Turn Your Customers Into Evangelists

By David Ronald

Traditional marketing tactics are losing their edge.

Ads get skipped, emails get ignored, and cold outreach rarely warms up.

So, how can you break through the noise?

Increasingly, the answer lies in community-driven growth, a strategy that transforms customers from passive users into passionate evangelists.

In this blog post I explore how you can increase revenue performance by turning customers into evangelists.

What Is Community-Driven Growth?

Community-driven growth is about much more than setting up a user forum or launching a Slack group.

It’s a deliberate strategy to cultivate spaces where customers can connect, share knowledge, and contribute to the success of a product or brand. It’s built on the idea that people trust people more than they brands.

And when customers feel a sense of ownership, they help you grow.

Look no further than companies like Figma, Notion, or Webflow. These brands built thriving communities of designers, creators, and developers who hosted meetups, shared templates, and organically spread the word.

What was the result? 

Hypergrowth.

 Hypergrowth fueled by advocacy, not by ads. 

Why Community Matters More Than Ever

Community creates authenticity and social proof at scale.

A community creates thousands of these interactions. It’s also a powerful lever for product feedback, customer success, and retention.

According to Nielsen, 92% of consumers trust recommendations from people they know even if they’ve never met them in person.

In B2B environments especially, community-driven growth can shorten sales cycles and increase deal velocity.

When prospects join a user group or attend a customer-led event, they get to “try before they buy”, experiencing not just the product, but the ecosystem around it. 

How to Turn Customers Into Evangelists

The bad news is that turning users into evangelists doesn’t happen by accident. The good news is that you can follow the examples set by others.

Here are a few key principles:

1. Start with Listening

Find your most engaged customers and ask them what they want from a community. Their needs should guide the structure (not your roadmap). 

2. Create Connection, Not Just Content

Content is important, but true communities thrive on conversation. Encourage peer-to-peer sharing, celebrate contributions, and make members feel seen. 

3. Empower Your Champions

Identify your power users and give them the tools to lead, whether it’s early access to features, speaking opportunities, or just public recognition. 

4. Align with Product and Support.

Your community should be an extension of your product experience. Involve customer success and support teams to ensure continuity and value. 

5. Invest in Platforms That Scale.

Pick a platform that supports both structured engagement and organic interaction – you can choose Discord, Slack, Circle, or a branded community hub. 

Conclusion

When done right, community-driven growth turns your customer base into a flywheel.

New customers become contributors, contributors become champions, and champions attract the next wave of buyers.

It’s about creating a brand that customers feel proud to be part of.

In a world of one-click competitors, your community becomes your moat.

Thanks for reading.

Would you like to discuss this blog post?

If so my email address is david@alphabetworks.com – I look forward to hearing from you.

Pricing Using the Van Westendorp Method

By David Ronald  

Pricing a product can often feel more like art than strategy.  

Set the price too high, and you risk losing customers – but set it too low, and you leave money on the table or, worse, signal low quality. 

Fortunately, the Van Westendorp Price Sensitivity Meter (PSM) offers a structured and data-driven approach to pricing based on customer perceptions of value.  

Essentially, Van Westendorp's method leverages a survey to determine what price your buyers are willing to pay.  

In this post, I explain what the Van Westendorp PSM is, walk you through how to use it step by step, and provide guidance on interpreting the results.  

Yes, the analysis will appear a little intimidating at first, but stick with it, because it’s really not that challenging.  

And it will prove very helpful.

What is the Van Westendorp Method?

The Price Sensitivity Meter is a survey-based tool used to determine acceptable price ranges and identify the optimal price point for a product or service based on consumer price perceptions. 

It was developed by Dutch economist Peter van Westendorp in the 1970s.  

The method asks respondents four simple yet powerful pricing questions, and their answers allow you to build a set of curves that intersect at meaningful points:

• Indifference Price Point (IPP).
• Optimal Price Point (OPP).
• Point of Marginal Cheapness (PMC).
• Point of Marginal Expensiveness (PME).

