Documentation

• 1: Overview
• 2: Business Models
• 2.1: Ansoff's Matrix
• 2.2: Balanced Scorecard
• 2.3: 4Ps of marketing
• 2.4: PESTLE Analysis
• 2.5: SWOT Analysis
• 2.6: Cascade of Choices
• 2.7: Crazy Eights
• 2.8: Hypothesis Statements
• 2.9: Value Proposition Design
• 2.10: Stakeholder Map
• 2.11: Service Map
• 2.12: RICE Prioritization Model
• 2.13: Five Whys Framework
• 2.14: Double Diamond
• 3: Pricing
• 3.1: Bundled Pricing
• 3.2: Cost Plus
• 3.3: Freemium
• 3.4: Subscription Based
• 3.5: Switchboard
• 3.6: Usage-Based Pricing Model
• 4: Bookss
• 4.1: Hooked
• 4.2: Business Gamification for Dummies
• 5: Tutorials
• 5.1: Multi-Bear Domicile Setup
• 5.2: Another Tutorial
• 6: Reference
• 6.1: Product Market Fit
• 7: Contribution Guidelines

1 - Overview

The Overview is where your users find out about your project. Depending on the size of your docset, you can have a separate overview page (like this one) or put your overview contents in the Documentation landing page (like in the Docsy User Guide).

Try answering these questions for your user in this page:

What is it?

Introduce your project, including what it does or lets you do, why you would use it, and its primary goal (and how it achieves it). This should be similar to your README description, though you can go into a little more detail here if you want.

Why do I want it?

Help your user know if your project will help them. Useful information can include:

• What is it good for?: What types of problems does your project solve? What are the benefits of using it?

• What is it not good for?: For example, point out situations that might intuitively seem suited for your project, but aren’t for some reason. Also mention known limitations, scaling issues, or anything else that might let your users know if the project is not for them.

• What is it not yet good for?: Highlight any useful features that are coming soon.

Where should I go next?

Give your users next steps from the Overview. For example:

• Getting Started: Get started with $project
• Examples: Check out some example code!

2 - Business Models

2.1 - Ansoff's Matrix

Overview

Ansoff’s Matrix is a strategic planning tool that helps organizations determine their product and market growth strategy. The matrix was developed by Igor Ansoff, a Russian-American mathematician and business theorist, in the mid-20th century. The matrix consists of four strategies that organizations can use to grow their business: market penetration, market development, product development, and diversification.

Market penetration: This strategy focuses on increasing sales of existing products in existing markets. Organizations can use market penetration by increasing marketing and sales efforts, reducing prices, improving product quality, or enhancing distribution channels.

Market development: This strategy involves introducing existing products into new markets. Organizations can use market development by expanding their geographic reach, targeting new customer segments, or entering new distribution channels.

Product development: This strategy involves introducing new products into existing markets. Organizations can use product development by researching and developing new products, or by improving existing products to meet changing customer needs.

Diversification: This strategy involves entering new markets with new products. Organizations can use diversification by acquiring new businesses, entering new product categories, or entering new geographic regions.

The product market grid, also known as the product market expansion grid, is a strategic planning tool that helps organizations determine the best way to grow their business by combining market and product strategies. The product market grid consists of four quadrants, each representing a different growth strategy. The four quadrants are market penetration, market development, product development, and market diversification. The product market grid is similar to Ansoff’s Matrix, but it provides a visual representation of the relationship between product and market strategies, making it easier for organizations to understand and implement.

In conclusion, Ansoff’s Matrix and the product market grid are both useful tools for organizations looking to grow their business. By considering the different strategies for product and market growth, organizations can make informed decisions about the best way to expand their business and achieve their goals.

When to use

When not to use

How to Use

See Also

References

2.2 - Balanced Scorecard

Overview

The balanced scorecard is a management tool that provides a comprehensive view of an organization’s performance. It was developed by Drs. Robert Kaplan and David Norton in the early 1990s and has since become a widely-used performance management framework. The balanced scorecard looks at an organization from four perspectives: financial, customer, internal processes, and learning and growth.

pros

Pros of the balanced scorecard:

Comprehensive view of performance: The balanced scorecard provides a holistic view of an organization’s performance, allowing managers to see how their efforts are impacting multiple areas of the business.

