Countless numbers of products are put out in the wild, that nobody asked for. Building something, that people actually need or want is enabled through a well shaped product strategy.
This talk illuminates how a propper product strategy looks like and what the crucial success factors are. How it helps translating business goals & vision into product design and business model, that take customer needs and market affordances into account.
#ProductStrategy, #ProductMarketFit, #MinimumViableProduct, #MVP, #JobsToBeDone, #JTBD, #LeanStartup, #LeanProductProcess, #ProductLifecycle, #RiskiestAssumptionTests
7. â PRODUCT FAILUREâ
âThere are thousands of products out there
âthat nobody asked for.
âHow can we make sure we build something
âthat people actually needâ?â
Source: Holger Eggert
9. â PRODUCT STRATEGYâ
âA system of achievable goals & visions
âto align & focus team & tasks around desirable
âoutcomes for both your business and your customers.â
âIt is influenced by external variables such as
âcustomer needs & market affordances.â
Sources: Melissa Perri & Vince Law
13. â »TO TEST IF YOUR PRODUCT IS NEEDED,â
â STUDY THE JOB THAT IT DOES«â
Source: Des Traynor
14. â VAGUE ASSUMPTIONSâ
âIâve experienced this problem, so others must alsoâ
âWeâve already got funding, so it must be a good ideaâ
âWeâre almost ready to launch so itâs a bit late to go back
âto researchâ
Source: Dyhana Scarano
15. â POSSIBLE QUESTIONSâ
ÂżâWhat is the overall goal related to a certain problem
ââa person is trying to achieveâ?
ÂżâIs that problem worth solvingâ?
ÂżâHow do people solve this problem todayâ?
ÂżâHow might we solve this problem for the user
ââand how much of the overall goalâ?
Source: Tony Ulwick
16. â TESTABLE HYPOTHESISâ
Based on the insights you observed
Write a statement that is testable [as a prototype]
Make predictions of what you think the outcomes will be
Source: Dyhana Scarano
17. Your business has many hypotheses
Are consumers currently
doing this?
Can I create a product
that will improve upon it?
Can I address the market
successfully?
T E S T E D B Y
Evidence
of investment
T E S T E D B Y
Product Market Fit
for your MVP
Analytics for
Marketing Experiments
T E S T E D B Y
Graphic: Des Traynor
18. â »FIND YOUR PRODUCT-MARKET FIT,â
â BEFORE YOU RUN OUT OF MONEY«â
Source: Florian Hofmann
That. Is. All.
20. âPROCESSâ
Source: Benno Loewenberg aft. Lean Product Process
1. Determine your target customer
2. Identify unserved customer needs
3. Define your value proposition
4. Specify your Minimum Viable Product feature set
5. Create your MVP & test it with customers
6. Iterate to improve Product-Market Fit
Product Strategy
lives here
30. Source: Roman Pichler
â NOT CARVED IN STONE â
Source: Roman Pichler
Check your product strategy on a regular basis.
Due to changes of relevant factors such as:
+ Product performance
+ Internal changes
+ Competition
+ Trends
31. Sources: Pichler & Maurya
â PUT IT TO THE ACID TEST â
Validate your product strategy on a regular basis:
1. Choose the most âunknowableâ (aka riskiest part)
2. Determine how to best address it
3. Conduct the activity to do so
4. Validate if to continue, to alter strategy or to stop
32. Graphic: @BennoLoewenberg aft. Pichler & Sisney
PRODUCT-
MARKET FIT
LAUNCH END OF LIFE
EARLY
ADOPTERS
MAJORITY
MARKET
REJUVENATION
âLIFECYCLEâ
TIME
DEVELOPMENT
33. Graphic: @BennoLoewenberg aft. Lex Sisney
âSTRATEGYâ
PILOT IT
NAIL IT
SCALE IT
RENEW IT
MILK IT
OR
KILL IT
TIME
DEVELOPMENT
PRODUCT-
MARKET FIT
34. This is the lofty, futuristic goal for where your company or division is heading. Think long term.
Product Strategy Canvas
VISION
In will be
time frame Company, division
Vision statement
CHALLENGE
TARGET CONDITION CURRENT STATE
The first big goal to tackle on your way to the vision. Think in terms of user journeys, ideal states, objectives and KPIs that relate to the product lifecycle.
In order to reach our vision, we need to by .
measureable objective time frame
In order to reach our Challenge, we first need to
measureable objective
This is a smaller, measurable objective that teams can start exploring today. Whatâs the status today as it relates to the target condition?
After measuring, we know our current state is
measurements of current state
Source: Melissa Perri â Product Strategy Canvas
35. TARGET GROUP
Which market or market segment does the
product address?
Who are the target customers and users?
NEEDS
Which problem does the product solve?
What beneïŹt does it provide?
PRODUCT
What product is it?
What makes it stand out?
Is it feasible to develop the product?
BUSINESS GOALS
How is the product going to beneïŹt the
company?
What are the business goals?
VISION
This work is licensed under a Creative Commons
Attribution-ShareAlike 3.0 Unported License
THE PRODUCT VISION BOARD EXTENDED
What is your purpose for creating the product?
Which positive change should it bring about?
COMPETITORS
Who are your main competitors?
What are their strengths and weaknesses?
REVENUE STREAMS
How can you monetise your product and
generate revenues?
COST FACTORS
What are the main cost factors to develop,
market, sell, and service the product?
CHANNELS
How will you market and sell your product?
Do the channels exist today?
www.romanpichler.com
Template version 05/17
Source: Roman Pichler â Product Vision Board
38. â THE USER PERSPECTIVE COUNTSâ
âTalk to your users â
build and test for actual users and for real context of useâ
(âfriends and family are not your usersâ)
Source: Benno Loewenberg
40. â DONâT LOVE THE SOLUTIONâ
âSuccess is not delivering a feature;
âsuccess is learning how to solve the customers problemâ
âDonât [try to] find customers for your product,
âfind a product for your customers.â
Sources: Mark Cook & Seth Godin
42. â KNOW WHAT TO GO FORâ
âHave a vision of what the future looks like.
âHave belief in your product strategy,
âand then build a product based on that.â
Source: Des Traynor
44. â VALIDATE, VALIDATE, VALIDATEâ
âThe strategy should emerge from the insights
â and the insights come from in-depth research.
â Just throwing tactics at the wall
â to see what sticks is risky businessâ
Source: Tara Hunt
45. What is Customer Jobs? What is a Job to be Done (JTBD)?
A Job to be Done is the process a consumer goes through whenever she evolves
FIGURE 5. THE DESIGNERS AT INTERCOM (INTERCOM.COM) USE THIS
ILLUSTRATION TO SHOW WHAT IS, AND ISNâT, IMPORTANT TO CUSTOMERS.
Graphic: Intercom (commented)
THIS is what your biz makesâ!
46. â OFFER BENEFITS, NOT FEATURESâ
âPeople donât buy products;
âthey buy better versions of themselves.â
âCustomers donât want your product,
âthey want what new behaviors it enables.â
Sources: Samuel Hulick & Alan Klement