Van Westendorp's method is an ideal approach in any of the following circumstances:

• Launching a new product or service.
• Entering a new market.
• Testing the perceived value before pricing adjustments.
• Looking for a lightweight, survey-based pricing approach that's easier to deploy than full conjoint analysis.

It’s especially useful in early-stage go-to-market planning or pricing strategy discussions where you want to align pricing with consumer expectations.  

So, let’s get started.

The Four Van Westendorp Questions

The key questions you want to ask your buyers according to the Van Westendorp method are:

1. At what price would you consider the product to be so inexpensive that you’d question its quality (ie, it’s too cheap)?
2. At what price would you consider the product to be a bargain (ie, it’s cheap)?
3. At what price would you begin to think the product is getting expensive, but still worth considering (ie, it’s expensive)?
4. At what price would the product be so expensive that you would not consider buying it (ie, it’s too expensive)?

By collecting these four data points from a reasonably sized sample (something like 100+ respondents), you can chart cumulative frequency distributions and generate pricing insights.

Step-by-Step Guide: How to Use the Van Westendorp Method

Let's apply Van Westendorp’s PSM for a hypothetical product, such as a premium wireless mouse:

Step 1: Collect Data

Develop and send a survey to collect responses to the four questions provided in the prior section.  

Here is a sample response from one participant:

• Too Cheap: $10
• Cheap: $20
• Expensive: $40
• Too Expensive: $60

Repeat this for all respondents.

Step 2: Compile and Organize the Data

Once you've collected responses, compile them in a spreadsheet. 

Here’s an example, simplified for clarity: 

It’s important to realize that you need to calculate cumulative percentages in the case of “Too Cheap” and “Too Expensive”, and reverse cumulative percentages in the case of Cheap” and “Expensive”. Here’s why: 

Cumulative Percentages (for "Too Cheap" and "Too Expensive")

For these two questions, you want to calculate the percentage of people who say a given price is either too cheap or too expensive.

• “Too Cheap” (Cumulative): At each price point, we add up all responses saying the product is too cheap at that price, or lower. So, as price increases, fewer people think it’s too cheap – the percentage goes up more slowly or levels off.
• “Too Expensive” (Cumulative): At each price, we calculate the percentage saying the product is too expensive at that price, or higher. As the price goes up, more people think it’s too expensive, so the percentage increases.

Reverse Cumulative Percentages (for "Cheap" and "Expensive")

For these, you need to “flip the logic” and count the percentage of people who think the product is at least that cheap or that expensive (but still acceptable).

• “Cheap” (Reverse Cumulative): At each price, it’s the percentage of people who say that price is still cheap or lower. As price increases, fewer people say “this is a bargain,” so the percentage decreases.
• “Expensive” (Reverse Cumulative): At each price, it’s the percentage of people who say the product is still not too expensive. Again, as the price increases, fewer people are okay with it, so the percentage goes down.

Next, use the data compiled in this section to create four cumulative distribution curves.

Step 3: Plot the Data

Plot all four lines on a graph to create your Van Westendorp Price Sensitivity Meter. 

Here is a graphical representation based on the simplified dataset: 

 

What does the graph tell us? 

Read on because this is where things get really interesting.

Step 4: Analyze the Intersection Points

From the graph we can pinpoint four important thresholds where the lines intersect: 

Step 5: Determine Your Price Range and Strategy

Now you can use this information to develop your pricing strategy:

• Target price zone: $30–$32, which balances value perception and maximizes appeal.
• Pricing closer to $32 leverages the product’s full perceived value and remains just under the PME threshold. 
• Pricing around $28–29 appeals to value-conscious buyers who still expect quality.
• Avoid pricing below $27, as it risks signaling poor quality.

This strategy gives you flexibility to adjust based on positioning, customer segments, or promotional goals while staying within the optimal perception range.

Tips for Deploying the Van Westendorp Method Effectively

Now, let's shift our focus from analysis and consider how to best apply the Van Westendorp PSM: 

1. Segment Your Audience

Analyze results by demographic or behavioral segments (for example, enterprise vs. consumer users, power users vs. casual buyers). Different segments may have different price perceptions. 

