Product Strategy for Startups (english) #GoogleLaunchpad

Product Strategy for Startups (english) #GoogleLaunchpad

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

Ce545904f81ef4a81dead98c38b4b240?s=128

Benno Loewenberg

November 27, 2017
Tweet

Transcript

  1. 4.

    Source: Otto Waalkes – Tomatobrotomat … resembling a 1970s joke

    about a huge & completely useless food processor
  2. 7.

      PRODUCT FAILURE  “There are thousands of products out there

     that nobody asked for.  How can we make sure we build something  that people actually need ?” Source: Holger Eggert
  3. 8.

      »A STARTUP STARTS    WITH AN OBSERVATION,    NOT

    WITH AN IDEA«  Source: Milan Guenter
  4. 9.

    @BennoLoewenberg  DE-TERMINATION  Product Strategy ≠ Product Management Product Strategy ≠

    Product Roadmap Product Strategy ≠ Planning read: does NOT equal
  5. 10.

      PRODUCT STRATEGY  “A system of achievable goals & visions

     to align & focus team & tasks around desirable  outcomes for both your business and your customers.” “It is influenced by external variables such as  customer needs & market affordances.” Sources: Melissa Perri & Vince Law
  6. 11.

    PRODUCT DESIGN BUSINESS GOALS Graphic: @BennoLoewenberg PRODUCT STRATEGY Key Features

    Differentiators Business Model Product Roadmap Vision Market Customer Needs
  7. 13.

    Your Mission Your Vision The Jobs That You Build For

    The Product You Build Measure & Improve Staying Lean Graphic: Des Traynor (commented) so it does not become a bloated “solution”
  8. 14.

      »TO TEST IF YOUR PRODUCT IS NEEDED,    STUDY

    THE JOB THAT IT DOES«  Source: Des Traynor
  9. 15.

      VAGUE ASSUMPTIONS  “I’ve experienced this problem, so others must

    also” “We’ve already got funding, so it must be a good idea” “We’re almost ready to launch so it’s a bit late to go back  to research” Source: Dyhana Scarano
  10. 16.

      POSSIBLE QUESTIONS  ¿ What is the overall goal related to

    a certain problem   a person is trying to achieve ? ¿ Is that problem worth solving ? ¿ How do people solve this problem today ? ¿ How might we solve this problem for the user   and how much of the overall goal ? Source: Tony Ulwick
  11. 17.

      TESTABLE HYPOTHESIS  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
  12. 18.

    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
  13. 19.

      »FIND YOUR PRODUCT-MARKET FIT,    BEFORE YOU RUN OUT

    OF MONEY«  Source: Florian Hofmann That. Is. All.
  14. 21.

     PROCESS  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
  15. 31.

    Source: Roman Pichler   NOT CARVED IN STONE   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
  16. 32.

    Sources: Pichler & Maurya   PUT IT TO THE ACID

    TEST   Validate your product strategy on a regular basis: 1. Choose the most “unknowable” (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
  17. 33.

    Graphic: @BennoLoewenberg aft. Pichler & Sisney PRODUCT- MARKET FIT LAUNCH

    END OF LIFE EARLY ADOPTERS MAJORITY MARKET REJUVENATION  LIFECYCLE  TIME DEVELOPMENT
  18. 34.

    Graphic: @BennoLoewenberg aft. Lex Sisney  STRATEGY  PILOT IT NAIL IT

    SCALE IT RENEW IT MILK IT OR KILL IT TIME DEVELOPMENT PRODUCT- MARKET FIT
  19. 35.

    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. What’s 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 – Product Strategy Canvas
  20. 36.

    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 benefit 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 benefit 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 – Product Vision Board
  21. 39.

      THE USER PERSPECTIVE COUNTS  “Talk to your users –

    build and test for actual users and for real context of use” ( friends and family are not your users ) Source: Benno Loewenberg
  22. 41.

      DON’T LOVE THE SOLUTION  “Success is not delivering a

    feature;  success is learning how to solve the customers problem” “Don’t [try to] find customers for your product,  find a product for your customers.” Sources: Mark Cook & Seth Godin
  23. 43.

      KNOW WHAT TO GO FOR  “Have a vision of

    what the future looks like.  Have belief in your product strategy,  and then build a product based on that.” Source: Des Traynor
  24. 45.

      VALIDATE, VALIDATE, VALIDATE  “The strategy should emerge from the

    insights   and the insights come from in-depth research.   Just throwing tactics at the wall   to see what sticks is risky business” Source: Tara Hunt
  25. 46.

    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 ISN’T, IMPORTANT TO CUSTOMERS. Graphic: Intercom (commented) THIS is what your biz makes  !
  26. 47.

      OFFER BENEFITS, NOT FEATURES  “People don’t buy products;  they

    buy better versions of themselves.” “Customers don’t want your product,  they want what new behaviors it enables.” Sources: Samuel Hulick & Alan Klement