Business Strategy for Product Managers (2018)

Copyright © Mike Chowla 2018
BUSINESS STRATEGY
FOR PRODUCT
MANAGERS
Mike Chowla Twitter: @mchowla
Product Camp Silicon Valley
March 31, 2018
Slides available at
https://www.slideshare.net/mchowla

My Background
• Education
• BS, Electrical Engineering and Computer Science, UC Berkeley
• MBA, Wharton
• Experience
• 10 years as software engineer and architect building high
performance infrastructure
• Previously product roles at AOL, StrongView,, Rubicon Project
• Currently Director of Product Management at PubMatic

Definition of Strategy
Webster's: a careful plan or method for achieving a
particular goal usually over a long period of time
In a business context, our goal is sustainable competitive
advantage
So:
a careful plan or method for achieving sustainable
competitive advantage

Why care about strategy?
• Figure out if you can be successful entering a market
• It’s a crystal ball that allows you to peer into the future and
predict the industry structure even for nascent products
• Strategy effects are much more pronounced in Internet
businesses because the effects of geography are weak
• Competitive advantages last less long due to faster
innovation cycles

FRAMEWORKS

Porter’s Five Forces
Bargaining Power
of Suppliers
Bargaining Power
of Customers
Threat of New
Entrants
Threat of
Substitute
Products
Competitive
Rivalry
in the Industry

High Industry Rivalry Example: Ad Tech

Porter’s Generic Strategies
Segmentation Strategy
Differentiation
Strategy
Cost Leadership
Low Cost
competency
Uniqueness
competency
Narrow
Market
Scope
Broad
Market
Scope

KEY CONCEPTS

Threat of Imitation
• To be effective, a strategy must consist of unique activities
• “The essence of strategy is in the activities –
choosing to perform activities differently or to
perform different activities than rivals do.”
Michael Porter
For activities to be unique, your competitors must
either be unable to replicate them or replicating them
must have impacts the competitor is unwilling to
accept due impacts on their existing or other lines of
business.

How Much Value Can You Capture?
• Value Created = Willingness to Pay – Cost
• Willingness to Pay is the most the customer would pay
• Cost includes minimum return to be in the business
• Added Value = The amount of aggregate value in the
industry that would disappear if the player wasn’t there
• You can’t capture more value than you create

Added Value Example
• I paid $850 for my iPhone
• Max I would pay is $900
• Cost is $275
• Value Created = $625
• If no iPhones, I would buy a One Plus 5t
• Max I would pay $560
• Cost is $230
• Value Created = $330
• Apple’s added value is $300

Added Value Example: iPhone
iPhone earns 91% of
all profits for cell phone
manufactures
Possible because of Apple’s
high added value and ability
to capture a large share of it

SOURCES OF
COMPETITIVE
ADVANTAGE
Lower Costs
Network Effect
Product Differentiation

COST ADVANTAGE
Lower Costs

Cost Advantage Example: Southwest
Unique Activities:
• All 737s
• Fastest Turnarounds In the Industry
• Fly to smaller airports
• No seat assignments
• No First Class
• Point-to-Point Service (vs. Hub and Spoke)
• No baggage or change fees

Cost Advantage: Airlines
Revenue
20,425 6,632 36,556 40,180 39,639
Cost of Goods
16,665 5,320 32,218 34,896 32,687
Gross Profit
3,760 1,312 4,338 5,284 6,952
Gross Margin
18.4% 19.8% 11.9% 13.2% 17.5%
Available Seat Miles
148,521 53,620 224,692 273,410 251,867
Load Factor
84.0% 85.1% 82.9% 81.7% 84.6%
Revenue Per A Mile
0.138 0.124 0.163 0.147 0.157
Cost Per Per A Mile
0.112 0.099 0.143 0.128 0.130
Margin Per A Mile
0.025 0.024 0.019 0.019 0.028
2016 data

Takeaways
• Unique operations needed to reduce costs
over competitors
• Imitation always happens. If incumbents
can’t, new entrants (ie: JetBlue) will
• Lower costs give you the option of better
margins or taking share through lower
prices

Other Examples
Walmart – Supplier bargaining power, best
distribution network, relentless at cutting
costs
Amazon Supplier bargaining power, best
fulfillment network, culture of frugality
Dell (pre-laptops) – Direct sales model
reduced inventory costs

NETWORK EFFECT
Why doesn’t Facebook have (successful)
competition?