2. Combine with Conjoint or Gabor-Granger

Van Westendorp is great for perception-based pricing. If you need willingness-to-pay or trade-off modeling, consider pairing it with conjoint analysis or Gabor-Granger pricing for deeper insights. 

3. Use Realistic Context

Frame the product description carefully to avoid skewing results. Provide context around features and benefits so respondents evaluate based on perceived value, not guesses.

4. Avoid Leading Questions

Do not show suggested price ranges in the question. Let your buyers input price points freely or use broad ranges if using sliders to guide answers. 

5. Validate with Market Testing

Yes, Van Westendorp helps identify perceived value, but it’s still theoretical – always validate findings with A/B pricing tests, especially in digital or SaaS contexts. 

Limitations of the Van Westendorp Method

While useful, the Van Westendorp method is not perfect. 

Some of the limitations to be aware of include: 

• It relies on self-reported pricing, which may not reflect actual buying behavior.
• It assumes price is a primary purchase driver, which may not apply in all cases.
• It doesn’t capture competitive context or feature trade-offs.
• It lacks the depth of conjoint analysis, which measures feature-price preferences.

That said, it’s a fast, inexpensive way to collect directional insights—ideal for early-stage product launches or refining existing price strategies.

Conclusion

The Van Westendorp Price Sensitivity Meter is a powerful, customer-driven tool that helps you find a price range that aligns with perceived value and purchasing comfort.

By asking just four questions, you can uncover the psychological price boundaries for your target market, and price with confidence rather than guesswork.

Van Westendorp offers a blend of simplicity and strategic insight that makes it an essential tool in any marketer or product manager’s toolkit, whether you're launching a new product or revisiting your pricing strategy.

Thanks for reading.

Would you like to discuss how to price your next product using the Van Westendorp method? If so, get in touch with me at david@alphabetworks.com and let’s discuss how.

Aligning Marketing and Product Teams for Agile Innovation

By David Ronald

The relationship between marketing and product teams can feel like a game of telephone in many organizations.

Product builds what they believe the market wants; marketing crafts messaging they think fits the product.

What's the result?

A disconnect that leads to misaligned launches, underperforming campaigns, and frustrated customers.  

But in an age where speed, relevance, and iteration are key to growth, aligning product and marketing teams is a competitive advantage. 

From Siloed to Synchronized

Marketing teams and product teams have operated in silos traditionally - product owns features and marketing owns messaging.

Yet, this division is artificial - great product experiences start with a deep understanding of the customer, and no one is closer to the voice of the customer than your marketing team.

When marketing is looped into the product development process early, two things can happen: 

1. Customer insights shape the roadmap—marketing brings competitive intel, customer pain points, and content engagement data that help prioritize features customers truly want.
2. Launches are more effective—messaging is sharper, positioning is clearer, and go-to-market is faster because both teams were aligned from the start.

This collaboration turns product marketing into a strategic growth lever, not just a last-mile function.

Agile Innovation Needs Cross-Functional Rhythm

Agile methodologies have transformed how products are built, but less often how they’re marketed. 

To reap the benefits of Agile, marketing and product must operate on the same cadence.

This means the following: 

• Shared sprint reviews where both teams hear what’s shipping and why.
• Joint retrospectives to unpack what went well and what didn’t during product launches.
• Collaborative roadmaps that factor in market trends, brand positioning, and buyer feedback.

When this rhythm exists, it’s easier to test, learn, and iterate – not just on features, but on messaging, campaigns, and product-market fit itself.

Real-World Alignment in Action

At high-growth startups and product-led companies, this alignment is table stakes, not theoretical. 

• Product marketers often sit in product stand-ups and contribute to early feature discussions.
• User research is a shared responsibility. Marketing runs surveys or listens to sales calls; product interviews beta users.
• Launch teams are cross-functional by default. Engineering, product, marketing, and sales gather to define success metrics, rollout plans, and feedback loops.

What's the result now?  

Products are easier to explain. Buyers are easier to convert and growth becomes more sustainable.

