EDUCATION
WORK
Queen's University Master of Business Administration (MBA)
University of Waterloo Bachelor of Science, Mechatronics Engineering
iPhone Operations Intern Apple
EDUCATION
WORK
Queen's University Master of Business Administration (MBA)
University of Waterloo Bachelor of Science, Mechatronics Engineering
iPhone Operations Intern Apple
WORK
Product Manager, Big Data Services Bell
WORK
iPhone Operations Intern Apple
WORK
Product Manager, Big Data Services Bell
STARTUP
Co-Founder & CEO Plate Labs
WORK
Product Manager, Big Data Services Bell
STARTUP
Co-Founder & CEO Plate Labs
WORK
Senior Product Manager Loblaw Digital
STARTUP
Co-Founder & CEO Plate Labs
WORK
Senior Product Manager Loblaw Digital
WORK
Lead Instructor - Product Management BrainStation
WORK
Senior Product Manager Loblaw Digital
WORK
Lead Instructor - Product Management BrainStation
WORK
Founder & CEO Product IQproductiq
L E A R N T H E B E S T . F R O M T H E B E S T .
WORK
Lead Instructor - Product Management BrainStation
WORK
Founder & CEO Product IQproductiq
L E A R N T H E B E S T . F R O M T H E B E S T .
People think focus means saying yes to the thing you've got to focus on. But that's not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. I'm actually as proud of the things we haven't done as the things we have done. Innovation is saying "no" to 1,000 things.
STEVE JOBS
BUSINESS
TECHUX
I’ve always defined product management as the intersection between business, technology and user experience. A good product manager must be experienced in
at least one, passionate about all three, and conversant with practitioners in all.
MARTIN ERIKSSON Founder, Product Tank
There are known knowns. These are things we know that we know. There are known unknowns. That is to say, there are things that we know we don't know. But there are also unknown unknowns. These are things we don't know we don't know.
DONALD RUMSFELD
BUILD MEASURE
LEARN
CUSTOMER JOURNEY MAPPING
BUSINESS MODEL CANVAS
PRODUCT IQ FRAMEWORK
# A PM’S TOOLKIT
PRODUCT IQ FRAMEWORK
BUSINESS
MODEL CANVAS
The Business Model Canvas is a strategic management template for developing new or documenting existing business models. It is a visual chart with elements describing a product's value proposition, infrastructure, customers, and finances.
PRODUCT IQ FRAMEWORK
BUSINESS
MODEL CANVAS
The Product IQ Framework is a lean startup template that helps you assess the end-to-end viability of new business models or major changes in strategic direction. The framework covers analysis of the customer, product, company and competition.
BUSINESS MODEL CANVAS
$
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KEY PARTNERS
VALUE PROPOSITIONS
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CUSTOMER RELATIONSHIPS
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KEY ACTIVITIES
%
&
♥
9
+o
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CUSTOMER SEGMENTS
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KEY RESOURCES
)
CORE STRUCTURE
REVENUE STREAMS
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CHANNELS *
! ++
$
Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magnİ
KEY PARTNERS
VALUE PROPOSITIONS
Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed dluptatum.
CUSTOMER RELATIONSHIPS
Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magnİ
KEY ACTIVITIES
%
&
♥
9
+o
Lorem ipsum dolor sit amet, consectetuer adipiscing elit.
CUSTOMER SEGMENTS
Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magnİ.
Lorem ipsum dolor sit amet, consectetuer adip iscing elit, sed dluptatum. Lorem ipsum dolor sit amet, consec tetuer adipiscing elit, sed dluptatum.
KEY RESOURCES
)
CORE STRUCTURE
REVENUE STREAMS
Lorem ipsum dolor sit amet, consectetuer adip iscing elit, sed dluptatum. Lorem ipsum dolor sit amet, consec tetuer adipiscing elit, sed dluptatum.
CHANNELS *
! ++
BUSINESS MODEL CANVAS
,
-
.