Link between strategy and results: The balanced scorecard helps to align an organization’s strategies and objectives with actual results, making it easier to see if the organization is on track to achieve its goals.

Improved communication and collaboration: By using the balanced scorecard, organizations can clearly communicate their objectives and strategies to all employees, and encourage collaboration and teamwork to achieve these goals.

Focus on key drivers of success: The balanced scorecard helps organizations focus on the key drivers of success, such as customer satisfaction, innovation, and employee development. This helps to ensure that resources are allocated to the areas that will have the greatest impact on the organization’s success.

cons

Cons of the balanced scorecard:

Complexity: The balanced scorecard can be a complex tool to implement and use effectively. It requires a significant investment of time and resources, and can be difficult for managers to understand and use effectively without proper training.

Difficulty in defining measures: Defining appropriate measures and indicators for each perspective of the balanced scorecard can be challenging, especially for non-financial measures such as customer satisfaction or employee morale.

Implementation difficulties: Implementing the balanced scorecard effectively requires a significant change in the way an organization operates and measures performance. This can be a significant challenge, especially for organizations that are resistant to change.

Resource-intensive: Implementing and maintaining the balanced scorecard requires a significant investment of resources, including time, money, and personnel. This can be a barrier for smaller organizations or those with limited resources.

Closing

In conclusion, the balanced scorecard is a valuable tool for organizations that want to improve their performance and achieve their goals. However, like any management tool, it has its pros and cons. It’s important for organizations to carefully consider the advantages and disadvantages of the balanced scorecard before implementing it, and to invest the resources necessary to ensure its success.

When to use

When not to use

How to Use

See Also

References

2.3 - 4Ps of marketing

Overview

The 4Ps of marketing are the four key elements that make up the marketing mix of a product. These elements are:

Product: This refers to the actual product that is being marketed. It includes features, design, quality, and other characteristics that make the product unique and appealing to customers.

Price: This refers to the price at which the product is sold. It should be set in a way that provides value to the customer while still allowing the company to make a profit.

Place: This refers to the channels through which the product is distributed and made available to customers. This can include physical stores, online platforms, or other distribution channels.

Promotion: This refers to the marketing and advertising activities that are used to promote the product and reach potential customers. This can include advertising, public relations, sales promotions, and other marketing communications.

The 4Ps of marketing are closely interrelated, and product managers must consider how each element of the marketing mix affects the others. For example, a change in price may affect the product’s perceived value, which in turn may affect the promotion strategies that are used to market the product. By carefully considering each of the 4Ps, product managers can create a comprehensive marketing plan that helps the product succeed in the market.

When to use

When not to use

How to Use

There are three basic steps:

Step 1: Research. In order to develop a marketing mix that precisely matches the needs of the customers in the target market, an organisation first has to gather information on each of the 4Ps.

Step 2: Analyse the variables and determine the optimum mix. Next an assessment is to be made as to whether the 4Ps are well enough aligned to each other. An optimal marketing mix has to be determined, which will allow the organisation to strike a balance between satisfying its customers and maximising the organisation’s profitability. This means making decisions regarding the issues in each of the categories illustrated in the following table. Images

Product – Do you actually produce what your customers want? Possible decisions and activities regarding the product include: new product development; modification of existing products; and elimination of products that are no longer attractive, or that are unprofitable. There is also a variety of activities closely linked to the product that can be considered, such as branding, packaging, guarantees and the handling of complaints. Place (distribution) – Are your products available in the right quantities, in the right place, at the right time? Can you achieve this whilst keeping inventory, transport and storage costs as low as possible? Analyse and compare the various distribution possibilities, after which the most appropriate option can be selected. Again, there are a number of activities related to this category, such as selecting and motivating intermediaries; controlling inventory and managing transport; and storing as efficiently as possible. Promotion – How can you best inform/educate groups of customers about your organisation and its products? Different types of promotional activities may be necessary, depending on whether the organisation wishes to launch a new product, to increase awareness with regard to special features of an existing one, or to retain interest in a product that has been available in the same form for a long time. Therefore, decisions must be taken as to the most effective way of delivering the desired message to the target group. Price – How much are your customers willing to pay? The value obtained in an exchange is critical to consumers, in addition to which price is often used as a competitive tool, not only in price wars, but also for image enhancement. Pricing decisions are thus highly sensitive. 3 Step 3: Check. Monitoring and control on an ongoing basis are essential to ascertain the effectiveness of the chosen mix and how well it is being executed.

