Preface
It’s about leading your team to achieve something great together
In the dimly lit pre-dotcom days of 1996, Bruce developed a fabulous new internet-based product for marketers. Before print on demand, before Mailchimp, before HubSpot, and before anybody really had a good sense of how to make money on the web, there was his product: LetterBuilder.
It was simple. It elegantly solved a key customer problem. It was easy to buy and to use. It got his company a toehold in this new frontier, the world wide web. And it was doomed from the start.
Bruce had worked out the strategy, validated the problem and the solution with customers, worked out the pricing, created a partnership, written the requirements, hired a design firm, and worked with the developers and the testers. His plan was foolproof. He was creating the first virtual print shop for direct marketers years before anyone had heard of VistaPrint, and he was going to single-handedly propel his 50-person startup to dotcom stardom and IPO.
What killed his brilliant product? He forgot about the rest of the company.
Bruce kept everyone in the loop with updates on progress with emails and status reports. His boss, the VP of product, was enthusiastic about the idea. But when Bruce met with the VP of marketing a few weeks before the launch, she asked him what his plan was for promoting the product.
Wait, Bruce’s plan? Wasn’t marketing her job? Thinking fast, he pitched some ideas of things her team could do to help get the ...
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