Succesful Product Strategy | Moe Ali | ProductTank Toronto

Senior PM, Loblaw Digital
Moe 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
Apple
WORK
Product Manager, Big Data Services
Bell

WORK
Apple
WORK
Bell
STARTUP
Co-Founder & CEO
Plate Labs

WORK
Bell
STARTUP
Co-Founder & CEO
Plate Labs
WORK
Senior Product Manager
Loblaw Digital

STARTUP
Co-Founder & CEO
Plate Labs
WORK
Loblaw Digital
WORK
Lead Instructor - Product Management
BrainStation

WORK
Loblaw Digital
WORK
BrainStation
WORK
Founder & CEO
Product IQ
productiqL E A R N T H E B E S T. F R O M T H E B E S T.

WORK
BrainStation
WORK
Founder & CEO
Product IQ
productiqL 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

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

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!+ =
å "

Can I build it?

Can I sell it?







BUILD
MEASURE
LEARN


CUSTOMER
JOURNEY
MAPPING


BUSINESS
MODEL
CANVAS


PRODUCT IQ
FRAMEWORK


# A PM’S TOOLKIT

PRODUCT IQ
FRAMEWORK

BUSINESS
MODEL
CANVAS

 

PRODUCT IQ
FRAMEWORK

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.
 

PRODUCT IQ
FRAMEWORK

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.
 

BUSINESS
MODEL
CANVAS



BUSINESS
MODEL
CANVAS

$
Lorem ipsum dolor sit amet,
consectetuer adipiscing elit, sed
diam nonummy nibh euismod
tincidunt ut laoreet dolore
magnİ
KEY
PARTNERS
VALUE
PROPOSITIONS
Lorem ipsum dolor
sit amet,
consectetuer
adipiscing elit, sed
dluptatum.
CUSTOMER
RELATIONSHIPS
Lorem ipsum dolor sit amet, consectetuer
adipiscing elit, sed diam nonummy nibh
euismod tincidunt ut laoreet dolore
magnİ
KEY ACTIVITIES
%
&
♥
9
+o
consectetuer adipiscing elit.
CUSTOMER
SEGMENTS
magnİ.
consectetuer adip iscing elit, sed
dluptatum. Lorem ipsum dolor sit
amet, consec tetuer adipiscing elit,
sed dluptatum.
KEY RESOURCES
)
CORE
STRUCTURE
REVENUE
STREAMS
Lorem ipsum dolor sit
amet, consectetuer adip
iscing elit, sed dluptatum.
amet, consec tetuer
dluptatum.
CHANNELS
*
! ++


$
consectetuer adipiscing elit, sed
diam nonummy nibh euismod
tincidunt ut laoreet dolore
magnİ
KEY
PARTNERS
VALUE
PROPOSITIONS
Lorem ipsum dolor
sit amet,
consectetuer
dluptatum.
CUSTOMER
RELATIONSHIPS
magnİ
KEY ACTIVITIES
%
&
♥
9
+o
consectetuer adipiscing elit.
CUSTOMER
SEGMENTS
magnİ.
consectetuer adip iscing elit, sed
dluptatum. Lorem ipsum dolor sit
amet, consec tetuer adipiscing elit,
sed dluptatum.
KEY RESOURCES
)
CORE
STRUCTURE
REVENUE
STREAMS
amet, consectetuer adip
iscing elit, sed dluptatum.
amet, consec tetuer
dluptatum.
CHANNELS
*
! ++
BUSINESS
MODEL
CANVAS



,
-
.
/
COMPETITION
CUSTOMERS
PRODUCT
COMPANY
PRODUCT IQ
FRAMEWORK



,
-
.
/
COMPETITION
CUSTOMER
PRODUCT
COMPANY
• Segment size and market share
• Growth rates
• Trend
IDENTIFY SEGMENTS
• Identify key needs of each segment
NEEDS
• Identify price points and price elasticity/sensitivity
PRICE SENSITIVITY
PRODUCT IQ
FRAMEWORK



,
-
.
/
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/marketers
SUPPLIER POWER
PRODUCT IQ
FRAMEWORK


• Can you build it (tech)?
• Can you sell it (market/sales)?
CAPABILITIES & EXPERTISE

,
-
.
/
COMPETITION
CUSTOMERS
PRODUCT
COMPANY
• Marketshare concentration, monopoly
COMPETITIVE RIVALRY
• Do we need to worry about new entrants to market?
BARRIERS TO ENTRY
PRODUCT IQ
FRAMEWORK


• Can you diﬀerentiate yourself based on brand?
BRAND LOYALTY & REPLICABLE

Intangibles
/
-
Market Sizing
Internal
Capabilities
5
Distribution
Channel
Competition
Value
Proposition
Identify
Segment
I
Ġ
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
BUSINESS
MODEL
CANVAS


PRODUCT IQ
FRAMEWORK



Intangibles
/
-
Market Sizing
Internal
Capabilities
5
Distribution
Channel
Competition
Value
Proposition
Identify
Segment
I
Ġ
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PRODUCT IQ
FRAMEWORK

BUSINESS
MODEL
CANVAS

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

PRODUCT IQ
FRAMEWORK



©2017 ProductIQ. All Rights Reserved. productiq.io
productiqLEARN THE BEST. FROM THE BEST.
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?
Distribution Channel
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
PRODUCT IQ
FRAMEWORK



