While we keep our external customers in consideration we must also keep the internal customers , Keeping stakeholders aware through regular communication clear and setting up the expectation in pragmatic matter Considering stakeholders as partners and keep an open feedback mechanism

The most efficient and effective way is to keep your customers involved early while you remain transparent in your new products road map. This will ensure that you don’t leave any of your customers behind. The most important thing is to continue to improve your clarity of communication at all stages of the product lifecycle. So two things only: 1. Being transparent all the way and 2. Always involving your customers early in your process These two things ensure that your customers stay connected and continue to buy in your brand

My starting point would be sharing of changes in the dynamics of my relevant market and category and how we have identified the consumer/market insights and using it to revamp the product strategy. I would also highlight our competency in implementing the strategy. On top of it my company reputation (Brand Equity) will directly benefit my product strategy. Infact it will add to the Brand Equity.

the key is clear, consistent communication. To be sure to involve them early in the process, explaining the reasons behind the changes, and highlight the benefits. Demonstrating how these changes align with the overall goals can build trust and keep everyone on the same page.

As per my Understanding we have to establish transparent communication by clearly articulating the rationale behind the changes, aligning them with overarching business goals. Involve stakeholders in the process through collaborative workshops and soliciting their feedback, fostering a sense of ownership and investment in the new direction. Additionally, provide data-driven insights and projected outcomes to demonstrate the expected benefits, ensuring that stakeholders feel informed and empowered throughout the transition.

Encourage stakeholders to express their concerns through various feedback mechanisms, including town-hall meetings, one-on-one conversations, and surveys. Two-way communication allows change leaders to remove doubt and help impacted users understand why change is happening before rumors begin to spread.

Here are two mistakes I commonly see companies make revamping product positioning: 1️⃣ Failing to Build a Cross-Functional Team: Product positioning isn’t just a marketing exercise—it involves sales, marketing, product, and customer success —everyone who touches the customer. Manage to deadlines so everyone knows what’s expected (deadlines are good). Use weekly meetings to track progress, and gather input. Avoid groupthink. 2️⃣ Failing to Set Shared, Quantifiable Goals: Align on measurable success metrics. Metrics should be both sales—and market-centric. If positioning sticks, the product differentiates and compels customers, the company gains traction and competitive advantage, and sales and marketing target the right customers.