PHASE 3: Business Model & Financials

Validate the profitability of your innovations.

 

Product planning often only focuses on how to develop a product’s features and functionality. While this is important, the strategy around why a product will be successful and how to take the product to market are even more critical for a product’s viability. A solid business model should include these along with pricing and cost assumptions. Having an accurate financial outlook for your products will provide clarity of your ROI and the path required to achieve it.

Rapid Diagnostic

1. Using data-driven models, your business models and financials are built for every new product and major release.

2. Using data-driven models, ROI of your new products and major releases are determined prior to building.

3. Business models and financials become a reality in the first year after your product is launched.

4. Market intelligence feedback is incorporated into business models.

5. Using a research-based approach, competitor price points and feature analysis are used to help validate your pricing assumptions.

6. Using a research-based approach, you know what customers value and it is weighed against the cost to build a product.

7. Using a research-based approach, early stage customer validation and a high-level willingness to pay study are used in your pricing assumptions.

8. You seek sales input to understand the pipeline potential and forecasting.

9. You seek marketing input to identify your ideal routes to market and maximize effectiveness of market penetration.

10. You seek marketing input to understand the potential campaign strategy and planning, the related costs, and the estimated return on marketing investment.

Deliverables

• Revenue and Cost Assumptions

• Product Level Business Model

• Product Specific Route to Market Planning

INDUSTRY
STRATEGY AREA
CONTENT TYPE
Trade Show Checklist Tool
April 23 2019
Trade Show Checklist Tool
VIEW
Willingness to Pay vs Customer Experience Tool
April 22 2019
Willingness to Pay vs Customer Experience Tool
VIEW
Case Study: Activating the Product Function
April 17 2019
Case Study: Activating the Product Function
VIEW
previous
1 of 118
right
Loading...
Product Strategy
Unlocking Cross-Sell and Upsell Potential by Activating the Product Team
The role of a Product Leader is dynamic. Listening to the market, monitoring competitors and developing new products are core responsibilities. They set the organization up for growth.   Yet, one of the lesser associated responsibilities of a Product Leader is translating...
Read More
Product Strategy
As a Product Leader, Are You Regularly Engaging the Sales Team in Product Ideation?
A product leader at a recent client of mine expressed a frustration that most product leaders can relate to. His organization had recently invested heavily in developing a new product that targeted a growing segment of the company’s customer base....
Read More
Product Strategy
SBI's February 2019 CPO Newsletter
Your Product Does Not Sell Itself — Why Clarity Between Product Management & Marketing is Critical Don’t let confusion between product management and product marketing responsibilities risk your product’s success. Devote time early on to clarify these within your team and...
Read More
Product Strategy
Building an Accurate Business Model is the Key to Ensuring Product Launch Success
So, you have a new product investment you are excited about. How do you ensure that your idea holds up to leadership scrutiny, and has a big enough ROI to be considered a success?   Understanding and building a business model...
Read More

Stay up to date with our latest insights, benchmarks, strategies & more

CREATE AN ACCOUNT

Join our team of passionate professionals and find your full potential

ALL OPEN POSITIONS