The Product Coalition
DECEMBER 11, 2023
Founded in 2006 with a unique social mission: for every pair of shoes sold, they would donate a pair to a child in need, an initiative they called “One for One.” However, despite a strong, socially motivated purpose, TOMS struggled due to a lack of focus on business value and product differentiation.
Mind the Product
DECEMBER 26, 2019
Between 2002 and 2006, cybersecurity technologies for networks were now entering into a period of maturity. The solution required a pivot and a focus on their competitive differentiators as well as new geographical targets. His key points include: Creating a category at Assurent. Surviving in a maturing market at Enomaly.
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Intercom, Inc.
SEPTEMBER 22, 2020
This was one of the defining moments that inspired the creation of HubSpot back in 2006. Instead, forward-thinking businesses can accelerate their growth and differentiate their brand by embracing modern strategies that match the way modern customers want to talk, shop, and buy.
The Product Coalition
JUNE 14, 2020
All of these products had a huge Total Addressable Market (TAM), and were clearly Feasible, but failed to differentiate themselves in any meaningful way. Microsoft Zune Zune , the music player that also ran, launched in 2006, roughly five years after the iPod, and eventually discontinued in 2011. The Zune Is Dead.
UX Planet
JANUARY 16, 2024
Survey to identify gaps in the market and opportunities for differentiation. Twitter: X The social network was founded in 2006. What unique value do you bring to the market? Competitive analysis: Instead of copying your competitors, use them as sources of inspiration.
The Accidental Product Manager
APRIL 24, 2017
Scion had it’s greatest number of sales during 2006. At the time Toyota was targeting the Generation X buyers and the Scion brand offered them a differentiation from the Toyota core line of cars. Ever since hitting a high in 2006, sales have been on a slide. This type of customer does not value the differentiation as much.
Product Management Unpacked
AUGUST 8, 2018
When I joined a company in 2006 to run product management (as a CMO), the VP of sales would meet with the product managers every Monday morning to make new feature requests per what sales had sold the week before. I see product management reduced to a gopher for development and a clean-up function. It’s basically powerless.
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