/
COMPETITION
CUSTOMER
PRODUCT
COMPANY
• Segment size and market share • Growth rates • Trend
IDENTIFY SEGMENTS
• Identify key needs of each segmentNEEDS
• Identify price points and price elasticity/sensitivityPRICE SENSITIVITY
PRODUCT IQ FRAMEWORK
,
-
.
/
COMPETITION
CUSTOMERS
PRODUCT
COMPANY
• What's your hypothesis? • What's your unfair advantage to win in the market?
UNFAIR ADVANTAGE
• How will you reach your end user?DISTRIBUTION CHANNEL
• Could you increase differentiation (from a feature perspective)?COMMODITY OR DIFFERENTIABLEPRODUCT IQ
FRAMEWORK
,
-
.
/
COMPETITION
CUSTOMERS
PRODUCT
COMPANY
• How will you reach your "buyer"? (B2C buyer = user)SALES CHANNEL
• In tech, typically suppliers are developers/marketersSUPPLIER POWER
PRODUCT IQ FRAMEWORK
• Can you build it (tech)? • Can you sell it (market/sales)?
CAPABILITIES & EXPERTISE
,
-
.
/
COMPETITION
CUSTOMERS
PRODUCT
COMPANY
• Marketshare concentration, monopolyCOMPETITIVE RIVALRY
• Do we need to worry about new entrants to market?BARRIERS TO ENTRY
PRODUCT IQ FRAMEWORK
• Can you differentiate yourself based on brand?BRAND LOYALTY & REPLICABLE
Intangibles
/
-
Market Sizing
Internal Capabilities
5
Distribution Channel
Competition
Value Proposition
0
Identify Segment
I
Ġ
BUSINESS MODEL CANVAS
PRODUCT IQ FRAMEWORK
Intangibles
/
-
Market Sizing
Internal Capabilities
5
Distribution Channel
Competition
Value Proposition
0
Identify Segment
I
Ġ
PRODUCT IQ FRAMEWORK
BUSINESS MODEL CANVAS
Intangibles
/
-
Market Sizing
Internal Capabilities
5
Distribution Channel
Competition
Value Proposition
0
Identify Segment
I
Ġ
PRODUCT IQ FRAMEWORK
BUSINESS MODEL CANVAS
Intangibles
/
-
Market Sizing
Internal Capabilities
5
Distribution Channel
Competition
Value Proposition
0
Identify Segment
I
Ġ
BUSINESS MODEL CANVAS
PRODUCT IQ FRAMEWORK
©2017 ProductIQ. All Rights Reserved. productiq.io
productiqL E A R N T H E B E S T . F R O M T H E B E S T .
CUSTOMER! PRODUCT" COMPANY# COMPETITION$
Segment size and marketshare, growth
rates, trend
Identify Segments
Identify key needs of each segment
Needs
Identify price points and price elasticity/
sensitivity
Price Sensitivity
What's your hypothesis? what's your unfair
advantage to win in the market?
Unfair Advantage
How will you reach your end user?
Distribution Channel
Could you increase differentiation (from a
feature perspective)?
Commodity or differentiable
Can you build it (tech)? Can you sell it
(market/sales)?
Capabilities & Expertise
How will you reach your "buyer"?
B2C buyer = user
Sales Channel
In tech, typically suppliers are developers/
marketers
Supplier Power
Marketshare concentration, monopoly
Competitive Rivalry
Do you need to worry about new entrants?
Barriers to Entry
Can you differentiate yourself based on
brand?
Brand Loyalty & Replicable
PRODUCT IQ FRAMEWORK
©2017 ProductIQ. All Rights Reserved. productiq.io
productiqL E A R N T H E B E S T . F R O M T H E B E S T .
CUSTOMER! PRODUCT" COMPANY# COMPETITION$
Segment size and marketshare, growth
rates, trend
Identify Segments
Identify key needs of each segment
Needs
Identify price points and price elasticity/
sensitivity
Price Sensitivity
What's your hypothesis? what's your unfair
advantage to win in the market?