Conclusion

At the end of the day, both product and marketing serve the same mission - delivering value to customers. When that’s the North Star, alignment should follow naturally.

So, if your teams are feeling friction, don’t start with tools or processes - start with a conversation and ask these questions: 

• “What do we both need to succeed?”
• “How can we make customer feedback more central to our decisions?”
• “Where are we assuming alignment, but missing it?”

Agile innovation is about learning fast, and the best way to learn faster is together.

Thanks for reading.

Would you like to discuss this blog post?

If so, my email is david@alphabetworks.com – I look forward to hearing from you.

Positioning That Delivers: A Guide for Modern Marketers

By David Ronald  

Great products don’t always win in a crowded market.  

It’s unfortunate, but true.  

But great positioning can increase the probability of success.  

From launching a startup, refreshing an existing product, or expanding into new markets, positioning is the invisible force that shapes how customers perceive you.  

It’s the glue between your product’s capabilities and your customers’ needs and, when done right, is the difference between a fleeting impression and lasting brand loyalty.  

In this blog post I examine the art and science of product positioning for modern marketers, what it is, why it matters, and how to do it well.

What Is Product Positioning?

At its core, product positioning is the strategic process of defining how your product should be perceived in the minds of your target customers – especially in relation to the competition.

It answers critical questions such as:

• Who is your product for?
• What problem does it solve?
• What makes it different (and better)?
• Why should someone care?

Positioning is not your tagline, slogan, or ad copy, even though it influences all of them - it’s the foundation that informs every marketing message, sales pitch, and product roadmap decision.

Positioning Matters More Than Ever

The digital age has made it easier to launch a product, but harder to stand out. Modern buyers are bombarded with options, skeptical of generic claims, and quick to click away.  

Strong positioning provides the following benefits:

• Cuts through noise with clarity.
• Aligns teams on a shared narrative.
• Creates emotional resonance and relevance.
• Drives higher conversion and retention.

Without it, even the best product can feel indistinct or irrelevant.  

With it, a product becomes memorable, valuable, and irreplaceable.

Symptoms of Weak Positioning

Before diving into the how, let’s diagnose some common signs of weak positioning:

• Your messaging feels vague or interchangeable with competitors’.
• Prospects ask, “So what do you do exactly?” even after your pitch.
• Sales cycles are long, and deals stall because your value isn’t clear.
• Marketing campaigns underperform despite good execution.
• Internal teams describe the product differently.

Do any of these sound familiar to you?  

If so, you may have a positioning problem.

A Positioning Framework

Successful positioning is built around seven key elements:

1. Target Audience

Who are you positioning the product for?  

It pays to be specific here. It’s not just “marketers” or “engineers” – it might be “growth marketers at mid-size B2B SaaS companies struggling with lead conversion.”

 

2. Customer Problem

What painful, frustrating, or expensive problem do they face?  

Your product should be anchored in a real, urgent need, and not just a nice-to-have feature.

3. Product Category

What type of solution is this?  

Are you a CRM, an AI assistant, or a design tool? Defining the right category sets expectations and helps customers mentally file your product.

4. Key Benefit

What’s the one big outcome your product delivers?  

It’s best to be creative here and think beyond features. For example, your biggest benefit could be, “reduces churn by 40%” or “lets designers ship mockups 5x faster.”

5. Differentiation

How is your product better or different from alternatives?  

This is your moat – unique capabilities, technology, approach, integrations, or philosophy.

6. Proof

Why should your claims be believed?  

Substantiates your positioning with data, testimonials, case studies, or third-party validation.

The Positioning Process

Creating positioning that sticks requires both research and intuition.  

Here’s a step-by-step process that Ive had success with in the past that should assist you in getting it right:

Step 1: Talk to Customers

Your customers are your most valuable source of positioning insight. Through interviews, surveys, and behavior analysis, uncover:

• What they were doing before using your product.
• What triggered their search for a solution.
• What they value most after using it.
• What objections they had before buying.

Look for language patterns, emotional triggers, and the real “job” your product is hired to do. 

Step 2: Analyze the Market

Study your competitors and identify the following:

• Gaps in how they're positioning.
• Overused messaging tropes.
• Opportunities to create contrast.

