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Crafting Your Product Strategy

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Strategy is becoming increasingly important in technology and a critical skill for product managers. As your product grows and competitors emerge, how can you sustain success?

Ryan will share why strategy matters, how to create one, and best practices for how it integrates into your product development process.

Learn about this often misunderstood concept and why for growing products it's often the difference between success and ultimate failure.

Presented 4/6/2016 at Product School:

Publié dans : Direction et management
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Crafting Your Product Strategy

  1. 1. Crafting Your Product Strategy By Ryan Glasgow rglasgow.com ▪ @ryanglasgow
  2. 2. The Basics
  3. 3. Three Layers Vision Describes the desired future position of the product or customer. Components: ➔ Vision statement ➔ Business goals Strategy A unique and valuable position, involving a different set of activities. Components: ➔ Strategy statement ➔ Guiding principles ➔ Areas of focus ➔ Personas Tactics All the decisions and activities required to turn the strategy into reality. Components: ➔ Product specs ➔ User stories ➔ Mockups ➔ Code
  4. 4. Throughout history, strategy often determines the winner when competition is involved Recent Examples: ➔ Southwest Airlines ➔ Ikea ➔ Apple’s iPod ➔ Warrior’s small-ball lineup
  5. 5. What is Strategy? ➔ How you plan to create a sustainable competitive advantage to maximize your position ➔ Choosing what not to do ➔ Designate and apply a focus with all available resources
  6. 6. Strategy is not how you work Scrum ▪ Agile ▪ Quality Assurance ▪ Efficiency ▪ Culture ▪ Company perks ▪ Technology ▪ Team
  7. 7. Every product needs a strategy Pre product/market fit ➔ A set of assumptions for how you want to grow and win Post product/market fit ➔ Also a set of assumptions for how you want to grow further and win
  8. 8. Crafting Your Strategy
  9. 9. Research Industry Lifecycle stage, revenue size, growth rate, profitability, success factors, barriers to entry, vertical integration Competition Profiles, competitive positioning, substitutes, complements, degree of vertical integration, strategies of key competitors Customers Profile, demographic, needs, obstacles/challenges, price sensitivity Internal Monthly usage, daily usage, net promoter score, monthly recurring revenue, customer lifetime value, churn Deep dive into areas that affect the product
  10. 10. Determine your goal Smartphone Industry: iOS owns 94% of profits Android owns 83% of market share
  11. 11. Strategic Advantage StrategicTarget Uniqueness Perceived by the Customer Low Cost Position Industry Wide Particular Segment Only Differentiation Overall Cost Leadership Stuck in the Middle Focus Goals
  12. 12. Strategic Advantage StrategicTarget Uniqueness Perceived by the Customer Low Cost Position Industry Wide Particular Segment Only Hyundai, KiaFord, Chevrolet, Honda Chrysler Subaru, Tesla Dodge, Scion, Jeep Cars
  13. 13. Diagnosis ➔ Use research to understand the situation ➔ Look for major shifts in customer preference or profile, competitors, industry, trends ➔ Define one overall challenge you want to address over next 1-3 years
  14. 14. Key Components Where to Play Who should be the customers that define our target market? Examples: ● Spending power ● Age ● Location ● Tech savviness How to Win What should be the value proposition that differentiates our products and services with those customers? Examples: ● Product vs platform ● Simple vs robust ● Intuitive vs affordable ● Extensible vs secure ● Portable vs powerful ● Quality vs cutting edge
  15. 15. Strategy Statement ➔ 15-words or less ➔ States your target customer and a compelling value proposition ➔ Easy to understand and communicate ➔ Conveys clarity to to your team
  16. 16. Examples Ikea "Offering a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them." SnapChat An fun and spontaneous product to communicate with your closest friends without repercussion. Spotify Music tailored to your mood.
  17. 17. Guiding Principles : SnapChat Fun Close Friends No repercussions Filters Easter eggs Ghost QR code Snap time limit 24hr Story Screenshots monitored No feed algorithm Disappearing chat Key activities that execute your strategy
  18. 18. Degree of Vertical Integration Product ➔ Create value by developing differentiated products for specific customer needs ➔ Capture value by charging money for those items ➔ Meeting specific customer needs ➔ Competitive advantage stems from product- related sources such as differentiation Platform ➔ Create value primarily by connecting users and third parties ➔ Capture value by charging fees for access to the platform ➔ Maximize the number of interactions ➔ Competitive advantage stems from the network effects of connecting many users and third parties
  19. 19. Implement Benefits ➔ Clearly document and share the context for your product decisions ➔ Increased autonomy for cross-functional team ➔ Team can make better decisions independently ➔ Ensures company alignment across product, design, engineering, marketing, customer support, etc Circulate ➔ Presentation or wiki that’s presented annually or bi-annually ➔ Regularly reviewed ➔ Integrated into daily, weekly, and monthly communication
  20. 20. Lean Strategy Canvas Vision ➔ Overarching goal for creating the product ➔ Long-term business goals Challenge ➔ Identify a long-term business opportunity that needs to be addressed Target Customer ➔ Market and audience group that your product addresses Value Proposition ➔ How you plan to differentiate from competitors and appeal to an audience Strategy Statement ➔ 15-words or less that summary Guiding Principles ➔ Focused set of key activities that support your strategy
  21. 21. Resources ● What is Strategy ● Good Strategy Bad Strategy ● Porter’s Generic Strategies ● The Art of Crafting a 15-Word Strategy Statement
  22. 22. Questions? Connect: rglasgow.com ▪ @ryanglasgow