CUSTOMER!
rates, trend
Identify Segments
Needs
What'
a
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
PRODUCT IQ
FRAMEWORK



rates, trend
Needs
sensitivity
Price Sensitivity
What'
a
Ho
Could
C
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)
PRODUCT IQ
FRAMEWORK



©2017 ProductIQ. All Rights Reserved.
sensitivity
Price Sensitivity
Ho
Could
C
"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
PRODUCT IQ
FRAMEWORK



CUSTOMER PRODUCT" #
ze and marketshare, growth
rates, trend
dentify Segments
Needs
Unfair Advantage
Ca
H
nts:
ence (Job Tracking)
nt (costs employers 1.4 time salary $50K)
nt (costs employers 16% of salary ~$4K)
ket share and growth rates are diﬃcult to
g up based on investments
nce (Job Tracking)
didate experience
ng
ees hired
itment
- 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
PRODUCT IQ
FRAMEWORK



ze and marketshare, growth
rates, trend
ey needs of each segment
Needs
e points and price elasticity/
sensitivity
Price Sensitivity
Ca
H
In tech
nt (costs employers 16% of salary ~$4K)
ket share and growth rates are diﬃcult to
g up based on investments
nce (Job Tracking)
didate experience
ng
ees hired
itment
y high number of applications for these jobs
b at McDonalds (6.2% acceptance rate) Than to
acceptance rate)" (Businessweek)
erately sensitive ($$)
ng = Moderately sensitive ($$)
very sensitive ($),however, higher volume
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
PRODUCT IQ
FRAMEWORK



oductIQ. All Rights Reserved.
ey needs of each segment
e points and price elasticity/
sensitivity
Price Sensitivity
H
In tech
ees hired
itment
y high number of applications for these jobs
b at McDonalds (6.2% acceptance rate) Than to
acceptance rate)" (Businessweek)
ng = Moderately sensitive ($$)
very sensitive ($),however, higher volume
App Store/Web - costs almost nothing to reach billions of
users
PRODUCT IQ
FRAMEWORK



PRODUCT COMPANY# $
hypothesis? what's your unfair
ge to win in the market?
nfair Advantage
you reach your end user?
tribution Channel
(market/sales)?
B2C buyer = user
Sales Channel
Mar
Do you
es/customer service jobs facial
used as a predictor of job success
an quantify facial interactions and provide
ements, something that previously can
man intuition
r the high number of applications received
service/retail jobs
osts almost nothing to reach billions of
- Tech partner is IBM Watson
- Leveraging existing Watson APIs
- CEO has direct sales experience
PRODUCT IQ
FRAMEWORK



hypothesis? what's your unfair
ge to win in the market?
tribution Channel
crease diﬀerentiation (from a
ature perspective)?
odity or diﬀerentiable
(market/sales)?
B2C buyer = user
Sales Channel
marketers
Supplier Power
Mar
Do you
Can
an quantify facial interactions and provide
ements, something that previously can
man intuition
r the high number of applications received
service/retail jobs
g = Moderately sensitive ($$)
ery sensitive ($),however, higher volume
- "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.
PRODUCT IQ
FRAMEWORK



crease differentiation (from a
ature perspective)?
odity or differentiable
B2C buyer = user
marketers
Supplier Power
Do you
Can
g = Moderately sensitive ($$)
ery sensitive ($),however, higher volume
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.
- Very difficult and expensive to get developers
- AI talent is even harder
PRODUCT IQ
FRAMEWORK



COMPANY COMPETITION$
uild it (tech)? Can you sell it
(market/sales)?
abilities & Expertise
you reach your "buyer"?
Sales Channel
Competitive Rivalry
Barriers to Entry
i would be the store manager/recruiter,
both the store manager and applicants.
nockri, all applicants applying to that
M Watson
g Watson APIs
es experience
- 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.
PRODUCT IQ
FRAMEWORK



uild it (tech)? Can you sell it
(market/sales)?
B2C buyer = user
Sales Channel
ally suppliers are developers/
marketers
Supplier Power
Barriers to Entry
brand?
i would be the store manager/recruiter,
to use the platform which is great for
M Watson
g Watson APIs
es experience
xpensive to get developers
arder
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
PRODUCT IQ
FRAMEWORK



productiq.io
B2C buyer = user
ally suppliers are developers/
marketers
Supplier Power
brand?
to use the platform which is great for
xpensive to get developers
arder
- 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
PRODUCT IQ
FRAMEWORK



©2017 ProductIQ. All Rights Reserved. productiq.io
CUSTOMER! PRODUCT" COMPANY# COMPETITION$
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:
2. Corp. Recruitment (costs employers 1.4 time salary $50K)
Save time, better candidate experience
"It's harder to get a job at McDonalds (6.2% acceptance rate) Than
- Hypothesis: For sales/customer service jobs facial interaction
can be a used as a predictor of job success
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
- "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.
- Very diﬃcult and expensive to get developers
- AI talent is even harder
- 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.
- 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
PRODUCT IQ
FRAMEWORK



1
www.productiq.io
PRODUCT IQ
FRAMEWORK



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
ters
! ! ! ! ! ! ! ! ! !
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 PRODUCT
The 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 utilities
FEATURED APP:
å FUNCTION UXã
å
Many competitors
FINANCE CATEGORY:
FUNCTION UXå
2

%
% % %
% % %

% %
%
MVPEExperience

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

THANK
YOU
1www.productiq.io

Succesful Product Strategy | Moe Ali | ProductTank Toronto

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