You’re not just selling a better product, you’re selling a different one. 

Step 3: Clarify Your Strengths

Inventory your product’s superpowers. 

Which features or experiences generate the most “wow” moments? Which ones consistently come up in positive reviews?

Align these with the most pressing customer needs and you'll find your positioning sweet spot. 

Step 4: Craft Your Positioning Statement

A classic structure that works well:

“For [target audience] who [have a specific problem], [product name] is a [category] that [key benefit]. Unlike [competitor or alternative], our product [differentiator].”

Here's an example:

"For remote team managers who struggle with engagement, HivePulse is an employee insights platform that surfaces real-time morale trends. Unlike annual surveys, HivePulse delivers daily feedback via Slack." 

Although this won’t appear verbatim in your marketing, it will inform everything else. 

Bringing Positioning to Life

Once defined, positioning needs to be operationalized across your go-to-market strategy. 

Messaging Hierarchy

Create a tiered messaging framework with: 

• Core narrative—your high-level story and reason for being.
• Benefit pillars—between two and four key value themes.
• Support points—roof, features, and examples that reinforce each benefit.

This framework ensures alignment across web copy, ads, decks, and more. 

Content Strategy

Use your positioning to shape blog topics, case studies, whitepapers, and webinars.

 For example, if your positioning hinges on “speed to insight,” create content that showcases how customers achieved results faster. 

Sales Enablement

Equip sales with talk tracks, objection-handling guides, and one-pagers that reinforce the positioning.

Make it easy for reps to tell the same story consistently. 

Brand Voice

Your brand’s tone should reflect the personality embedded in your positioning. Are you approachable and witty, or serious and data-driven?  

Consistency here builds trust and recognition. 

Positioning Is Not a One-Time Event

Markets evolve. Customer expectations shift. Competitors adapt.  

This is why positioning should be revisited regularly, especially after: 

• Launching a major new feature or product line.
• Entering a new market segment.
• Seeing churn increase or lead quality drop.
• Company rebrand or strategic pivot.

Run a positioning audit at least once a year – check if your original assumptions still hold. Revalidate with customer feedback, and iterate as needed.

Common Pitfalls to Avoid

Even smart marketers can fall into these traps: 

• Positioning too broadly—trying to appeal to everyone usually resonates with no one.
• Leading with features, not benefits—customers buy outcomes, not specs.
• Copying competitors—you can't own a space you're echoing.
• Failing to test messaging—positioning feels good in a deck, but the real test is how it performs in-market.
• Leaving internal teams out—sales, customer service, and product teams are critical positioning partners, not just the marketing team.

Avoiding these pitfalls is essential for creating positioning that sticks, sells, and scales.

Conclusion

Great positioning is about being remembered, trusted, and chosen.

It gives your product gravity. It ensures your marketing lands with clarity. And it helps every customer interaction feel intentional and aligned.

In a world of infinite options, positioning that sticks is your secret weapon.

First, tune the signal. Define your difference. Then tell a story that only your product can own.

Thanks for reading all the way to the end. You obviously have an interest in this topic if you made it this far, and may enjoy this post, A Brief Guide to Mastering Product Positioning. 

Would you like to discuss this blog post?  

If so, my email is david@alphabetworks.com – I look forward to hearing from you.

A Marketer’s Playbook for Reputation Management

By David Ronald  

A crisis can ignite within minutes and spread across digital platforms like wildfire.  

Be it a product recall, a social media blunder, or a data breach – the way a brand responds can define its public image for years to come.  

For marketers, crisis communication and reputation management have become core strategic responsibilities, not simply the responsibility of the PR team.

The Marketing Lens on Crisis

From a marketing perspective, crisis communication is not simply about damage control. It’s about preserving brand trust and customer loyalty in the face of uncertainty.  

Consumers are not just watching what you say – they're scrutinizing how quickly you respond, how transparently you communicate, and whether your actions align with your brand values. 

When a crisis hits, silence is rarely golden. Marketers must act swiftly, coordinating across PR, social, legal, and executive teams to craft a consistent and authentic message.  

