You have two ears for a reason. What the MBA is informing you is marketing is a LOT MORE than promoting. I don't have an MBA, but I've learned that from decades of experience and listening to other people's expertise.
No, what the person with a MBA said was that marketing also included product development.
The person with this MBA's had no rebuttal to my reply pointing out that product development is not a marketing responsibility what they should build but how to get their solution in front of people who have that pain. It's marketing's responsibility for product placement to explain how the product solves their pain. To make the product understandable and relatable.
And no matter how many ears I have the fact they couldn't come up with a rebuttal to what I wrote and instead just talked about their MBA as a reason why they are right is very telling. And for someone who says they've learned from decades of experience and listening to people, you've also failed to rebut what I wrote. Since, there has been zero rebuttals to what I've written a smart person can only assume they have no rebuttals. So maybe you should learn from my experience and expertise and realise that product development does not belong to marketing and finding a problem to solve is not a marketing issue but a product development issue.
You might consider how a company (or individual) ought to decide which products to develop in the first place. Ideas are cheap. Companies often have a portfolio in different stages of development. Alternatively individuals need to decide which to focus on. In larger companies, product development typically includes cross-functional teams. While ideas can come from anywhere, without validating the market (and therefore understanding the market) odds of success are slim. Therefore marketers often aim to validate an idea's potential before moving through to MVP and staged releases.
You seem to believe that marketing's job is just to promote products. It's not. Under competent management, marketing should be involved with ideas early in the process and feed into the product teams to help them build things people want. Then, through iterative feedback, products can be improved to achieve product-market fit. Anyway, plenty of books on the subject. I like "Nail it then scale it". Good luck.
>You might consider how a company (or individual) ought to decide which products to develop in the first place.
By doing product research, this is done by the product management department. Not the marketing team.
> You seem to believe that marketing's job is just to promote products.
Clearly, you've not understood what I wrote. I mentioned several things that weren't promoting.
Overall, you have the right ideas you just have the wrong reasoning. It seems to think because the phrase is "market research" the responsibility belongs to the marketing department. The responsibility of validating ideas belongs to the product development team. Such as product positioning has the word "product" in it but is not a responsibility of the product team but a responsibility of the marketing team. You've understood the validating of ideas, etc. You've understood you need to understand the market. You've just not understood how to split responsibilities and how to set fair and proper expectations on roles.
The irony is priceless. Consider your long-winded comments as your running your mouth and meanwhile you have refused to listen to three different people explaining what marketing actuall is.
Three? I've had one person whose go to response was "I have a MBA" tell me that marketing is about finding the pain that you're going to build your product around who then said the product development team is cross functional - which is sometimes true but netherless doesn't change that it's not under the marketing department in any org unit charts. Just like how growth hacking teams are cross functional but are under the marketing department in org unit charts. They explained how product development works, not how marketing works. Which is why you'll never find what they said in any marketing books. You'll find them in product development books.
I've had you who has basically said twice I should be listening to other people while not bring anything to the table.
That would bring the count to two people. Only one person tried to explain anything. And the just kept saying the same stuff which I had earlier said was a valid point but disagreed with how they said it. Basically, they managed to be right while being wrong. So really the count is one. I would say the irony here is you not paying attention. Which is kind of why I suspect the two accounts are controlled by the same person.
Go in peace. You can lead a man to knowledge but you can't make him think. And yeah, it was two people, not three. Doesn't change the fact you don't listen AT ALL. But I suspect this isn't the first time in your life you've ever heard that.
Firstly, it was one. All you've said is "You should listen to MBA dude". That is not trying to explain jack.
Fun fact. I said at the start of all this I said there was a valid point but explained wrong. And at no point has anyone given any reason to dispute this. The best shot was "product development teams are cross functional"... Instead I got "I've got 20 years experience" or "I've got a MBA" like that was a valid rebuttal for someone disagreeing with how something was explained.
However, I'm confused as to what point you think is getting proven? You've never really made a point. Unless it's I should listen to my elders without them justifying their point, which is funny.
