Feature prioritization is always complex and there are no perfect answers. The key therefore is to be able to balance revenue impact vs strategic direction. Revenue impact is generally measured by volume and severity of customer feature requests, does competitor already has this feature, impact on cross-sell / up-sell /renewal revenue, impact on churn for key accounts, etc. The strategic direction is generally measured with the ability to disrupt/differentiate within the market, value to the customer, education needed by the customer to adopt, and other such considerations. Feature prioritization sits at the dynamic cross-section of this balance (with the revenue impact winning in most cases - fortunately or unfortunately)

My advice here would be to focus on features that align with your company's goals and solve customer problems. Keeping the framework simple like... value vs. complexity...can allow you to balance impact with the work you put in. You should also consider both short-term wins and long-term growth. Get your team involved to get different points of view, and then regularly come back to your priorities as you get new info to make sure you stay on track.

Throughout my career, I’ve learned that product development is rarely done in a vacuum. Engineering, sales, customer support, and marketing teams all bring valuable perspectives that can influence feature prioritization. When conflicting demands arise, engage with cross-functional teams to gain insights into the technical feasibility, sales potential, and customer support implications of different features. This collaborative approach ensures you’re not over-prioritizing based on market noise alone.

When navigating conflicting market demands, prioritizing product features comes down to understanding impact versus urgency. I start by gathering feedback from multiple sources—customers, sales, and support teams—to identify the most pressing pain points. Then, I assess which features will deliver the highest value to the largest segment of users. I use frameworks like the MoSCoW method (Must-have, Should-have, Could-have, Won’t-have) to help rank features based on immediate need and long-term strategy. Lastly, I communicate the "why" behind decisions to all stakeholders, ensuring transparency and alignment as we move forward. Balancing needs while staying focused on the big picture is key.