By Akos Tolnai and Christopher Skinner Go to market strategy was a stronghold, captained by marketing. The more you could spend on marketing or, in general, customer acquisition, the steeper the growth curve would be. Or to put it this way: even a mediocre product could become a success with…
Customer desire versus viability and feasibility of your organization
This is a brief article describing customer desire vs viability and feasibility. Customer desires, they’re unmet needs can be described as somewhere between low and high and shown on the above y axis. The ability of your organization to build a viable and feasible product can be seen as either…
Pathways to growth: you have a few choices
When you look at the pathways to building new capabilities, solving product-market fit, jobs-to-be-done and ultimately growing your business, there are a few different pathways. Often the pathway of the leader is to First create efficiencies, explore and discover new ideas and eventually build new capabilities. This is traditionally the…
Pick the right key metrics and go faster, better, and cheaper.
There’s a lot of talk about how to measure your business especially if you’re pursuing product-market fit. You might be a startup or a company trying to (re)build a product. But how do you know if you’re heading in the right direction? Where to start when it comes to measuring?…
How can the balanced scorecard be better with a new and improved product Market fit software
A well-run balanced scorecard process enables product-market fit to thrive. How? From Harvard Business School: What you measure is what you get. Senior executives understand that their organization’s measurement system strongly affects the behavior of managers and employees. Executives also understand that traditional financial accounting measures like return-on-investment and earnings-per-share…
Avoiding economic winter – allocation issues at the right time or wrong time?
Businesses that spin-off value, whether it is in the form of investment stages or revenue have the terrible task of budget prioritization. This is a very delicate stage. Allocating funds based on the wrong expectations can result in bad allocation likely to be focused on the wrong things. The wrong…
The future of manufacturing, distribution sales and marketing in the age of disruptive innovation
Inspired by some of the conversations I’ve recently had, I thought I would share some insights related to this case study and how manufacturers are thinking about 2 problems they are facing: Disruption and their innovation falling into the hands of cheap competitors The disappearance of the old school distribution…
The realities of Product-Market Fit: Understanding the customer first
There’s a lot of talk about how to do Product-Market Fit but it’s not about defining the audience. It’s about defining the psychology of ‘why people buy’ first. Before you do anything else start here. Here’s an example: What are the finite set of challenges that can be defined as…
1 problem is 2 problems with 1 solution
I keep running into people that have 1 core problem but it’s getting mixed up with 2 problems. One problem you have control over and the other one you don’t. Many people I’ve been speaking to combine these two problems into the same sentence at times. So what’s up? When…
Why are customer’s unmet needs so hard to figure out?
There are several methods for determining customer unmet needs. Guessing is one. Looking at Google search terms, another. Surveys, interview people. Many ways exist but why do products and their organizations keep failing? There are also concepts such as product-market fit, innovation theories, and jobs to be done methodologies that…