Definition
The value of a product or service is
increased by others using it

Examples
Social Networks
Market Places
Software
Buyers can’t leave because the sellers are there and vice versa
You can’t leave because everyone else is there
Applications and need for interoperability have kept people on these platforms

• There’s a lot of ways to improve Craigslist.
• Site has hardly changed in 10 years
• But no serious competition because
• The network effect
• And many postings are free
Craigslist

Uber
Maybe less other marketplaces:
• Set pricing limits seller advantages vs. other market place
• Drivers often drive for Uber and Lyft
• Low loyalty from drivers
• Easy for riders to switch to competitors
How strong a network effect does Uber have?

Industry Structure Result
Creates a winner take all (or at least the
majority of the value)
Explains why exits for consumer Internet companies have
non-linear outcomes. Leading company (ie: WhatsApp,
Instagram) has a huge exit with high per user value while
smaller competitors get much smaller per user values.

DIFFERENTIATION
Can your product (or other part of your
offering) create competitive advantage?

Differentiation
In the short run, yes!
Sustainable competitive advantage? Maybe
The question is can your competitor copy what you’ve
done?

EXAMPLES OF
WINNING ON PRODUCT

(Web Search)
• Lots of competition in the early days of the commercial
Internet
• Google was a late entrant
• No switching costs
• No Network Effect
• Microsoft spent a ton to compete
• Google has maintained the best results

(Streaming 2007-2013*)
• Lots of Competition
• Amazon
• All the pay TV vendors (Cable, Satellite)
• Hulu
• Pay TV vendors experiences are terrible from a UX
perspective
• Amazon is a formidable competitor
• Competitive Advantages
• Great UX
• Distribution, in the most devices and maintains experience
• Radically higher value than Pay TV, $10 for all you can eat
• But Amazon bundles with Prime
*starting in 2013, Netflix started competing with original content

(2008-2013)
• Tons of competition when the company was founded
• http://techcrunch.com/2006/01/31/the-online-storage-gang/
• Low Barriers To Entry

(2008-2013)
• Dropbox had far superior UX
• Well integrated into OS
• Just Works
• Viral growth through referral storage bonuses
• But nothing to stop competitors from copying
• Drew Houston’s Slide Deck on Lesson Learned is
fantastichttp://www.slideshare.net/gueste94e4c/dropbox-
startup-lessons-learned-3836587
• “Building a bulletproof, scalable, cross-platform storage architecture
is hard”

Can you win on product?
Clearly yes, but seems to be the exception rather the
rule
Why is it rare?
My best answer is that it’s hard to build a culture that
creates a superior product
Culture Eats Strategy For Breakfast
Peter Drucker
Mark Fields, Ford Motor Company

DISRUPTION

What Breaks Down Competitive Advantage?
• Disruptive Innovation
• creates a new market by applying a different set of values, which
ultimately (and unexpectedly) overtakes an existing market.
(source: Wikipedia)
• ‘Disruptive’ has unfortunately turned into a buzzword
• Key concept is the performance of the disruptive
innovation is always worse on at least one axis
• Existing customers will not want it which causes the incumbents to
ignore it
• Usually much cheaper than the technology being disrupted

Disruption Examples
• Hard disk drives
• Clayton Christensen’s Favorite Example
• Smaller form factors had less storage and were slower
• Blackberry
• Keyboard made email experience better
• Still the best mobile email experience I’ve ever used
• Touch interfaces were disruptive
• Worse for email
• Responds too slow
• Network effect (from applications) switches from Blackberry to iPhone
and Android

The Bible On Disruption
• One of the best books I’ve
read on strategy
• If you haven’t read it, you
should

Summary
• Create added value, because this is what you can capture
to create above average returns
• Sources of Competitive Advantage
• Lower Costs
• Network Effect
• Differentiation
• Disruptive innovation destroys deep seated strategic
advantages

QUESTIONS?
mchowla@gmail.com
Twitter: @mchowla
www.linkedin.com/in/mchowla

Business Strategy for Product Managers (2018)

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (20)

Similar a Business Strategy for Product Managers (2018)

Similar a Business Strategy for Product Managers (2018) (20)

Último

Último (20)

Business Strategy for Product Managers (2018)

Notas del editor