Product Strategies, Buy vs Build vs Acquire vs Partner
•Transferir como PPTX, PDF•
0 gostou•201 visualizações
In this talk we give an overview of 4 product strategies our clients use on their software product development journeys, the skills required for each, what the tradeoffs are, and how to make sure you're using the right one
Recomendados
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (20)
Semelhante a Product Strategies, Buy vs Build vs Acquire vs Partner
Semelhante a Product Strategies, Buy vs Build vs Acquire vs Partner (20)
Último
Último (20)
Product Strategies, Buy vs Build vs Acquire vs Partner
- 1. Product Strategies Buy, Acquire, Build, or Partner?
- 2. We partner with innovative business leaders to discover, deliver, and adopt the right custom software to overcome their biggest challenges. → vaporware.net
- 3. Why listen to Dan? I specialize in product-market fit. Through these organizations I’ve: ✓ Bought 100s of products ✓ Built more than 55 products ✓ Partnered with 40 org for products ✓ Been a part of 6 acquisitions
- 5. Expense
- 6. Time
- 7. Control
- 8. Scale
- 9. Maturity
- 11. expense = product now - control Desktop Online BUY
- 12. permanent expense = product now + control ACQUIRE
- 13. team + time = product soon + control BUILD
- 14. relationship = product + alignment PARTNER
- 21. low reward high risk low risk high reward
- 22. low reward high risk low risk high reward ACQUIRE PARTNE R BUILD BUY
- 23. Partnership Assessment → Minimize opportunity cost → Project-size skills and goals → Increase control → Decrease risks dan@vaporware.net
Notas do Editor
- Im here to talk about 4 strategies you probably use in your organization, but just dont know it. My GOAL: Get you intentional about your strategy Get you thinking about other strategies that might not be natural
- We really like two of these strategies BUILDING and PARTNERING
- What factors should you consider in your product strategy choice?
- Jerome Powell, Chair of the Federal Reserve Look at the entire software lifecycle Implementation and Ongoing (eg: Buying is cheaper up front) Capital vs Operational Expense Integration Costs
- Albert Einstein Implementation (Time to Market) Adoption (Time to Value) Opportunity Costs (Missed Opportunities) Re-evaluation Timelines (Time to Switch, reverse decisions)
- George Lucas Direction and timing of changes Speed of additional investments Responsibility, Product Stewards for your customers Competitive Advantage Useful when uniqueness exists (small scale)
- Ray Kroc, McDonalds Economies of Scale Less Risk through more scale Buy or Partner when you don’t have it Build or Acquire when you do or can find it VS Complexity Scope of the Problem the product solves Single vs. multi-department Often seen in user roles within a product Is it a Microservice or a Monolith? Example: An internal vs external tool
- Greta Thunberg, 16 Maturity of Market Cycle Commoditization of Products Spend larger investments earlier in a market lifecycle Look for acquisitions and partnerships as part of consolidation later on Example: How many accounting tools for small businesses are in early stages of development?
- Intuit Founders Power is a few things, like CONTROL and OWNERSHIP Off The Shelf Software Software as a Service API Integrations Platforms
- CEOs of IBM and RedHat Exclusive is harder to “undo” Usually much bigger dollars go into it Existing Companies Partners / Vendors Mergers of different markets Use of Open Source Software allows you to acquire that product as a technology. Don’t have to though, can treat it more like a purchase
- This is the mailchimp founding team, bootstrapped in 17 years Largest business component here is TIME Components Services Products Portfolios Solutions
- Joe Tucci - EMC CEO John Chambers - Cisco CEO (Paul Maritz - VMware CEO) Harder to define (more options, as there is no one right way to partner) Sometimes you get power, but mostly it’s alignment Requires a relationship Product may be “Soon” instead of “Now” Big-Little Same Size Software Developers Exclusive Partnerships
- Which product strategy is right for you? These are things you better be good at doing for each one These better be within your organization’s capabilities to be successful
- BUY… Evaluating Products Integrating Products Training of Industry Standards
- ACQUIRE… Evaluating product internals Integrating within products Performing due diligence on business Aligning strategies Deduplicating organizations User experience
- BUILD… Discovering problems Building Teams Developing products (solution expertise) Maintaining and hosting products Providing customer success Sales Marketing Support Innovation
- PARTNER… Discovering Net-Positive Opportunities Managing Relationships Communication & Negotiations
- Finally we want to consider different strategies at our disposal, on a case by case basis
- Analyze every scenario based on the factors, skills, and impact/importance Compare options on a simple grid
- Define the risk/reward scale for your organization for each factor. Combine/relate factors together with skills (capabilities) Plot options and individual opportunities to compare
- I help other product managers do these things Reach out to me to see if partnering to build is a good option to consider