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20 APRIL 2016

AGILE CHEFTHE

FROM FAST FOOD TO FRENCH CUISINE

Creating the right products

Chris Lukassen

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Job

Clients

Contact

Chris Lukassen

Product Samurai

Thales, Saab, TomTom, Service2Media,various startups

clukassen@xebia.com+31 6 12332230

chrislukassen@MacLuky

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The essence of businessWhy we do what we do

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What is your business?

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Business is:

NOT a product, system or a serviceIt’s solving a market problem!

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Topics

• What should we build?• For whom should we build it?• How do we discover this?• Focusing on the right things

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Market NeedsDon’t sell bikini’s on the North Pole

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Internet Refrigerator TV

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Sources for innovation

• Sales• Customer support• Account management• R&D• Executive members• Analysts

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Inside-out is bad?

• Represents the “noisy 20%”

• Generally leads to sustaining innovation

• Requires acid testing!

But how to discover market needs?

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Definition: Market Segment

“a group of people or companies that share a common need”

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Needs are not requirements

There is an problem in the industry today: that is <persona> cannot achieve <goal/benefit> and as a result (s)he suffers <consequence>

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Diving in Market SegmentsFinding the quiet 80%

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Three ways to research needs

• People that have bought a solution to this need- Customers- Competitor customers

• People who are looking for a solution- Evaluators

• People who are not looking for a solution

Customers CompetitorEvaluators Potentials

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Customers

• Channels- Win/Loss analysis- Customer interview- Support desk- Account management- Sales- User groups

• Easy access- Part of the loud 20%

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Competitor customers

• Channels- Win/Loss analysis- Internet- Conferences- Tradeshows

• Difficult access- Part of the loud 20%- Cares about switching cost

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Evaluators

• Channels- Sales- Lead gen funnel- Conferences

• Difficult access- Part of the silent 80%- Conflicts with sales interest- What do they care about?

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Need DiscoveryUnearth the silent 80%

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Why are they not looking?

• Don’t know they have a problem

• Have a slightly different problem

• Have a very different problem

• Have a pre-requisite problem

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Observe in natural habitat

• Insight is seldom found behind a desk

• Find (relevant) persona’s- Training- Conferences- Events / Social Media- Guerilla practices

• Capture contact details- Remember name cards- Business cards- LinkedIn- Google

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Invite yourself

• You are not sales• You seek problems• You value their time• You see them as experts

• Puppy ploy

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What to do (and what not to do)

• Home base- Don’t sell - Don’t explain

• Observe- That’s interesting- How do you do that?- Can you show me that?- Put them at ease

• Share and verify- I noticed that..

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FocusWe are not defined by what we do, but by what we not do

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It’s simple, just say:

NO!

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What is your idea kill rate?

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Okay, but when to say

may be?

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Look for patterns

• Use market evidence- Needs Safari- Customer interviews- Win / loss analysis

• Recurring problems- Probability to detect- Affinity Mapping

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Criteria

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What should drive your prioritization

• Urgent• Pervasive• Willing to pay

But how can you tell?

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Acid Test

• Interviews• Landing pages• A/B Testing• Ad campaign• Fundraising• Explainer videos• Piecemeal MVP• Blogs• Wizard of Oz• Concierge MVP• Digital prototype• Paper prototype• Single feature MVP• Pre-order page

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Summary

CustomersCompetitorEvaluatorsPotentials

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20 APRIL 2016

AGILE CHEFTHE

FROM FAST FOOD TO FRENCH CUISINE

Creating the right products

Chris Lukassen

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Jobs to be done

33

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The milkshake dilemma

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The key question are:• Who is the customer?• What problem are they trying to solve?• What customer segment makes the most attractive target?• What unmet customer needs should we address?• Will customers pay more for a better solution?

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Three dominant roles

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User Buyer Eco System

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Think in needs

• Split the needs in 3 roles- Research each role

• Map features- On importance to role- On satisfaction per role

• Create a 2 by 2 job map- Look for over served needs- Look for under served needs

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Satis

faction

Importance

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Under served or over served needs

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Look for balance

• Slightly under served needsAdd features to the existing product, do the the job better

• Highly underserved needsIntroduce a new product that does a significantly better job

• Mainly over served needsCreate a new low-cost product

• Well served needsAdd jobs, do more with the same product

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There are needs and needs

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Okay, may be but…

should we?

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There is more than one

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Evaluator

• Segmentation• DNA match• Competitor landscape• Strategic fit• Product Impact

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Definition: Market Segment

“a group of people or companies that share a common need”

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0,5 min

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Definition: Market

“a group of people or companies that share a common characteristic”

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Expand market based on need

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Segment to Market Expansion

• What needs does your product solve?

• What is your market segment?

• What market segments would have similar needs?

• How would you define the market?

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5 min

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DNA Match

• What are our distinctive competences?

• What are our capabilities to deliver value?

• How can we disrupt the balance of the competition?

• Are there barriers to entry?

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Competitor Landscape

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Criteria

• Maturity of market• Number of existing

competitors• Distribution of market

share• New entrant likelihood• Ability to dominate

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Strategic fit

• Sales channels• Development teams• Marketing knowledge• Technology

• Light up the target

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Strategic Fit

• Optimize for profit, reduce scope, maintain well. Farmers not hunters

• Focus market and sales effort. Hunters not farmers.

• Optimize for learning, experiment

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5 min

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Product Impact

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No brainer

Commodities

StrategicVision

Why?

high

lowlow high

CustomerImpact

Investmentcost

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Product Impact

54

No brainer

Commodities

StrategicVision

Why?

high

lowlow high

CustomerImpact

Investmentcost

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Product Impact

55

No brainer

Commodities

StrategicVision

Why?

high

lowlow high

CustomerImpact

Investmentcost

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Product Impact

56

No brainer

Commodities

StrategicVision

Why?

high

lowlow high

CustomerImpact

Investmentcost

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Product Impact

57

No brainer

Commodities

StrategicVision

Why?

high

lowlow high

CustomerImpact

Investmentcost