Unfair Advantage
How will you reach your end user?
Distribution Channel
Could you increase differentiation (from a
feature perspective)?
Commodity or differentiable
Can you build it (tech)? Can you sell it
(market/sales)?
Capabilities & Expertise
How will you reach your "buyer"?
B2C buyer = user
Sales Channel
In tech, typically suppliers are developers/
marketers
Supplier Power
Marketshare concentration, monopoly
Competitive Rivalry
Do you need to worry about new entrants?
Barriers to Entry
Can you differentiate yourself based on
brand?
Brand Loyalty & Replicable
Three main segments: 1. Candidate Experience (Job Tracking) 2. Corp. Recruitment (costs employers 1.4 time salary $50K) 3. Retail Recruitment (costs employers 16% of salary ~$4K)
New space, so market share and growth rates are difficult to access, but trending up based on investments
PRODUCT IQ FRAMEWORK
©2017 ProductIQ. All Rights Reserved. productiq.io
productiqL E A R N T H E B E S T . F R O M T H E B E S T .
CUSTOMER! PRODUCT" COMPANY# COMPETITION$
Segment size and marketshare, growth
rates, trend
Identify Segments
Identify key needs of each segment
Needs
Identify price points and price elasticity/
sensitivity
Price Sensitivity
What's your hypothesis? what's your unfair
advantage to win in the market?
Unfair Advantage
How will you reach your end user?
Distribution Channel
Could you increase differentiation (from a
feature perspective)?
Commodity or differentiable
Can you build it (tech)? Can you sell it
(market/sales)?
Capabilities & Expertise
How will you reach your "buyer"?
B2C buyer = user
Sales Channel
In tech, typically suppliers are developers/
marketers
Supplier Power
Marketshare concentration, monopoly
Competitive Rivalry
Do you need to worry about new entrants?
Barriers to Entry
Can you differentiate yourself based on
brand?
Brand Loyalty & Replicable
2. Corp. Recruitment (costs employers 1.4 time salary $50K) 3. Retail Recruitment (costs employers 16% of salary ~$4K)
New space, so market share and growth rates are difficult to access, but trending up based on investments
1. Candidate Experience (Job Tracking) Save time, better candidate experience 2. Corporate Recruiting Better, faster employees hired 3. Retail/Sales Recruitment Save time - extremely high number of applications for these jobs "It's harder to get a job at McDonalds (6.2% acceptance rate) Than to Get into Harvard (7% acceptance rate)" (Businessweek)
PRODUCT IQ FRAMEWORK
©2017 ProductIQ. All Rights Reserved. productiq.io
productiqL E A R N T H E B E S T . F R O M T H E B E S T .
CUSTOMER! PRODUCT" COMPANY# COMPETITION$
Segment size and marketshare, growth
rates, trend
Identify Segments
Identify key needs of each segment
Needs
Identify price points and price elasticity/
sensitivity
Price Sensitivity
What's your hypothesis? what's your unfair
advantage to win in the market?
Unfair Advantage
How will you reach your end user?
Distribution Channel
Could you increase differentiation (from a
feature perspective)?
Commodity or differentiable
Can you build it (tech)? Can you sell it
(market/sales)?
Capabilities & Expertise
How will you reach your "buyer"?
B2C buyer = user
Sales Channel
In tech, typically suppliers are developers/
marketers
Supplier Power
Marketshare concentration, monopoly
Competitive Rivalry
Do you need to worry about new entrants?
Barriers to Entry
Can you differentiate yourself based on
brand?
