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Thinking outcomes over features

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Imagine it is 2007, there is no Apple, you are a new entrant developing a product that will go head to head with Nokia’s flagship phone the N95. You are the product manager who is responsible for ...

Imagine it is 2007, there is no Apple, you are a new entrant developing a product that will go head to head with Nokia’s flagship phone the N95. You are the product manager who is responsible for the success of the product. You are focused upon beating Nokia; you’ve made it your business to intimately know the N95, you can recite the list of features it has from memory. You have a meeting with your design team and they break the news. They tell you the spec they have come up with.
“Let me get this straight” you say. “You are telling me that the phone you are proposing we take to market will have no Card slot, no 3G, no Bluetooth (headset support only), no decent camera, no MMS, no video, no cut and paste, no secondary video camera, no radio, no GPS, no Java…”
“Yup” the team say.
How do you feel?
Ditch the feature list that you’ve fixated upon in your quest to beat your competitors flagship product?
Only the brave would avoid the tick box mentality and strive for feature parity as a minimum requirement. Would you really throw out 3G, GPS and a decent camera; the real innovations in the market place?
The first generation of iPhone was released in June 2007, three months after Nokia’s flagship handset the N95. On paper, when you compare the phone features side by side, it is a sorry looking list. As a product manager would you rather have the iPhone or the N95 on your resume?

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Thinking outcomes over features Thinking outcomes over features Presentation Transcript

  • Features vs Outcomes
  • Hypothesis Beating the competition means delivering more features only a madman would deliver less
  • Let’s go back in time
  • 09 January 2007
  • Three months ago Nokia announced the N95, integrating a wide range of features into a consumer-oriented smartphone.
  • Today you announce yours.
  • Vs.
  • Your phone is… ✘ Heavier. ✘ Larger. ✘ Doesn’t have…
  • ✗ Card slot ✗ Video ✗ 3g ✗ Video calling ✗ Bluetooth ✗ TV out ✗ Infrared ✗ Music ring tones ✗ Decent camera ✗ Voice dialing ✗ Secondary camera ✗ Voice commands ✗ Camera flash ✗ GPS ✗ MMS ✗ JAVA ✗ Radio ✗ Push to talk
  • ✗ Card slot ✗ Video ✗ 3g ✗ Video calling ing ✗ Bluetooth ✗ TV out Feel ✗ Infrared ✗ Music ring tones ous ✗ Decent camera rv ? ✗ Voice dialing ne ✗ Secondary camera ✗ Camera flash ✗ Voice commands ✗ GPS ✗ MMS ✗ JAVA ✗ Radio ✗ Push to talk
  • Feel ing rvous ? ne
  • h"p://www.engadget.com/2007/01/09/live-­‐from-­‐macworld-­‐2007-­‐steve-­‐jobs-­‐keynote/  
  • “ iPhone Sales to Surpass 100 “ Million by 2011 Katy  Huberty.  June  16,  2010  
  • “ Apple pips Microsoft as “ world's biggest Reuters,  May  27,  2010  
  • “ At Sony we assume that all products of our competitors have basically the same technology, price, performance and features. Design is the only thing that “ differentiates one product from another in the marketplace. Norio  Ohga,  former  Chairman  and  CEO,  Sony  
  • “ Share prices of companies using design effectively outperformed FTSE All- Share index by 200% “ over 10 years h"p://www.theuxbookmark.com/links/business-­‐case/  
  • Hypothesis Beating the competition means delivering more features only a madman would deliver less Hypothesis  is  refuted,  null  hypothesis  accepted  
  • Beating the competition means delivering compelling customer centric design
  • marc mcneill www.dancingmango.com Twitter.com/dancingmango