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Similaire à 2018 malcolm stanfor product positioning at skypev shared
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2018 malcolm stanfor product positioning at skypev shared
- 1. Skype Case Study View from Just Above the Middle: Andrew Malcolm Please go to Pollev.com/EverMalc
- 2. Introduction 2 • CMO, Evernote • VP Product Marketing Mobility, HP • Head of Marketing, Skype • Investor, Silver Lake Partners • Angel/Advisor: Atheer, Vave, Clinithink • Stanford MBA, Harvard BA None of these is a particularly good reason to listen to me
- 3. So why listen to me? 3
- 4. So why listen to me? 4 Frameworks Patterns Network
- 5. 2013 © Scheduudle LLC. Commercially confidential. 5
- 6. IMHO, You’ve Got to Position Your Product 6 For ____Target Customer_____, [OUR PRODUCT] offers _____Customer Benefit_____ that unlike [TOP COMPETITORS] __Differentiation__.
- 7. 7 Choosing a great customer
- 10. Does product positioning matter? 10 10 Year Historic Stock Prices (Adjusted) Nintendo Wii sells 11M units and surpasses Xbox
- 11. 11 10 Year Historic Stock Prices (Adjusted) Nintendo Comcast Sometimes, great products become bad businesses
- 12. 12
- 13. 2013 © Scheduudle LLC. Commercially confidential. 13
- 14. Here’s what I think of … 14
- 15. What was Skype’s product positioning? 15 For ____Target Customer_____, Skype is the communication offering that _____Customer Benefit_____ unlike Google Hangouts, your traditional mobile phone dialer, or text messaging because __Differentiation__.
- 16. Target Customer 16 Size Degree of Pain Willingness to Pay Competitive Offerings Ability to Reach Segments Criteria
- 17. Target Customer 17 Early Adopters SMBs Families Size Degree of Pain Willingness to Pay Competitive Offerings Ability to Reach Fool’s Errand Foothold Risk & Reward Segments Criteria
- 18. 2013 © Scheduudle LLC. Commercially confidential. 18
- 19. Customer Benefit / Value Prop 19 Customer needs Priorities Purchase criteria Decision process Purchase occasion Functional needs Systems economics
- 20. 2013 © Scheduudle LLC. Commercially confidential. 20
- 21. Competitive Differentiation 21 Price Competitors Calling Cards Technical Differentiators Distribution Brand & Network Hangouts WhatsApp Native Dialer / Facetime
- 22. 2013 © Scheduudle LLC. Commercially confidential. 22
- 23. What was Skype’s product positioning? 23 For ____Target Customer_____, Skype is the communication offering that _____(Customer Benefit)_____ unlike Google Hangouts, your traditional mobile phone dialer, or text messaging because __(Differentiation)__.
- 24. Skype Became Video Calls to Grandma 24 • More than 30% of International Minutes are on Skype • More than 2B minutes every day • More than 500M registrations and ~30-40% penetration of all broadband devices Undeniably, Skype disrupted the telco market Minute Growth: Skype vs. Telcos
- 25. 25 How well positioned was Skype? Communication Type Use
- 26. 26 Perception as “Everyday Brand” Illustrative Data What could Skype have done in the near term?
- 27. 27 Get Others to Tell The Right Stories about You
- 28. 28 Traditional channels are less effective
- 29. 29 So you’ve got to get SaaSy personalized storytelling
- 30. 30 Build End to End Journeys
- 31. 31 Turn your product into a channel
- 33. APPENDIX 33
- 34. Everyone thinks they can do marketing… 34 … and they can, just not well
- 35. 35 Why is marketing so hard? 3¢
- 36. 36 What could Skype have done in the long term?
- 37. Does product positioning matter? 37 Traditional 8-15 years 2000s 2-3 years Today 0-3 years
- 38. 38 Customer Selection Value Proposition Strategic Control Profit Model Organizational Architecture What problem will I solve for them? What products do we need? What high value customer opportunity am I serving? What will I do to protect my customer relationship and profit stream? What does my organization have to execute better than anyone else? How will I earn a profit from serving this customer? Business Flow
- 39. Target Customer 39 Hassles: Auto vendor contacts from a customer perspective • Visits/stops • Trust/vendor reliability • Uncertainty of event/expense timing and magnitude • Bill paying/ administrative fragmentation Dealers to shop Dealers to buy Leasing Company Financing Company State to register Insurance broker Insurance company Bank Parts accessories vendor Car alarm/ security vendor Gas station Car wash Credit card company Garage/ service center
- 40. Razor Economics The razor is the cost to acquire a customer 40 “Shaving” Profit ILLUSTRATIVE Convert 20%
- 41. 41 Definitions What’s the big deal? Acquisition Price ($B)
- 42. Why does product positioning matter? 42
- 43. 43 Why does product positioning matter?
