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There's only so many "improvements" that can be done to a product and so much increase in price hikes even the enterprise customers can accept. However, there'
by devsda 2y ago
There's only so many "improvements" that can be done to a product and so much increase in price hikes even the enterprise customers can accept.
However, there's no end to the continous requirement of revenue growth. Isn't that why certain products are hated and how they eventually decline.
The duration and timeline may change depending on the product but it is most likely the eventual outcome of this strategy.
Is this factored in into the pricing or is there a plan to deal with it if/when that happens.
- alephnerd 2y ago> Isn't that why certain products are hated and how they eventually decline It comes down to roadmap. Inevitably, if you've successfully managed to 0-to-1 a very successful product, you have the itch to start something new and actually own it. This means the visionaries leave and build disruptors, while the remaining people don't care about the mission. A large enterprise company can continue to make cutting edge innovations if they continue to incentivize that within their corporate culture. > Is this factored in into the pricing or is there a plan to deal with it if/when that happens Yes. Product owners work closely with sales to identify prospects who's roadmap and vision matches closely with your internal roadmap and vision. If it's a large enough customer, they will always ask for a 6-12 month roadmap.