Brand Loyalty & Replicable
2. Corporate Recruiting Better, faster employees hired 3. Retail/Sales Recruitment Save time - extremely high number of applications for these jobs "It's harder to get a job at McDonalds (6.2% acceptance rate) Than to Get into Harvard (7% acceptance rate)" (Businessweek)
Job Tracking = Moderately sensitive ($$) Corporate Recruiting = Moderately sensitive ($$) Retail Recruiting = very sensitive ($),however, higher volume
PRODUCT IQ FRAMEWORK
©2017 ProductIQ. All Rights Reserved. productiq.io
productiqL E A R N T H E B E S T . F R O M T H E B E S T .
CUSTOMER! PRODUCT" COMPANY# COMPETITION$
Segment size and marketshare, growth
rates, trend
Identify Segments
Identify key needs of each segment
Needs
Identify price points and price elasticity/
sensitivity
Price Sensitivity
What's your hypothesis? what's your unfair
advantage to win in the market?
Unfair Advantage
How will you reach your end user?
Distribution Channel
Could you increase differentiation (from a
feature perspective)?
Commodity or differentiable
Can you build it (tech)? Can you sell it
(market/sales)?
Capabilities & Expertise
How will you reach your "buyer"?
B2C buyer = user
Sales Channel
In tech, typically suppliers are developers/
marketers
Supplier Power
Marketshare concentration, monopoly
Competitive Rivalry
Do you need to worry about new entrants?
Barriers to Entry
Can you differentiate yourself based on
brand?
Brand Loyalty & Replicable
Three main segments: 1. Candidate Experience (Job Tracking) 2. Corp. Recruitment (costs employers 1.4 time salary $50K) 3. Retail Recruitment (costs employers 16% of salary ~$4K)
New space, so market share and growth rates are difficult to access, but trending up based on investments
1. Candidate Experience (Job Tracking) Save time, better candidate experience 2. Corporate Recruiting Better, faster employees hired 3. Retail/Sales Recruitment Save time - extremely high number of applications for these jobs
- Hypothesis: For sales/customer service jobs facial interaction can be a used as a predictor of job success - IBM Watson tech can quantify facial interactions and provide quantitative measurements, something that previously can only be done by human intuition - Very well suited for the high number of applications received for sales/customer service/retail jobs
PRODUCT IQ FRAMEWORK
©2017 ProductIQ. All Rights Reserved. productiq.io
productiqL E A R N T H E B E S T . F R O M T H E B E S T .
CUSTOMER! PRODUCT" COMPANY# COMPETITION$
Segment size and marketshare, growth
rates, trend
Identify Segments
Identify key needs of each segment
Needs
Identify price points and price elasticity/
sensitivity
Price Sensitivity
What's your hypothesis? what's your unfair
advantage to win in the market?
Unfair Advantage
How will you reach your end user?
Distribution Channel
Could you increase differentiation (from a
feature perspective)?
Commodity or differentiable
Can you build it (tech)? Can you sell it
(market/sales)?
Capabilities & Expertise
How will you reach your "buyer"?
B2C buyer = user
Sales Channel
In tech, typically suppliers are developers/
marketers
Supplier Power
Marketshare concentration, monopoly
Competitive Rivalry
Do you need to worry about new entrants?
Barriers to Entry
Can you differentiate yourself based on
brand?
Brand Loyalty & Replicable
2. Corp. Recruitment (costs employers 1.4 time salary $50K) 3. Retail Recruitment (costs employers 16% of salary ~$4K)
New space, so market share and growth rates are difficult to access, but trending up based on investments
1. Candidate Experience (Job Tracking) Save time, better candidate experience 2. Corporate Recruiting Better, faster employees hired 3. Retail/Sales Recruitment Save time - extremely high number of applications for these jobs "It's harder to get a job at McDonalds (6.2% acceptance rate) Than to Get into Harvard (7% acceptance rate)" (Businessweek)
Job Tracking = Moderately sensitive ($$) Corporate Recruiting = Moderately sensitive ($$) Retail Recruiting = very sensitive ($),however, higher volume
- IBM Watson tech can quantify facial interactions and provide quantitative measurements, something that previously can only be done by human intuition - Very well suited for the high number of applications received for sales/customer service/retail jobs
App Store/Web - costs almost nothing to reach billions of users
PRODUCT IQ FRAMEWORK
©2017 ProductIQ. All Rights Reserved. productiq.io
productiqL E A R N T H E B E S T . F R O M T H E B E S T .
