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For some users, it can be providing the best customer support, on-demand priority customer support, advanced product features, or personalized product features and experiences. With Add ons, customers can add multiple products in the checkout flow, so it would be easy to manage and personalize their bundles in one place.
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.
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.
But imagine what the title must sound like to someone entirely outside the product world. Teacher/plumber/airline pilot: So, what do you do? PO: I’m a product owner. Teacher/plumber/airline pilot: Me too! Teacher/plumber/airline pilot: Someone pays you to own products? I mean, what do you do for a living?
The Rolls-Royce Transformation: From Product to Outcome Rolls-Royce is a prime example of a company that has shifted to an outcome-based business model (OBM) and roadmap. Rather than selling jet engines, the company now offers commercial airlines a service known as power by the hour. Uncertainty is a normal part of product development.
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?
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?
One example that made me realize that I live in a startup nation was when one of the coaches attending the workshop shared that they were working with the IT department of one of the largest airlines to transform it into a great product organization. Nothing wrong with that, of course, (and something we will all probably benefit from!)
(I mostly see this proposed by technical leaders who come from non-revenue development organizations – those building software for internal use by companies in another business such as banking or airlines). High likelihood that we’ll regret doing this work after the Overflow Team has moved on.
Most recently Jeff co-founded Neo Innovation (sold to Pivotal Labs) in New York City and helped build it into one of the most recognized brands in modern productstrategy, development and design. Her art is held in the collections of companies like Delta Airlines, Survios, Merge, Senetics, StarVR and River Studios.
The leadership team will have expectations and assumptions that may not line up with what the “CEO of the product” would prefer. Just like productstrategy and roadmapping , pricing should be a collaborative effort. Even when product management technically “owns” pricing, product managers are not doing it in a vacuum.
Or an airline at 34. It would have been easy for Richard Branson to feel overwhelmed and out of his depth when he started a print magazine as a 16-year-old. Or a mail-order record company at 20. But Branson actually views his inexperience in those sectors as one of his biggest assets.
Examples of classic disruption like Southwest Airlines relied on new technology, but the industry was the same. It’s getting harder to stretch those frameworks that were built for a world well-defined by industry into the world we face today. Today, the industry is no longer the industry.
Instead of having a bunch of people who tell their peers “yeah, I tried it and it was OK” you can build up an army of enthusiastic fans that preach your product’s benefits to anyone who will listen. This can also help boost your product’s net promoter score. Loyalty programs.
For example: a statement such as “Our company makes a cheap product with few features and great support” Pair with opposites and identify choices that companies make Act like a lawyer: make a great case for the opposition Extract choices: refine these choices into intelligent decisions that could have been made Identify attributes — there are no strengths (..)
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. And there’s some truth to it.
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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