Hi @Logesh - thanks for your question, love it! This is something that I wish I had given greater consideration at the very start of the journey. Honestly, my product discipline wasn’t great back then and that caused hiccups for us
- In the early days, it was clear that we were on to something…
- But understanding exactly which parts of the market we fit with best was very unclear
- This was because we didn’t segment feedback by… anything really! This is a pretty shocking admission and 100% down to my ignorance and lack of experience
- So, pretty obviously, this resulted in too many laboured product roadmap discussions and analysis paralysis
- Even worse, it also resulted in prioritising work that should never have been considered, a huge opportunity cost
- Thankfully, once we hired our first Product Manager, this got a lot better
- We started by segmenting by use case or company type
- It turns out that there were a lot more than we had anticipated
- This helped us to understand which parts of the market we were serving well and which would never be a good fit
- We set about concentrating on the markets we believed would be best served by our product and ditching the ones that weren’t
- It also helped us to be a lot clearer with our positioning and messaging, allowing prospects who were a bad fit to see that without evening signing up
- We later developed that by segmenting by Job to be Done
- This was a very powerful mechanism for discussing feedback and product roadmap planning
- It also helped us to identify adjacent markets that we could develop the product into
- In summary, we should indeed have narrowed our focus by properly segmenting our feedback from the very start
- Doing so, allowed us to discard whole swathes of the product roadmap freeing up more resources to make a better product and position it more clearly for the customers for whom we were a good fit