CUSTOMER! PRODUCT" COMPANY# COMPETITION$
Segment size and marketshare, growth
rates, trend
Identify Segments
Identify key needs of each segment
Needs
Identify price points and price elasticity/
sensitivity
Price Sensitivity
What's your hypothesis? what's your unfair
advantage to win in the market?
Unfair Advantage
How will you reach your end user?
Distribution Channel
Could you increase differentiation (from a
feature perspective)?
Commodity or differentiable
Can you build it (tech)? Can you sell it
(market/sales)?
Capabilities & Expertise
How will you reach your "buyer"?
B2C buyer = user
Sales Channel
In tech, typically suppliers are developers/
marketers
Supplier Power
Marketshare concentration, monopoly
Competitive Rivalry
Do you need to worry about new entrants?
Barriers to Entry
Can you differentiate yourself based on
brand?
Brand Loyalty & Replicable
Better, faster employees hired 3. Retail/Sales Recruitment Save time - extremely high number of applications for these jobs "It's harder to get a job at McDonalds (6.2% acceptance rate) Than to Get into Harvard (7% acceptance rate)" (Businessweek)
Job Tracking = Moderately sensitive ($$) Corporate Recruiting = Moderately sensitive ($$) Retail Recruiting = very sensitive ($),however, higher volume
App Store/Web - costs almost nothing to reach billions of users
Job Tracking = Moderately sensitive ($$) Corporate Recruiting = Moderately sensitive ($$) Retail Recruiting = very sensitive ($),however, higher volume
PRODUCT IQ FRAMEWORK
©2017 ProductIQ. All Rights Reserved. productiq.io
productiqL E A R N T H E B E S T . F R O M T H E B E S T .
CUSTOMER! PRODUCT" COMPANY# COMPETITION$
Segment size and marketshare, growth
rates, trend
Identify Segments
Identify key needs of each segment
Needs
Identify price points and price elasticity/
sensitivity
Price Sensitivity
What's your hypothesis? what's your unfair
advantage to win in the market?
Unfair Advantage
How will you reach your end user?
Distribution Channel
Could you increase differentiation (from a
feature perspective)?
Commodity or differentiable
Can you build it (tech)? Can you sell it
(market/sales)?
Capabilities & Expertise
How will you reach your "buyer"?
B2C buyer = user
Sales Channel
In tech, typically suppliers are developers/
marketers
Supplier Power
Marketshare concentration, monopoly
Competitive Rivalry
Do you need to worry about new entrants?
Barriers to Entry
Can you differentiate yourself based on
brand?
Brand Loyalty & Replicable
- Hypothesis: For sales/customer service jobs facial interaction can be a used as a predictor of job success - IBM Watson tech can quantify facial interactions and provide quantitative measurements, something that previously can only be done by human intuition - Very well suited for the high number of applications received for sales/customer service/retail jobs
App Store/Web - costs almost nothing to reach billions of users
- Tech partner is IBM Watson - Leveraging existing Watson APIs - CEO has direct sales experience
PRODUCT IQ FRAMEWORK
©2017 ProductIQ. All Rights Reserved. productiq.io
productiqL E A R N T H E B E S T . F R O M T H E B E S T .
CUSTOMER! PRODUCT" COMPANY# COMPETITION$
Segment size and marketshare, growth
rates, trend
Identify Segments
Identify key needs of each segment
Needs
Identify price points and price elasticity/
sensitivity
Price Sensitivity
What's your hypothesis? what's your unfair
advantage to win in the market?
Unfair Advantage
How will you reach your end user?
Distribution Channel
Could you increase differentiation (from a
feature perspective)?
