How to make products that don't suck - RISE Austin - Mar 30 2012

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DESCRIPTION

Most start-up companies begin with what they think is a brilliant idea and they immediately jump to building the product, and most of these products suck. Creating innovative products that result in market breakthrough requires a process of multiple iterations of discovery that drive you deeper into understanding the market problems and how to solve them with a differentiated solution. Breakthrough products are based upon solving a significant Market Problem with a Product and Business Model that create a competitive advantage and a Market Strategy that motivates buyers to purchases your product. In this session, learn this iterative discovery process that leads to breakthrough products and how to apply it to your own products.

Transcript

  • Welcome to

    RISE WEEK 2012

    How to Create Products That Dont Suck A Discovery Process for Creating Breakthrough Products

    (For Start-ups through Big Enterprises)

    Hosted by Tom Evans

    Principal, Lcrum Marketing @compellingmktr

  • High New Product Failure Rate

    Only one product concept out of seven becomes a new product winner; and 44% of businesses product development projects fail to achieve their profit targets.

    One out of four development projects succeeds commercially. (75% failure rate)

    Robert G Cooper

    Copyright 2012 - LCRUM MARKETING

  • High New Product Failure Rate

    Only one product concept out of seven becomes a new product winner; and 44% of businesses product development projects fail to achieve their profit targets.

    One out of four development projects succeeds commercially. (75% failure rate)

    Robert G Cooper

    Copyright 2012 - LCRUM MARKETING

  • Why Do So Many Products Suck?

    1. Idea to Product

  • Why Do So Many Products Suck?

    1. Idea to Product

    2. One point of market evidence to idea to product

  • Why Do So Many Products Suck?

    1. Idea to Product

    2. One point of market evidence to idea to product

    3. Market evidence & validation to product

  • Why Do So Many Products Suck?

    1. Idea to Product

    2. One point of market evidence to idea to product

    3. Market evidence & validation to product

    4. Market evidence & validation, product validation, no

    clear market strategy

  • Why Do So Many Products Suck?

    1. Idea to Product

    2. One point of market evidence to idea to product

    3. Market evidence & validation to product

    4. Market evidence & validation, product validation, no clear market

    strategy

    5. Market evidence & validation, product validation, no

    profitable business model

  • Keys to Products That Dont Suck

    Compelling Market Opportunity

    Big painful issues

    That many in your target market

    Are willing to pay to solve

    Compelling Solution

    Differentiated Value Proposition

    Profitable business model

    Time to market

    Compelling Market Strategy

    Motivates target market

    To solve problem with your solution

    Discovery

    +

    Validation

  • Model for Discovery

    Four Key Steps

    Validate

    Hypothesis Plan Strategy Build Solution To Market

    Fo

    ur

    Ke

    y P

    illa

    rs

    Market Problem

    Product

    Business

    Model

    Market Strategy

    Validation

    Valid Hypothesis Valid Market

    Opportunity

    Ready to

    Launch Market Growth

    Product-to-Market Model

    Product-to-Market is a trademark of Lcrum Marketing

  • Four Key Pillars

    Market Problem if youre not solving a problem, there is no need for a product!

    Product How do you solve the market problem in a valuable and differentiated manner?

    Business Model How do you deliver the product and profitably capture the value?

    Market Strategy Who is going to buy it and why?

  • Example

  • Model for Discovery

    Four Key Steps

    Validate

    Hypothesis Plan Strategy Build Solution To Market

    Fo

    ur

    Ke

    y P

    illa

    rs

    Market Problem

    Product

    Business

    Model

    Market Strategy

    Validation

    Valid Hypothesis Valid Market

    Opportunity

    Ready to

    Launch Market Growth

    Product-to-Market Model

    Product-to-Market is a trademark of Lcrum Marketing

  • Market Evidence (of Market Problem)

    Sources of Market Evidence

    Customers

    Non-customers

    Market trends/shifts

    Unexpected occurrences

    New technologies

    Competitors

    Personal experience

    Etc.

  • Market Evidence (of Market Problem)

    Sources of Market Evidence

    Customers

    Non-customers

    Market trends/shifts

    Unexpected occurrences

    New technologies

    Competitors

    Personal experience

    Etc.

  • Start With Hypothesis

    Buyer/User W

    In Market Segment X

    Has problem Y

    That happens when Z occurs

    We can solve it by creating/delivering solution A

    E.g.: Owners of small manufacturing operations that

    use hot water & steam are unable to manage

    manufacturing costs due to the volatility of fuel prices.

