Before committing engineering resources, Ather's product team creates a high-quality ad film for a new concept. They then host a full internal launch event, complete with mock media Q&A, to sell the vision to the whole company and create internal accountability before building begins.
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Instead of focus groups, the team uses a full rehearsal day where staff and players test new promotions. If the internal team genuinely has fun and enjoys the experience, they know it will resonate with the audience. This "internal fun test" serves as their core product validation method before public launch.
Qualified supports its relentless product launch schedule by operating its own creative studio. This eliminates dependency on external agencies, allowing the marketing team to move faster, shoot multiple keynotes and demos weekly, and maintain a high bar for quality.
To foster innovation, Kanji's marketing team holds a "Shark Tank Day." Team members pitch creative ideas to a panel of "sharks" representing their buyer persona. This gamified process surfaces proactive strategies (like an AI-powered "roast your tech stack" tool) and secures cross-functional buy-in.
Creating a product vision is only half the battle; its impact comes from relentless distribution. Proactively schedule presentations at all-hands, design reviews, and team meetings. If you don't actively share the work, it's as if it never happened.
Spend significant time debating and mapping out a project's feasibility with a trusted group before starting to build. This internal stress-test is crucial for de-risking massive undertakings by ensuring there's a clear, plausible path to the end goal.
Instead of waiting for features to build a story, develop the compelling narrative the market needs to hear first. This story then guides the launch strategy and influences the roadmap, with product functionality serving as supporting proof points, not the centerpiece.
Instead of building a full app, creating a compelling video of a unique UI/UX concept and posting it on social media can validate demand. For a calorie tracking app in a saturated market, a viral video showcasing a novel interaction pattern generated an 800-person waitlist, proving product-market fit before significant development.
Instead of trying to empathize with an abstract customer, Ather's philosophy is to 'build products for us'. They believe relying on artificial empathy will eventually fail. For new categories, their team is sent on courses and trips to develop a genuine user's taste before building begins.