it is. I treat brand [...]

Your brand looks fine, but people still do not choose you, and you cannot explain why. A brand strategist defines how a brand should be understood, remembered, and chosen. They turn messy inputs—market noise, customer language, competitor moves—into clear positioning, messaging, and brand direction. I treat brand strategy as a decision system. It is not [...]

Teams stay busy, but projects still miss the mark, because “what we need” was never clear. A business analyst (BA) finds the real business need, defines requirements, and helps teams deliver the right solution. They sit between stakeholders and delivery teams and make sure work maps to outcomes. I think of the BA as the [...]

A product can be great, and still lose, because people do not “get it” fast enough. A product marketing manager (PMM) makes sure the right customers understand a product, want it, and adopt it. They connect product work to market reality through positioning, messaging, launches, and ongoing go-to-market execution. I think of the PMM as [...]

I set a price, and then I wonder if buyers truly cannot pay—or if they just do not want to. Willingness to pay is the maximum price a customer is willing to pay for a product, given the value they expect and the alternatives they see. It is not the same as ability to pay. [...]

Your deck says “big market,” and then someone asks for numbers, and everything gets awkward fast. TAM, SAM, and SOM are three market-sizing numbers: TAM is total demand, SAM is the demand you can serve with your model, and SOM is the part you can realistically win first. I use them to make my plan [...]