室谷良平 | スノードーム
50.6K posts

室谷良平 | スノードーム
@rmuroya
株式会社スノードーム代表取締役。AI時代のマーケティングについて考えています。輝くブランド、つよいチームをつくりたい。真価の発揮。著書に『SNSマーケティング7つの鉄則』(日経BP)など。北海道長万部町出身。書き物→ https://t.co/lQnTSgbOT7





I fired my SEO team last year. And used Claude to automate SEO. Here is the result:


「少し自分が変えられるかも。ちょっと苦手がなくなるかも」 web.nhk/tv/pl/series-t… ↑放送&NHK ONE 配信は5月10日 あさ 8時25分~ 今週の #Dearにっぽん は AIと対話した子どもたちの3週間 AIだから言えた悩み その先にあったのは… 語りは #吉岡里帆 さん




Most tech companies break out product management and product marketing into two separate roles: Product management defines the product and gets it built. Product marketing wires the messaging- the facts you want to communicate to customers- and gets the product sold. But from my experience that's a grievous mistake. Those are, and should aways be, one job. There should be no separation between what the product will be and how it will be explained- the story has to be utterly cohesive from the beginning. Your messaging is your product. The story you're telling shapes the thing you're making. I learned story telling from Steve Jobs. I learned product management from Greg Joswiak. Joz, a fellow Wolverine, Michigander, and overall great person, has been at Apple since he left Ann Arbor in 1986 and has run product marketing for decades. And his superpower- the superpower of every truly great product manager- is empathy. He doesn't just understand the customer. He becomes the customer. So when Joz stepped into the world with his next-gen iPod to test it out, he fiddled with it like a beginner. He set aside all the tech specs- except one: battery life. The numbers were empty without customers, the facts meaningless without context. And, that's why product management has to own the messaging. The spec shows the features, the details of how a product will work, but the messaging predicts people's concerns and finds way to mitigate them. - #BUILD Chapter 5.5 The Point of PMs


Shopify CEO: AI時代のContext Engineeringとリーダーシップ





