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Southwest Airlines gives us a great case study here. In the 1970s, all the incumbent major airlines had purchased the rights to the gates of the major airports, thus preventing new airlines from flying out of them. However, this approach had also caused those incumbent airlines to abandon gates at smaller airports.
Much has been written about designing products based on the job they’re hired for – it’s important that as you look to get hired for more jobs, you keep a core value proposition at the heart of your productstrategy. Brand Identity: When customers interact with your brand, is your value proposition clear?
When it comes to productstrategy, there is so much conflicting advice that getting started can be confusing. Some companies’ strategies are so generic that they could mean anything, or nothing at all—as perfectly illustrated in this productstrategy madlibs , which fills in the blanks with buzzwords and jargon and calls it a strategy.
Both are a team sport Both require teamwork to succeed Both require adaptable strategies and tactics tailored to the situation Both are goal-oriented Both need everyone to play their position And both go horribly wrong when the team is not working as a cohesive unit with a strategy.
In Michael Porter’s books, or anywhere else, I haven’t been able to find many examples of what a strategy should look like. Here’s a proposal: open any book on strategy and go to the Index. Lookup “Strategy, an example of”. A productstrategy can be covered in 4 parts (1) Buyer + $ value pool. Find anything?
Jeff and Josh are experienced digital product design leaders, and co-authors of Lean UX: Applying Lean Principles to Improve User Experience and Sense & Respond, How Successful Organizations Listen to Customers and Create New Products Continuously.
Do you give the product away and try to monetize traffic and users through other channels? Or do you position your product as a premium good, with a high enough price tag to return a tidy profit on every sale? Just like productstrategy and roadmapping , pricing should be a collaborative effort.
Product teams can provide the data and analysis to spur this movement as well as illustrating the revenue implications of building a loyal base versus having a constant churn of short-term dabblers. A loyal customer base has plenty of positive implications for your product and your organization. Loyalty programs.
It is important to have a kind of a trusted advisor How would you position yourself best to make an acquisition most valuable? On your podcast, I’ve heard you talk about needing to reevaluate your positioning as time goes by. Can you talk about the mental difficulties of people changing their positioning?
If you’re short on time, here are a few quick takeaways: You can’t balance short-term and long-term investments without considering the existing productstrategy. If the product isn’t in good shape, R&D needs to prioritize getting it up to speed before focusing on the next thing. Making the right bets. Paul: Yeah.
Elevating productstrategy through advanced competitive intelligence Watch on YouTube [link] TLDR In this episode of Product Mastery Now, I interview Jay Nakagawa, Director of Competitive Intelligence at Dell Technologies and a 25-year product management veteran.
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