Succesful Product Strategy | Moe Ali | ProductTank Toronto

Senior PM, Loblaw DigitalMoe Ali

SUCCESSFUL PRODUCT

STRATEGY

EDUCATION

WORK

Queen's University Master of Business Administration (MBA)

University of Waterloo Bachelor of Science, Mechatronics Engineering

iPhone Operations Intern Apple

EDUCATION

WORK

Queen's University Master of Business Administration (MBA)

University of Waterloo Bachelor of Science, Mechatronics Engineering


WORK

Product Manager, Big Data Services Bell

WORK


WORK


STARTUP

Co-Founder & CEO Plate Labs

WORK


STARTUP


WORK

Senior Product Manager Loblaw Digital

STARTUP


WORK


WORK

Lead Instructor - Product Management BrainStation

WORK


WORK


WORK

Founder & CEO Product IQproductiq

L E A R N T H E B E S T . F R O M T H E B E S T .

WORK


WORK

Founder & CEO Product IQproductiq

L E A R N T H E B E S T . F R O M T H E B E S T .

People think focus means saying yes to the thing you've got to focus on. But that's not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. I'm actually as proud of the things we haven't done as the things we have done. Innovation is saying "no" to 1,000 things.

STEVE JOBS

WHAT IS

PM?

BUSINESS

TECHUX

BUSINESS

TECHUX

I’ve always defined product management as the intersection between business, technology and user experience. A good product manager must be experienced in

at least one, passionate about all three, and conversant with practitioners in all.

MARTIN ERIKSSON Founder, Product Tank

There are known knowns. These are things we know that we know. There are known unknowns. That is to say, there are things that we know we don't know. But there are also unknown unknowns. These are things we don't know we don't know.

DONALD RUMSFELD

!+ =å "

Can I build it?

Can I sell it?

å

?=

!=

å

å

# A PM’S TOOLKIT

BUILD MEASURE

LEARN

CUSTOMER JOURNEY MAPPING

BUSINESS MODEL CANVAS

PRODUCT IQ FRAMEWORK

# A PM’S TOOLKIT


BUSINESS

MODEL CANVAS


BUSINESS

MODEL CANVAS

The Business Model Canvas is a strategic management template for developing new or documenting existing business models. It is a visual chart with elements describing a product's value proposition, infrastructure, customers, and finances.


BUSINESS

MODEL CANVAS

The Product IQ Framework is a lean startup template that helps you assess the end-to-end viability of new business models or major changes in strategic direction. The framework covers analysis of the customer, product, company and competition.


$

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KEY PARTNERS

VALUE PROPOSITIONS

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CUSTOMER RELATIONSHIPS


KEY ACTIVITIES

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&

♥

9

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CUSTOMER SEGMENTS

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KEY RESOURCES

)

CORE STRUCTURE

REVENUE STREAMS


CHANNELS *

! ++

$


KEY PARTNERS

VALUE PROPOSITIONS

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CUSTOMER RELATIONSHIPS


KEY ACTIVITIES

%

&

♥

9

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CUSTOMER SEGMENTS

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KEY RESOURCES

)

CORE STRUCTURE

REVENUE STREAMS


CHANNELS *

! ++


,

-

.

/

COMPETITION

CUSTOMERS

PRODUCT

COMPANY


,

-

.

/

COMPETITION

CUSTOMER

PRODUCT

COMPANY

• Segment size and market share • Growth rates • Trend

IDENTIFY SEGMENTS

• Identify key needs of each segmentNEEDS

• Identify price points and price elasticity/sensitivityPRICE SENSITIVITY


,

-

.

/

COMPETITION

CUSTOMERS

PRODUCT

COMPANY

• What's your hypothesis? • What's your unfair advantage to win in the market?

UNFAIR ADVANTAGE

• How will you reach your end user?DISTRIBUTION CHANNEL

• Could you increase differentiation (from a feature perspective)?COMMODITY OR DIFFERENTIABLEPRODUCT IQ

FRAMEWORK

,

-

.