The goal is to own the narrative before misinformation or speculation takes over.

Step 1: Have a Crisis Plan Before You Need One

Reputation management starts before the crisis.  

Smart marketing teams develop detailed crisis communication plans that outline roles, escalation paths, pre-approved messaging templates, and communication channels. 

Scenario planning is crucial – be it a cyberattack, product failure, or executive misconduct, you must be prepared.  

Social listening tools and media monitoring should be standard in your tech stack. They allow teams to detect early signals of discontent and address issues before they snowball.

Step 2: Communicate Quickly and Transparently

Speed matters. Consumers nowadays expect real-time communication - delays often appear evasive.  

Marketers should prioritize a clear, concise message acknowledging the situation, expressing empathy, and outlining next steps. 

Transparency builds credibility. 

Admitting fault (if applicable), explaining what went wrong, and showing what’s being done to fix it humanizes the brand.  

Tone is everything – avoid corporate jargon and lead with sincerity.

Step 3: Maintain a Consistent, Multi-Channel Strategy

Your audience lives on multiple platforms.  

This means that crisis messaging must be consistent across owned, earned, and paid channels – from social media to email, website banners, press releases, and beyond.  

Marketers play a pivotal role here, aligning creative, content, and campaign messaging to ensure there's no dissonance. 

Even ongoing ad campaigns should be paused or adjusted if they clash with the current sentiment.

Step 4: Shift From Response to Recovery

Once the immediate fire is out, the focus shifts to rebuilding trust.  

This is where content marketing and brand storytelling shine. Share stories of improvement, highlight customer voices, and demonstrate how the company has evolved.  

It’s about showing growth and accountability, not about erasing the crisis.  

Invite feedback. 

Transparency doesn’t end with a statement – it should continue through surveys, forums, and leadership visibility.

Conclusion

Crises are inevitable.  

But, with a proactive plan, clear communication, and a customer-first mindset, marketers can guide their brands through turbulence…and emerge stronger.  

In the end, how you respond is often more memorable than the crisis itself.  

Thanks for reading.  

Would you like to discuss this blog post? 

If so, my email is david@alphabetworks.com – I look forward to hearing from you.

Are We Forgetting the Basics of Marketing?

By David Ronald  

Many marketing organizations today are struggling for relevance.  

Not because they’re ineffective or misaligned, but because they’ve lost ownership of the very foundation that once made marketing a strategic force in business:

Namely, the Four Ps.

In this blog post I explore this trend and propose a readjustment.

The Strategic Core of Marketing

Although the concept of the Four s has been around for a long time, some people reading this blog posts may be unfamiliar with it, as it’s fallen below the radar in recent years.  

Professor E. Jerome McCarthy introduced the concept of the Four Ps in Basic Marketing: A Managerial Approach, his seminal work, back in 1960. Philip Kotler, considered by many to be the "father of modern marketing", popularized the Four Ps in his book Marketing Management in 1967.

This framework quickly became the cornerstone of marketing education and practice:

• Product—what you’re selling, including features, design, quality, and customer value.
• Price—the pricing strategy, elasticity, perceived value, and competitive positioning.
• Place—how and where the product is distributed, sold, and delivered.
• Promotion—how the product is marketed and communicated to customers.

At its core, this model positions marketing not as a support function, but as the architect of value, responsible for shaping what the business sells, how it sells it, and how it communicates that value to the market. 

But somewhere along the way, modern marketing teams stopped owning the whole equation.

How Marketing Lost the Four Ps

Let’s examine how ownership of each “P” has shifted – and what that means for marketing’s strategic seat at the table.

1. Product

Nowadays, the product itself, from feature prioritization to roadmap direction, is largely the domain of the product team. And rightfully so.  

But too often, marketing is brought in only at the tail end of development, tasked with "launching" something they had little role in shaping.

What is the consequence?  

Too often the result is misalignment between what’s being built and what the market actually needs.  

A good marketer isn’t just a megaphone – they’re a translator between customer needs and product solutions. 