See Also

Doblin Innovation Framework

References

2.4 - PESTLE Analysis

PESTLE Analysis

Introduction

PESTLE Analysis is a framework used in product management to analyze the macro-environmental factors that impact an organization. It stands for Political, Economic, Sociocultural, Technological, Legal, and Environmental factors.

When to Use This Pattern

This pattern is used during strategic planning and product development to understand the broader context in which a product operates. It’s especially beneficial when entering new markets or assessing the impact of external factors on the product’s viability.

Benefits of Using This Pattern

PESTLE Analysis helps identify external opportunities and threats, providing a comprehensive view of the environment in which a business operates. It supports informed decision making and strategic planning, helping teams anticipate future challenges and opportunities.

Potential Drawbacks

PESTLE Analysis requires considerable time and resources to collect and analyze data. The rapid pace of change in external factors might also make the results outdated quickly.

Key Steps in Implementing This Pattern

1. Define the Scope: Identify the scope of the analysis, including the geographical region, industry, and time frame.

2. Collect Data: Gather information on each of the PESTLE factors relevant to your scope.

3. Analyze the Data: Analyze each factor and its potential impact on the product or organization. The analysis should include both current and anticipated future states.

4. Identify Opportunities and Threats: Based on the analysis, identify potential opportunities that could be leveraged and threats that need to be mitigated.

5. Incorporate Insights into Strategy: Use the insights gained from the PESTLE Analysis to inform your product strategy and decision-making processes.

Real-Life Examples

PESTLE Analysis is a common practice in many organizations, including multinational corporations like Samsung, Apple, and Google, especially when they’re planning to enter new markets or launch new products.

Tips for Successful Implementation

Ensure the data collected is as recent and accurate as possible. Consider using a multidisciplinary team to get diverse insights. Revisit the PESTLE Analysis periodically to keep it updated and relevant.

Conclusion

PESTLE Analysis is a powerful tool in product management, enabling teams to understand the macro-environmental factors impacting their product. Despite the effort involved, it can provide invaluable insights for strategic planning and decision making.

Related Patterns

PESTLE Analysis is often used in conjunction with other strategic tools like the SWOT Analysis, Porter’s Five Forces Analysis, and the Market Segmentation Matrix.

Resources for Further Reading

• “Marketing Management” by Philip Kotler and Kevin Lane Keller.
• “Strategic Management and Business Policy” by Thomas L. Wheelen and J. David Hunger.

Discussion/Comments Section

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2.5 - SWOT Analysis

SWOT Analysis

Introduction

SWOT Analysis is a strategic planning tool used in product management to identify and evaluate Strengths, Weaknesses, Opportunities, and Threats related to a product or a business. It provides a structured approach to assess both internal and external factors that can impact the product’s success.

When to Use This Pattern

This pattern is useful during the planning and strategy development phase of product management. It can also be used periodically to re-evaluate the product strategy based on changing market dynamics or business environment.

Benefits of Using This Pattern

SWOT Analysis provides a clear understanding of the internal capabilities and external market conditions, leading to more informed and effective strategic decisions. It helps identify areas for improvement, potential opportunities to exploit, and threats to mitigate.

Potential Drawbacks

The effectiveness of a SWOT Analysis depends on the quality and depth of the input data. It might be challenging to obtain comprehensive and accurate data. Also, the output of a SWOT Analysis is often qualitative, which might be difficult to translate into actionable strategies.

Key Steps in Implementing This Pattern

1. Define Objectives: Clearly articulate the objectives of the SWOT Analysis, such as strategic planning, product development, or market assessment.

2. Identify Strengths: Evaluate the internal capabilities that give your product or business an advantage over others. This might include unique features, experienced team, proprietary technology, strong brand, etc.