/

COMPETITION

CUSTOMERS

PRODUCT

COMPANY

• How will you reach your "buyer"? (B2C buyer = user)SALES CHANNEL

• In tech, typically suppliers are developers/marketersSUPPLIER POWER


• Can you build it (tech)? • Can you sell it (market/sales)?

CAPABILITIES & EXPERTISE

,

-

.

/

COMPETITION

CUSTOMERS

PRODUCT

COMPANY

• Marketshare concentration, monopolyCOMPETITIVE RIVALRY

• Do we need to worry about new entrants to market?BARRIERS TO ENTRY


• Can you differentiate yourself based on brand?BRAND LOYALTY & REPLICABLE

,

-

.

/

COMPETITION

CUSTOMERS

PRODUCT

COMPANY


Intangibles

/

-

Market Sizing

Internal Capabilities

5

Distribution Channel

Competition

Value Proposition

0

Identify Segment

I

Ġ



Intangibles

/

-

Market Sizing


5


Competition

Value Proposition

0

Identify Segment

I

Ġ



©2017 ProductIQ. All Rights Reserved. productiq.io

productiqL E A R N T H E B E S T . F R O M T H E B E S T .

CUSTOMER! PRODUCT" COMPANY# COMPETITION$

Segment size and marketshare, growth

rates, trend

Identify Segments

Identify key needs of each segment

Needs

Identify price points and price elasticity/

sensitivity

Price Sensitivity

What's your hypothesis? what's your unfair

advantage to win in the market?

Unfair Advantage

How will you reach your end user?


Could you increase differentiation (from a

feature perspective)?

Commodity or differentiable

Can you build it (tech)? Can you sell it

(market/sales)?

Capabilities & Expertise

How will you reach your "buyer"?

B2C buyer = user

Sales Channel

In tech, typically suppliers are developers/

marketers

Supplier Power

Marketshare concentration, monopoly

Competitive Rivalry

Do you need to worry about new entrants?

Barriers to Entry

Can you differentiate yourself based on

brand?

Brand Loyalty & Replicable






rates, trend

Identify Segments


Needs


sensitivity

Price Sensitivity



Unfair Advantage







(market/sales)?



B2C buyer = user

Sales Channel


marketers

Supplier Power


Competitive Rivalry


Barriers to Entry


brand?


Three main segments: 1. Candidate Experience (Job Tracking) 2. Corp. Recruitment (costs employers 1.4 time salary $50K) 3. Retail Recruitment (costs employers 16% of salary ~$4K)

New space, so market share and growth rates are difficult to access, but trending up based on investments






rates, trend

Identify Segments


Needs


sensitivity

Price Sensitivity



Unfair Advantage







(market/sales)?



B2C buyer = user

Sales Channel


marketers

Supplier Power


Competitive Rivalry


Barriers to Entry


brand?


2. Corp. Recruitment (costs employers 1.4 time salary $50K) 3. Retail Recruitment (costs employers 16% of salary ~$4K)


1. Candidate Experience (Job Tracking) Save time, better candidate experience 2. Corporate Recruiting Better, faster employees hired 3. Retail/Sales Recruitment Save time - extremely high number of applications for these jobs "It's harder to get a job at McDonalds (6.2% acceptance rate) Than to Get into Harvard (7% acceptance rate)" (Businessweek)






rates, trend

Identify Segments


Needs


sensitivity

Price Sensitivity



Unfair Advantage







(market/sales)?



B2C buyer = user

Sales Channel


marketers

Supplier Power


Competitive Rivalry


Barriers to Entry


brand?


2. Corporate Recruiting Better, faster employees hired 3. Retail/Sales Recruitment Save time - extremely high number of applications for these jobs "It's harder to get a job at McDonalds (6.2% acceptance rate) Than to Get into Harvard (7% acceptance rate)" (Businessweek)

Job Tracking = Moderately sensitive ($$) Corporate Recruiting = Moderately sensitive ($$) Retail Recruiting = very sensitive ($),however, higher volume






rates, trend

Identify Segments


Needs


sensitivity

Price Sensitivity



Unfair Advantage







(market/sales)?