Commodity or differentiable
Can you build it (tech)? Can you sell it
(market/sales)?
Capabilities & Expertise
How will you reach your "buyer"?
B2C buyer = user
Sales Channel
In tech, typically suppliers are developers/
marketers
Supplier Power
Marketshare concentration, monopoly
Competitive Rivalry
Do you need to worry about new entrants?
Barriers to Entry
Can you differentiate yourself based on
brand?
Brand Loyalty & Replicable
- IBM Watson tech can quantify facial interactions and provide quantitative measurements, something that previously can only be done by human intuition - Very well suited for the high number of applications received for sales/customer service/retail jobs
App Store/Web - costs almost nothing to reach billions of users
Job Tracking = Moderately sensitive ($$) Corporate Recruiting = Moderately sensitive ($$) Retail Recruiting = very sensitive ($),however, higher volume
- "Buyer" for Knockri would be the store manager/recruiter, where as users are both the store manager and applicants. - If a retailer uses Knockri, all applicants applying to that retailer would have to use the platform which is great for growth.
- Tech partner is IBM Watson - Leveraging existing Watson APIs - CEO has direct sales experience
PRODUCT IQ FRAMEWORK
©2017 ProductIQ. All Rights Reserved. productiq.io
productiqL E A R N T H E B E S T . F R O M T H E B E S T .
CUSTOMER! PRODUCT" COMPANY# COMPETITION$
Segment size and marketshare, growth
rates, trend
Identify Segments
Identify key needs of each segment
Needs
Identify price points and price elasticity/
sensitivity
Price Sensitivity
What's your hypothesis? what's your unfair
advantage to win in the market?
Unfair Advantage
How will you reach your end user?
Distribution Channel
Could you increase differentiation (from a
feature perspective)?
Commodity or differentiable
Can you build it (tech)? Can you sell it
(market/sales)?
Capabilities & Expertise
How will you reach your "buyer"?
B2C buyer = user
Sales Channel
In tech, typically suppliers are developers/
marketers
Supplier Power
Marketshare concentration, monopoly
Competitive Rivalry
Do you need to worry about new entrants?
Barriers to Entry
Can you differentiate yourself based on
brand?
Brand Loyalty & Replicable
App Store/Web - costs almost nothing to reach billions of users
Job Tracking = Moderately sensitive ($$) Corporate Recruiting = Moderately sensitive ($$) Retail Recruiting = very sensitive ($),however, higher volume
- "Buyer" for Knockri would be the store manager/recruiter, where as users are both the store manager and applicants. - If a retailer uses Knockri, all applicants applying to that retailer would have to use the platform which is great for growth.
- Very difficult and expensive to get developers - AI talent is even harder
PRODUCT IQ FRAMEWORK
©2017 ProductIQ. All Rights Reserved. productiq.io
productiqL E A R N T H E B E S T . F R O M T H E B E S T .
CUSTOMER! PRODUCT" COMPANY# COMPETITION$
Segment size and marketshare, growth
rates, trend
Identify Segments
Identify key needs of each segment
Needs
Identify price points and price elasticity/
sensitivity
Price Sensitivity
What's your hypothesis? what's your unfair
advantage to win in the market?
Unfair Advantage
How will you reach your end user?
Distribution Channel
Could you increase differentiation (from a
feature perspective)?
Commodity or differentiable
Can you build it (tech)? Can you sell it
(market/sales)?
Capabilities & Expertise
How will you reach your "buyer"?
B2C buyer = user
Sales Channel
In tech, typically suppliers are developers/
marketers
Supplier Power
Marketshare concentration, monopoly
Competitive Rivalry
Do you need to worry about new entrants?
Barriers to Entry
Can you differentiate yourself based on
brand?
Brand Loyalty & Replicable
- "Buyer" for Knockri would be the store manager/recruiter, where as users are both the store manager and applicants. - If a retailer uses Knockri, all applicants applying to that retailer would have to use the platform which is great for growth.
