Product Management

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Anubhav Mishra

Product Manager

anubhavmishraaa@gmail.com

Product Launch

Why should you care for Product Launch so much?

Identify Product Category

• Breaking IN (e.g. BOAT, Jio)
• Debuts into an existing market
• Attempt to displace or replace the pre-existing competition

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Identify Product Category

2. Breaking Ground

• Trying to create new category
• Disrupt the status quo
• Attempt to solve a problem in an innovative way
• There are also called 0 to 1 products

Fill this space

Identify Product Category

3. Brand extension & expansion

• Exploring new territories
• Re-positioning on existing offerings

Fill this space

Different stages of a Product Launch

• Preparation
• Identify problem statement
• Understand ICPs
• Analyze competition
• Financial planning
• Funnels for different teams like sale, marketing…etc

04. Post Launch

• Analyze metrics
• Collect feedback
• Iterate and sustain
• Leverage feedback

02. Pre Launch

• Generate ideas & build value proposition
• Create a plan (Checklist)
• Talk to ICPs
• Internalise the story

Product Launch

Tailoring Product Launches

• Flagships
• Major
• Minor
• Updates

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Feature Category

P1: Flagship release

• Redefines product positioning
• Competitive differentiator
• Classic Strategic gaps

P2: Major Release

• Overhauls an existing product feature
• Drastic improvement

P3: Minor Release

• Enhancements to the existing functionalities
• Moderate improvement

P4: Feedback

• Reactive changes that impact a specific set of customer using feature

Building a Launch Plan

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02. Beta

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• EAP/Beta
• Talk to consumers
• Anable & train

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04. Post launch (30-60 days)

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• Collect feedback
• Measure adoption
• Educate

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• Pre-launch

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• Discoverability
• Collaborate with PM
• Build messaging assets

03. Launch 30 days

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• Announce
• Educate
• Distribute

05. Sustenance

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• Incorporate feedback
• Close feedback loop
• Iterate & sustain

What makes a Great Product?

People stress on innovation being the root of any great product. But it’s something else.

Case Study - Tata Nano

A modern aged 21st-century people’ car

Vision to bring modern and safe mobility to masses with a design to make road travel safer for Indian families

Pulling the middle class Indians from scooters and putting the into safe 4 door proper car

Crisil was bullish that the Nano’s launch could expand the Indian car market by 63%

Tata designed for what it thought it’s customer should have, instead of figuring out what they really wanted!

Distribution: Dealer network situated in urban areas while the target market was situated in towns and villages. Their target market was not familiar with the car buying experience and the company was not able to bridge the gap

Marketing: The Nano was marketed as the “1 lakh Car” but with time tata was not able to keep up with the cost and later it inflated to 2.59 lakhs on-road price

Customer Perception: People would buy 2nd hand higher end car rather than Nano. Because the perception of Nano was projected to be poor people's car.

Build Quality: Tata was so focused on building a cheap quality that it compromised with the built quality of the car.

Great Product?

How does one ensure he creates a great product and not just any other product in the market?

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Great products turn out to be great products because of great planning & execution.

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Pain Point Validation Hierarchy

• Contract
• Letter of Intent
• Endorser slide
• Excel documented interactions
• Focus groups
• Questionnaire

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Great to have

Nice, but not sufficient

Metrics to live by

• Conversion rate
• Churn rate: Percentage of user that company losses over a time period
• New customer growth rate

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Thankyou

Anubhav Mishra

anubhavmishraaa@gmail.com