B2C buyer = user

Sales Channel


marketers

Supplier Power


Competitive Rivalry


Barriers to Entry


brand?




1. Candidate Experience (Job Tracking) Save time, better candidate experience 2. Corporate Recruiting Better, faster employees hired 3. Retail/Sales Recruitment Save time - extremely high number of applications for these jobs

- Hypothesis: For sales/customer service jobs facial interaction can be a used as a predictor of job success - IBM Watson tech can quantify facial interactions and provide quantitative measurements, something that previously can only be done by human intuition - Very well suited for the high number of applications received for sales/customer service/retail jobs






rates, trend

Identify Segments


Needs


sensitivity

Price Sensitivity



Unfair Advantage







(market/sales)?



B2C buyer = user

Sales Channel


marketers

Supplier Power


Competitive Rivalry


Barriers to Entry


brand?


2. Corp. Recruitment (costs employers 1.4 time salary $50K) 3. Retail Recruitment (costs employers 16% of salary ~$4K)


1. Candidate Experience (Job Tracking) Save time, better candidate experience 2. Corporate Recruiting Better, faster employees hired 3. Retail/Sales Recruitment Save time - extremely high number of applications for these jobs "It's harder to get a job at McDonalds (6.2% acceptance rate) Than to Get into Harvard (7% acceptance rate)" (Businessweek)


- IBM Watson tech can quantify facial interactions and provide quantitative measurements, something that previously can only be done by human intuition - Very well suited for the high number of applications received for sales/customer service/retail jobs

App Store/Web - costs almost nothing to reach billions of users






rates, trend

Identify Segments


Needs


sensitivity

Price Sensitivity



Unfair Advantage







(market/sales)?



B2C buyer = user

Sales Channel


marketers

Supplier Power


Competitive Rivalry


Barriers to Entry


brand?


Better, faster employees hired 3. Retail/Sales Recruitment Save time - extremely high number of applications for these jobs "It's harder to get a job at McDonalds (6.2% acceptance rate) Than to Get into Harvard (7% acceptance rate)" (Businessweek)









rates, trend

Identify Segments


Needs


sensitivity

Price Sensitivity



Unfair Advantage







(market/sales)?



B2C buyer = user

Sales Channel


marketers

Supplier Power


Competitive Rivalry


Barriers to Entry


brand?




- Tech partner is IBM Watson - Leveraging existing Watson APIs - CEO has direct sales experience






rates, trend

Identify Segments


Needs


sensitivity

Price Sensitivity



Unfair Advantage







(market/sales)?



B2C buyer = user

Sales Channel


marketers

Supplier Power


Competitive Rivalry


Barriers to Entry


brand?


- IBM Watson tech can quantify facial interactions and provide quantitative measurements, something that previously can only be done by human intuition - Very well suited for the high number of applications received for sales/customer service/retail jobs



- "Buyer" for Knockri would be the store manager/recruiter, where as users are both the store manager and applicants. - If a retailer uses Knockri, all applicants applying to that retailer would have to use the platform which is great for growth.







rates, trend

Identify Segments


Needs


sensitivity

Price Sensitivity



Unfair Advantage







(market/sales)?



B2C buyer = user

Sales Channel


marketers

Supplier Power


Competitive Rivalry


Barriers to Entry


brand?





- Very difficult and expensive to get developers - AI talent is even harder






rates, trend

Identify Segments


Needs


sensitivity

Price Sensitivity



Unfair Advantage







(market/sales)?



B2C buyer = user

Sales Channel


marketers

Supplier Power


Competitive Rivalry


Barriers to Entry


brand?




- Lots of new players coming into the market. - Most have "beta" on their site suggesting industry is in nascent stage. Competitors include: Mya.ai, Tara.ai, Estherbot.ai, recruitment.ai, Olivia.ai - No major saturation in industry, most focused on Segment 1 and 2.






rates, trend

Identify Segments


Needs


sensitivity

Price Sensitivity



Unfair Advantage







(market/sales)?