- Tech partner is IBM Watson - Leveraging existing Watson APIs - CEO has direct sales experience
- Lots of new players coming into the market. - Most have "beta" on their site suggesting industry is in nascent stage. Competitors include: Mya.ai, Tara.ai, Estherbot.ai, recruitment.ai, Olivia.ai - No major saturation in industry, most focused on Segment 1 and 2.
PRODUCT IQ FRAMEWORK
©2017 ProductIQ. All Rights Reserved. productiq.io
productiqL E A R N T H E B E S T . F R O M T H E B E S T .
CUSTOMER! PRODUCT" COMPANY# COMPETITION$
Segment size and marketshare, growth
rates, trend
Identify Segments
Identify key needs of each segment
Needs
Identify price points and price elasticity/
sensitivity
Price Sensitivity
What's your hypothesis? what's your unfair
advantage to win in the market?
Unfair Advantage
How will you reach your end user?
Distribution Channel
Could you increase differentiation (from a
feature perspective)?
Commodity or differentiable
Can you build it (tech)? Can you sell it
(market/sales)?
Capabilities & Expertise
How will you reach your "buyer"?
B2C buyer = user
Sales Channel
In tech, typically suppliers are developers/
marketers
Supplier Power
Marketshare concentration, monopoly
Competitive Rivalry
Do you need to worry about new entrants?
Barriers to Entry
Can you differentiate yourself based on
brand?
Brand Loyalty & Replicable
- "Buyer" for Knockri would be the store manager/recruiter, where as users are both the store manager and applicants. - If a retailer uses Knockri, all applicants applying to that retailer would have to use the platform which is great for growth.
- Tech partner is IBM Watson - Leveraging existing Watson APIs - CEO has direct sales experience
- Very difficult and expensive to get developers - AI talent is even harder
nascent stage. Competitors include: Mya.ai, Tara.ai, Estherbot.ai, recruitment.ai, Olivia.ai - No major saturation in industry, most focused on Segment 1 and 2.
- Since the space is new, someone could beat Knockri to market. - In AI, better algorithm is key to better results and algorithm improves with data (as it learns) - Knockri's barrier to entry would significantly improve if they can get a ton of data by getting more users on their platform
PRODUCT IQ FRAMEWORK
©2017 ProductIQ. All Rights Reserved. productiq.io
productiqL E A R N T H E B E S T . F R O M T H E B E S T .
CUSTOMER! PRODUCT" COMPANY# COMPETITION$
Segment size and marketshare, growth
rates, trend
Identify Segments
Identify key needs of each segment
Needs
Identify price points and price elasticity/
sensitivity
Price Sensitivity
What's your hypothesis? what's your unfair
advantage to win in the market?
Unfair Advantage
How will you reach your end user?
Distribution Channel
Could you increase differentiation (from a
feature perspective)?
Commodity or differentiable
Can you build it (tech)? Can you sell it
(market/sales)?
Capabilities & Expertise
How will you reach your "buyer"?
B2C buyer = user
Sales Channel
In tech, typically suppliers are developers/
marketers
Supplier Power
Marketshare concentration, monopoly
Competitive Rivalry
Do you need to worry about new entrants?
Barriers to Entry
Can you differentiate yourself based on
brand?
Brand Loyalty & Replicable
where as users are both the store manager and applicants. - If a retailer uses Knockri, all applicants applying to that retailer would have to use the platform which is great for growth.
- Very difficult and expensive to get developers - AI talent is even harder
market. - In AI, better algorithm is key to better results and algorithm improves with data (as it learns) - Knockri's barrier to entry would significantly improve if they can get a ton of data by getting more users on their platform
- No brand loyalty yet as start-up is new, however, partnership with IBM provides credibility. - Additionally, initial customer base (recognizable retailers signed up to try the platform) provides some credibility
PRODUCT IQ FRAMEWORK
©2017 ProductIQ. All Rights Reserved. productiq.io
productiqL E A R N T H E B E S T . F R O M T H E B E S T .