3. Identify Weaknesses: Acknowledge the internal limitations or areas of improvement that could potentially hinder the product’s success. This could include lack of resources, gaps in skills, poor user experience, etc.

4. Identify Opportunities: Look at the external factors that could be leveraged for the benefit of your product or business. This could include emerging trends, market growth, technological advancements, regulatory changes, etc.

5. Identify Threats: Understand the external factors that could pose challenges to your product or business. This might include competitive pressure, market saturation, economic instability, changing customer preferences, etc.

6. Analyze and Prioritize: Analyze each element of the SWOT and prioritize them based on their impact on your product or business.

7. Develop Strategies: Use the output of the SWOT Analysis to develop strategies that leverage strengths, address weaknesses, exploit opportunities, and mitigate threats.

Real-Life Examples

Almost all major companies, including tech giants like Apple, Google, and Microsoft, use SWOT Analysis as part of their strategic planning process.

Tips for Successful Implementation

Ensure a thorough and honest assessment of strengths, weaknesses, opportunities, and threats. Engage diverse perspectives to get a more comprehensive view. Also, keep the SWOT Analysis updated to reflect changing market conditions and internal capabilities.

Conclusion

SWOT Analysis is a powerful tool in product management, providing a structured approach to strategic planning. Despite its dependence on the quality of input data, it can provide valuable insights into the internal and external factors impacting a product’s success, leading to more informed strategic decisions.

Related Patterns

SWOT Analysis is often used in conjunction with other strategic tools like the PESTEL Analysis, the Boston Matrix, and the Ansoff Matrix.

Resources for Further Reading

• “Marketing Management” by Philip Kotler and Kevin Lane Keller.

Discussion/Comments Section

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2.6 - Cascade of Choices

Introduction

The Cascade of Choices is a strategic framework used in product management to guide the decision-making process. It’s based on the premise that each decision in a product’s lifecycle depends on the choices made previously, and each decision, in turn, influences future choices. This model assists in managing the complex decision-making process effectively and keeping everyone aligned on the product’s vision.

When to Use This Pattern

This pattern is essential throughout the product lifecycle, from the initial ideation and planning phases to execution and post-launch evaluations. It is particularly beneficial when aligning stakeholders on strategic decisions, understanding the implications of each choice, and navigating through complex decision paths.

Benefits of Using This Pattern

The Cascade of Choices brings structure to the decision-making process, enhancing clarity, and reducing ambiguity. It encourages a systematic approach to making choices, promoting better alignment with the product vision and strategy. It also helps teams understand the dependencies and relationships between various decisions.

Potential Drawbacks

The framework requires a comprehensive understanding of the product, the market, and the strategic vision, which can be challenging to obtain. It also requires careful management to ensure that each decision is timely and aligns with previous choices.

Key Steps in Implementing This Pattern

1. Define Your Product Vision: Start with a clear, compelling vision for your product. This vision serves as the guiding star for all subsequent decisions.

2. Identify Key Decision Areas: Identify the key areas where decisions need to be made throughout the product lifecycle. This could include market selection, target customer segments, key product features, go-to-market strategy, pricing model, etc.

3. Prioritize Decision Areas: Based on your product vision, prioritize these decision areas. The sequence should follow a logical order where each decision builds upon the previous one.

4. Make Decisions: For each decision area, explore options, evaluate their pros and cons, and make a decision that aligns with your product vision and previous choices.

5. Document and Communicate: Document each decision and its rationale, and communicate these decisions clearly to all stakeholders. This step is crucial to keep everyone aligned and committed to the product vision.

6. Review and Adjust: As the product progresses and more information becomes available, review and adjust your decisions as needed.

Real-Life Examples

Successful tech companies like Amazon and Google use similar strategic frameworks to guide their decision-making process and maintain alignment with their strategic vision.

Tips for Successful Implementation

Ensure clear communication of the product vision, decision areas, and individual decisions. Regularly review and update the decision cascade to reflect new insights or changes in the product’s environment.