Without a hand in shaping the product, marketing’s voice gets muted.

2. Price

Pricing strategy is increasingly determined by finance models or sales incentives.  

Marketers may be looped in late, or not at all, missing the chance to influence how price communicates value.  

Great pricing isn't just about margins – it’s a signal to the market. It's about perceived value, competitive differentiation, and psychological anchoring.  

When marketers are left out of this conversation, pricing becomes mechanical instead of strategic.

3. Place

Although once a pillar of physical retail and distribution, “place” now includes complex digital ecosystems, partner strategies, and channel optimization.  

This area has become fragmented across sales ops, revenue teams, or channel managers.  

But marketing should still own a key piece – helping determine the right channels, not just all possible ones. 

Without strategic marketing guidance, distribution becomes reactive, not intentional.

4. Promotion

Promotion is where most marketing teams still play.  

But even here, it’s often divided - brand, demand gen, content, social, paid media, typically operate in silos, and frequently without tight integration to the other Ps.  

So, what happens next?  

You get beautifully branded campaigns that don’t match product-market fit, generate leads that don’t convert, or messaging that emphasizes features no one asked for.

Tactical Overload, Strategic Drift

When marketing no longer owns the Four Ps holistically, it risks becoming tactically busy but strategically irrelevant. 

You might be delivering campaigns, managing tools, running webinars – but if you're not influencing product, price, and place, you're not shaping the business.  

This is how marketing slowly gets reduced to the “make-it-pretty” department, expected to create content, polish decks, and execute campaigns, rather than contribute to the company's core value proposition.  

It’s not that modern marketing is doing less. It’s that it’s doing more of the wrong things, while the strategic levers remain untouched.

Reclaiming the Four Ps: A Call to Action for Marketing Leaders

So how do we fix this? 

How can marketing teams reclaim ownership, or at least shared stewardship, of the Four Ps?

1. Earn a Seat at the Product Table

Don’t wait for the product team to hand you a release – embed yourself earlier in the development cycle.  

Use customer insights, competitive analysis, and market research to inform product direction, not just react to it. 

Product marketing, in particular, can lead here, not just by translating features into benefits, but by shaping what features get built in the first place.

2. Lead with Value-Based Pricing Insights

Pricing shouldn’t be a spreadsheet exercise.  

Marketing can bring voice-of-customer data, win/loss analysis, and competitive research to pricing conversations. 

You understand how value is perceived – use that knowledge to advocate for a pricing model that supports both growth and differentiation.

3. Be a Strategic Voice in Distribution

Even if marketing doesn’t "own" the channel, you should have a voice in how and where your products are positioned. 

Is your audience really on TikTok? Does your sales model support product-led growth? Are your partners aligned with your core message?  

Marketing is the connective tissue between buyer expectations and business outcomes.

4. Integrate Promotion with the Full Funnel

Stop thinking of promotion as just a megaphone – it’s part of a system.  

Every campaign should tie back to product value, pricing strategy, and go-to-market priorities.  

Recenter messaging around the why, not just the what.  

Build stories that reflect the full product and customer lifecycle, and not just the top of the funnel.

The Four Ps Remain Relevant

Some argue the Four Ps are outdated in today’s digital world, but that’s only true if we take them literally. 

No, we don’t control retail shelves anymore – and, yes, we’re marketing in a world of data, intent signals, and AI-driven personalization.  

But the core ideas – how we create value (Product), capture value (Price), deliver value (Place), and communicate value (Promotion) – are more important than ever.  

The tools have changed and the channels have expanded.  

But the fundamentals remain.

Conclusion 

If marketing wants to lead, it must reclaim its foundation.  

Not by fighting other teams for ownership, but by stepping back into strategic partnership across the business. 

By bringing customer insight, market understanding, and a holistic view of value creation back into every corner of the go-to-market machine. 

Marketing isn’t just about visibility. It’s about vision. And vision comes from owning, or at least influencing, the things that actually move the business.  

Thanks for reading.  

Would you like to discuss this blog post? If so, my email is david@alphabetworks.com – I look forward to hearing from you.