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Founded in 2006 with a unique social mission: for every pair of shoes sold, they would donate a pair to a child in need, an initiative they called “One for One.” However, despite a strong, socially motivated purpose, TOMS struggled due to a lack of focus on business value and product differentiation.
When I joined a company in 2006 to run product management (as a CMO), the VP of sales would meet with the product managers every Monday morning to make new feature requests per what sales had sold the week before. I see product management reduced to a gopher for development and a clean-up function. It’s basically powerless.
In 2006, Facebook rolled out its News Feed feature–and boy, did people hate it. Has there been positive or negative user feedback for your product? This data-informed redesign helped with market differentiation for Hinge as the app focused on long-term relationships, not hookups. Data-informed > Data-driven.
Then in 2006, Amazon added AWS to the product mix. For Amazon, speed is a critical competitive differentiator. It would help if you started with a positioning document. Its formula remains constant: A heavy dose of customer obsession, followed by competitive differentiation and data centricity. Work backward from there.
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In 2006, Facebook rolled out its News Feed feature–and boy, did people hate it. Has there been positive or negative user feedback for your product? This data-informed redesign helped with market differentiation for Hinge as the app focused on long-term relationships, not hookups. Data-informed > Data-driven.
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By 2004, Microsoft was already announcing that they didn’t want to support it anymore, and by 2006 they ended support for it. And the other side of it is the really positive, appreciative inquiry question, which is, for my customers who are engaging today, why are they doing it? This is one of Microsoft’s worst products.
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