CUSTOMER! PRODUCT" COMPANY# COMPETITION$
Segment size and marketshare, growth
rates, trend
Identify Segments
Identify key needs of each segment
Needs
Identify price points and price elasticity/
sensitivity
Price Sensitivity
What's your hypothesis? what's your unfair
advantage to win in the market?
Unfair Advantage
How will you reach your end user?
Distribution Channel
Could you increase differentiation (from a
feature perspective)?
Commodity or differentiable
Can you build it (tech)? Can you sell it
(market/sales)?
Capabilities & Expertise
How will you reach your "buyer"?
B2C buyer = user
Sales Channel
In tech, typically suppliers are developers/
marketers
Supplier Power
Marketshare concentration, monopoly
Competitive Rivalry
Do you need to worry about new entrants?
Barriers to Entry
Can you differentiate yourself based on
brand?
Brand Loyalty & Replicable
Three main segments: 1. Candidate Experience (Job Tracking) 2. Corp. Recruitment (costs employers 1.4 time salary $50K) 3. Retail Recruitment (costs employers 16% of salary ~$4K)
New space, so market share and growth rates are difficult to access, but trending up based on investments
1. Candidate Experience (Job Tracking) Save time, better candidate experience 2. Corporate Recruiting Better, faster employees hired 3. Retail/Sales Recruitment Save time - extremely high number of applications for these jobs "It's harder to get a job at McDonalds (6.2% acceptance rate) Than
Job Tracking = Moderately sensitive ($$) Corporate Recruiting = Moderately sensitive ($$) Retail Recruiting = very sensitive ($),however, higher volume
- Hypothesis: For sales/customer service jobs facial interaction can be a used as a predictor of job success - IBM Watson tech can quantify facial interactions and provide quantitative measurements, something that previously can only be done by human intuition - Very well suited for the high number of applications received for sales/customer service/retail jobs
App Store/Web - costs almost nothing to reach billions of users
Job Tracking = Moderately sensitive ($$) Corporate Recruiting = Moderately sensitive ($$) Retail Recruiting = very sensitive ($),however, higher volume
- "Buyer" for Knockri would be the store manager/recruiter, where as users are both the store manager and applicants. - If a retailer uses Knockri, all applicants applying to that retailer would have to use the platform which is great for growth.
- Tech partner is IBM Watson - Leveraging existing Watson APIs - CEO has direct sales experience
- Very difficult and expensive to get developers - AI talent is even harder
- Lots of new players coming into the market. - Most have "beta" on their site suggesting industry is in nascent stage. Competitors include: Mya.ai, Tara.ai, Estherbot.ai, recruitment.ai, Olivia.ai - No major saturation in industry, most focused on Segment 1 and 2.
- Since the space is new, someone could beat Knockri to market. - In AI, better algorithm is key to better results and algorithm improves with data (as it learns) - Knockri's barrier to entry would significantly improve if they can get a ton of data by getting more users on their platform
- No brand loyalty yet as start-up is new, however, partnership with IBM provides credibility. - Additionally, initial customer base (recognizable retailers signed up to try the platform) provides some credibility
PRODUCT IQ FRAMEWORK
Early Majority,Innovators,
Early Adopters,
Late Majority,
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Late Majority,Innovators, Early Majority,
Early Adopters,
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02
03
$109,000
$71,300
$35,000
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It’s not that we forgot to put in that feature, we hadn’t figured out how to do it well, so we didn’t include it at all.
JONY IVE
MINIMUM VIABLE PRODUCTThe Minimum Viable Product is the version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort.
&
Zero Competition
/
Competition
Most powerful utilitiesFEATURED APP:
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Many competitorsFINANCE CATEGORY:
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Hello world.It’s not that we forgot to put in that feature, we hadn’t figured out how to do it well, so we didn’t include it at all.
JONY IVE
MVE