B2C buyer = user

Sales Channel


marketers

Supplier Power


Competitive Rivalry


Barriers to Entry


brand?





nascent stage. Competitors include: Mya.ai, Tara.ai, Estherbot.ai, recruitment.ai, Olivia.ai - No major saturation in industry, most focused on Segment 1 and 2.

- Since the space is new, someone could beat Knockri to market. - In AI, better algorithm is key to better results and algorithm improves with data (as it learns) - Knockri's barrier to entry would significantly improve if they can get a ton of data by getting more users on their platform






rates, trend

Identify Segments


Needs


sensitivity

Price Sensitivity



Unfair Advantage







(market/sales)?



B2C buyer = user

Sales Channel


marketers

Supplier Power


Competitive Rivalry


Barriers to Entry


brand?


where as users are both the store manager and applicants. - If a retailer uses Knockri, all applicants applying to that retailer would have to use the platform which is great for growth.


market. - In AI, better algorithm is key to better results and algorithm improves with data (as it learns) - Knockri's barrier to entry would significantly improve if they can get a ton of data by getting more users on their platform

- No brand loyalty yet as start-up is new, however, partnership with IBM provides credibility. - Additionally, initial customer base (recognizable retailers signed up to try the platform) provides some credibility






rates, trend

Identify Segments


Needs


sensitivity

Price Sensitivity



Unfair Advantage







(market/sales)?



B2C buyer = user

Sales Channel


marketers

Supplier Power


Competitive Rivalry


Barriers to Entry


brand?




1. Candidate Experience (Job Tracking) Save time, better candidate experience 2. Corporate Recruiting Better, faster employees hired 3. Retail/Sales Recruitment Save time - extremely high number of applications for these jobs "It's harder to get a job at McDonalds (6.2% acceptance rate) Than








- Lots of new players coming into the market. - Most have "beta" on their site suggesting industry is in nascent stage. Competitors include: Mya.ai, Tara.ai, Estherbot.ai, recruitment.ai, Olivia.ai - No major saturation in industry, most focused on Segment 1 and 2.

- Since the space is new, someone could beat Knockri to market. - In AI, better algorithm is key to better results and algorithm improves with data (as it learns) - Knockri's barrier to entry would significantly improve if they can get a ton of data by getting more users on their platform

- No brand loyalty yet as start-up is new, however, partnership with IBM provides credibility. - Additionally, initial customer base (recognizable retailers signed up to try the platform) provides some credibility


1www.productiq.io


Early Majority,Innovators,

Early Adopters,

Late Majority,

! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !

-

01

-

02 -

03

!

Late Majority,Innovators, Early Majority,

Early Adopters,

! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !

01

02

03

$109,000

$71,300

$35,000

!

Late Majority,Early Majority,

Early Adopters

! ! ! ! ! ! ! ! ! !

03

$35,000

!

!5B

Early Majority,Innovators,

Early Adopters,

Late Majority,

! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !

-

It’s not that we forgot to put in that feature, we hadn’t figured out how to do it well, so we didn’t include it at all.

JONY IVE

THE DEATH OF

MVP

MINIMUM VIABLE PRODUCTThe Minimum Viable Product is the version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort.

&

Zero Competition

/

Competition

Most powerful utilitiesFEATURED APP:

å FUNCTION UXã

å

Many competitorsFINANCE CATEGORY:

FUNCTION UXå

2

MVP

% % % %

% % %

% %

%

%

% % %

% % %

% %

%MVP

%

% % %

% % %

% %

%MVPEExperience

%%%

% % %

% %

%

%MVE

Hello world.It’s not that we forgot to put in that feature, we hadn’t figured out how to do it well, so we didn’t include it at all.

JONY IVE

MVE

productiqL E A R N T H E B E S T. F R O M T H E B E S T.

THANK YOU

1www.productiq.io

Succesful Product Strategy | Moe Ali | ProductTank Toronto

Technology

Transcript of Succesful Product Strategy | Moe Ali | ProductTank Toronto