    We can solve this by providing a high temperature

    solar heating system under a lease agreement.

  • Exercise 1

    Create a Hypothesis for a New Opportunity

    Buyer/User

    Market Segment

    Market Problem

    When it happens

  • Screening

    Alignment with company

    Strategy

    Target markets

    Core competencies

    Potential Competition

    Does someone already do this?

    Are there other ways to address this problem?

  • Validate the Hypothesis (1)

    Market problem and market segment(s)

    Speaking to potential customers (buyers & users)

    Most companies dont and wont do this

    Significant time investment

    Requires many conversations (cold calling)

    Minimum: 20 conversations

    May take over 100 conversations

    Iterate until validated or rejected

    Copyright 2012 - LCRUM MARKETING

  • Exercise 2

    How are we going to get someone to talk to us?

  • Henry Fords Quote

    If I had asked people what they wanted,

    they would have said faster horses.

    Copyright 2011 - LCRUM MARKETING

  • What Do They Need (To Do)?

    People don't want to buy a

    quarter-inch drill. They

    want a quarter-inch hole!

    Theodore Levitt

    Copyright 2011 - LCRUM MARKETING

  • What We Want to Identify

    Problems, Goals, Needs

    What do they want to do that they cant do?

    What do they want to improve (decrease/increase)?

    Why is this P/G/N important?

    When does this happen (usage scenarios)

    How do you currently do this?

    What is your current satisfaction?

    What is the impact?

    Who are they (Personas)?

    Copyright 2011 - LCRUM MARKETING

  • Whom to Ask?

    Strategic/Financial (Executives)

    Operational (Managers)

    Task Performers (Front-line)

    Copyright 2011 - LCRUM MARKETING

  • Discover Personal Needs

    Copyright 2011 - LCRUM MARKETING

    Source: http://www.teach-nology.com/tutorials/teaching/whatareneeds.html

  • Exercise 3

    Conduct a short interview to validate hypothesis

    Groups of 3 (potential customer, interviewer, observer)

  • Validate Hypothesis (2)

    Create product & business model concept

    Low cost way of presenting product concept

    Mockup, prototype, wire frame, story board, presentation, product description

    Validate product & business model concept

    Present concept and receive feedback

    Does the problem still resonate?

    Does the approach solve the problem?

    What is the Minimum Viable Product (MVP)

    Iterate until validated or rejected

  • Plan Strategy

    Define & discover at greater depth

    Competitive research (strategy, position, strength)

    Validate the market opportunity

    Business Case - Can it be profitable?

    Detailed design of product & business model

    Market requirements, product requirements, user stories, etc.

    Pricing model, delivery mechanism, costs to deliver, etc.

    Iterate until validated or rejected

  • Build Solution

    Define Minimum Viable Product (MVP)

    Just enough functionality to solve the most important market problems

    For small segment of market (early adopters, etc.)

    Willing to pay for this functionality

    Fast to market

    Learning

    Continue to discover, validate, refine!

  • To Market

    Sell your first customers

    Based upon market validation work

    Targeted Market Development Plan

    Well defined target market

    Clear understanding of buyer roles and their challenges/goals/needs

    Compelling reason to buy from you

    Value Proposition what we do for you

    Positioning & Differentiation why buy our solution

    Continue to discover, validate, refine!

  • Positioning Statement

    For (target customer)

    Who (statement of need or opportunity)

    The (product name) is a (product category)

    That (statement of key benefit that is compelling reason to buy)

    Unlike (primary competitive alternative)

    Our product (statement of primary differentiation)

    Geoffrey Moore: Crossing the Chasm

  • Exercise 4

    Write a positioning statement

  • Model for Discovery

    Four Key Steps

    Validate

    Hypothesis Plan Strategy Build Solution To Market

    Fo

    ur

    Ke

    y P

    illa

    rs

    Market Problem

    Product

    Business

    Model

    Market Strategy

    Validation

    Valid Hypothesis Valid Market

    Opportunity

    Ready to

    Launch Market Growth

    Product-to-Market Model

    Product-to-Market is a trademark of Lcrum Marketing

  • Key Principles

    Hypothesis Discovery Validate

    Continuous engagement with target market

    Validate important decisions

    Planning is good, but learning is better

    Fail fast discover fast!

  • Additional References

  • Copyright 2012 - LCRUM MARKETING

    Thank You!

    Tom Evans

    Lcrum Marketing

    tevans@lucrum-marketing.com

    +1.512.961.5267

    @compellingmktr

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