- 44. Why does one product win? The story is especially true now that distribution is not a barrier to entry and network effects are less sustainable 44 VS VS VS First to Market Dominant Player
- 45. Who wins? Which of the following VoIP products is better? 45 Features US Calling Price per Min Sign-up Experience Platform Free Address book integration Web based Group Video with premium subscription 3.0¢ Contacts added individually Downloadable software Unlimited group communication
- 46. Who wins? The “lesser” product has 4X the monthly users 46 Monthly Users Features US Calling Price per Min Sign-up Experience Platform Free Address book integration Web based Group Video with premium subscription 3.0¢ Contacts added individually Downloadable software ~100M http://marketingland.com/if-googles-really-proud-of-google-it-should-share-some-real-user-figures-9796 ~400M Unlimited group communication
- 47. 47 Figuring out Phase 2 Translating your great product into a great business requires addressing additional questions Great products … … great businesses Deliver a seamless user experience … that their users pay for Uniquely stand apart from competitors … in a way that others cannot replicate (legally) Are widely adopted … without excessive marketing required Solve a problem … built on an organization structured to deliver 1 2 3 4 Include support to ensure success … to build an ongoing relationship 5
Notes de l'éditeur
- It wasn’t that long ago that I was sitting there thinking that a lot of what we were learning was common sense. It is; you could figure this stuff out but if someone already has done it, you’re only catching up, not moving ahead. The point of today (or frankly a lot of business school) is to develop a tool set to structure and solve ambiguous problems that other’s haven’t. Your brain is the best tool for that, but FoAM and a lot of aspects of business school are rough for mental capacity, so I want to give you a few other tools to draw upon: frameworks to ensure all the questions are asked, patterns to act as heuristics, and a network to consult. Lots of patterns in the world but few are perfect replicas. Remember the nuggets to apply in the future
- It wasn’t that long ago that I was sitting there thinking that a lot of what we were learning was common sense. It is; you could figure this stuff out but if someone already has done it, you’re only catching up, not moving ahead. The point of today (or frankly a lot of business school) is to develop a tool set to structure and solve ambiguous problems that other’s haven’t. Your brain is the best tool for that, but FoAM and a lot of aspects of business school are rough for mental capacity, so I want to give you a few other tools to draw upon: frameworks to ensure all the questions are asked, patterns to act as heuristics, and a network to consult. Lots of patterns in the world but few are perfect replicas. Remember the nuggets to apply in the future
- Poll Title: What's most important to succeed at global SaaS marketing? https://www.polleverywhere.com/multiple_choice_polls/Fu5Vu4qjWLzfCeC
- FRAMEWORK I would have written you a shorter letter but I didn’t have the time – Pascal 17th century French smart guy An internal statement to guide development, marketing, GTM channels
- Searching for product market-fit is as much about the market as the product: Has this problem and knows s/he has this problem Believes this problem is big enough Is willing (and able to pay) to solve it Has decision authority Is reachable The great customers at the beginning may not be at the end: Cross the Chasm and avoid the Innovator’s Dilemma. Only need a big market when trying to scale
- The question is not “what does this product do” but “what job was it hired to do” – this is Clay Christensen’s Innovator’s Solution. You don’t buy a shovel because you want to dig, you hire a shovel because you need a hole. Thinking this way is an effort to avoid looking for a faster horse when the internal combustion engine is around the corner while at the same time selling based on customer need instead of product features: There are only 4 value propositions I’ve ever seen … ok, maybe that’s a bit of an overstatement, but figuring out the customer benefit isn’t hard. Use the “infommercial” rule: Better – delivering higher quality or an improved outcome. Think Nordstrom’s customer service, it was legitimately better or cell phone network coverage Faster – achieving an outcome more quickly. Think of the SlapChop … ok, not the greatest birthday gift or product but it had a clear Easier - Think TurboTax … other than literally being in the title you could do accounting without having to hire an accountant Cheaper – WalMart “always low prices; always” Having proof points that ladder up and actually demonstrate it is much hard
- Better alone doesn’t always win, in fact, it frequently loses But this can come in lots of forms: emotional, technical, network, legal
- How many people have heard of skype? How many have made a Skype call? How many made a Skype call this week? Was Skype a well positioned product? Let’s find out
- Poll Title: What's the first word you think of with "Skype"? https://www.polleverywhere.com/free_text_polls/BDgztAWnVciyCSl
- Laura Ad Video
- Laura Ad Video
- We’ve established the criteria for an attractive customer segment. These can change but if we work from this supposition for Skype, but who were the potential segments we could target? In an established company, you can offer new products to existing customers or adjacent products to new customers, but hard to do new products to new customers.
- Poll Title: Who should Skype target? https://www.polleverywhere.com/multiple_choice_polls/C9DKY42rIFTx1Hk
- What job was Skype hired to do? Were the proof points in place to deliver on this promise?
- Poll Title: What was Skype's most compelling value proposition? https://www.polleverywhere.com/ranking_polls/e6lazLHQvKl8rkr
- Competitive differentiation - how do you uniquely solve it? May not be features but brand, distribution, low cost structure,
- Poll Title: What was Skype's differentiation? https://www.polleverywhere.com/multiple_choice_polls/JZ0PyWsbstyIeHf
- Laura Ad Video
- Was Skype a well positioned product?
- WOOF VIDEO
- Awareness Connection of Free and Paid Value exchange
- Awareness Connection of Free and Paid Value exchange
- Awareness Connection of Free and Paid Value exchange
- Solely product based business are difficult Product lifecycles are shortening
- - target customer - how many? Ability to pay? Willingness to pay? Psychographic targeting vs targeting with media via demos vs pixels
- What is the product? What is the business?