Conclusion

The Cascade of Choices is a powerful tool in product management, providing a structured approach to the complex decision-making process and ensuring alignment with the product vision. Despite its demands for a thorough understanding of the product and the strategic vision, it can enhance clarity, improve decision quality, and ultimately lead to a more successful product.

Related Patterns

The Cascade of Choices is often used in conjunction with other strategic tools like the SWOT Analysis, the Lean Canvas, and the Roadmap Planning.

Resources for Further Reading

• “Inspired: How to Create Tech Products Customers Love” by Marty Cagan.

2.7 - Crazy Eights

Introduction

Crazy Eights is a rapid ideation technique often used in product management to generate a broad range of ideas and solutions to a problem. It’s part of the Design Sprint process, and it’s used to stimulate creative thinking and break out of conventional solution paths.

When to Use This Pattern

This pattern is particularly effective during the brainstorming phase of product development, when trying to come up with innovative solutions for a problem. It can be used in the context of new features, user experience design, process improvements, or any scenario where diverse thinking can be beneficial.

Benefits of Using This Pattern

Crazy Eights helps foster creative thinking, breaks through decision-making bottlenecks, and generates a large number of ideas in a short time. It encourages participants to think beyond obvious solutions, leading to innovative product features or strategies.

Potential Drawbacks

As a rapid ideation technique, Crazy Eights may not allow for deep exploration of each idea. It also requires a certain level of facilitation to ensure that the process remains focused and productive.

Key Steps in Implementing This Pattern

1. Define the Problem: Clearly articulate the problem or challenge you’re trying to address.

2. Prepare Your Workspace: Each participant needs a sheet of paper. Fold the paper twice to create eight rectangles (representing eight sections).

3. Set a Timer: The essence of Crazy Eights is speed. Set a timer for eight minutes – one minute for each idea.

4. Generate Ideas: Each participant should quickly sketch one idea in each section of their paper. The goal is to generate eight distinct ideas within the eight minutes.

5. Share and Discuss: After the eight minutes, each participant shares their ideas with the group. Discussion follows to understand each concept better.

6. Vote: Participants vote on the ideas they believe are most promising. The most popular ideas can then be developed further or tested.

7. Refine and Iterate: The chosen ideas are refined, developed further, and potentially used as the basis for prototype development or further exploration.

Real-Life Examples

Companies like Google and Spotify use Crazy Eights in their Design Sprints to stimulate creativity and speed up the ideation process.

Tips for Successful Implementation

Encourage participants to focus on breadth rather than depth of ideas, to move quickly, and not to judge or discard any idea during the ideation phase. The aim is to stimulate creativity and promote out-of-the-box thinking.

Conclusion

Crazy Eights is a powerful tool in product management for stimulating creativity and rapid ideation. It can lead to innovative solutions and features that might not emerge from more conventional brainstorming techniques.

Related Patterns

Crazy Eights is often used in conjunction with other Design Sprint techniques such as Storyboarding and Prototype Development.

Resources for Further Reading

• “Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days” by Jake Knapp.

2.8 - Hypothesis Statements

Introduction

A Hypothesis Statement is a predictive statement used in product management to propose a potential solution to a problem based on available data and insights. It’s an assumption that is testable and serves as a basis for designing and implementing experiments.

When to Use This Pattern

This pattern is highly effective when developing a new product or feature, or when making changes to an existing product. It’s used to explore new ideas, validate assumptions, and mitigate risks associated with decisions.

Benefits of Using This Pattern

Hypothesis Statements help product teams validate assumptions before significant resources are committed, reducing the risk of failure. They also foster a culture of experimentation and learning, promoting innovative thinking and continuous improvement.

Potential Drawbacks

Creating Hypothesis Statements requires a good understanding of the problem and the target audience, which can be challenging to obtain. Also, testing hypotheses can be time-consuming and resource-intensive, and there’s always a risk that the hypothesis may not be validated.

Key Steps in Implementing This Pattern

1. Identify the Problem: Clearly define the problem you’re trying to solve. It should be specific, measurable, actionable, relevant, and time-bound (SMART).

2. Formulate the Hypothesis: Based on your understanding of the problem and your target audience, formulate a Hypothesis Statement. A typical structure could be: “We believe that [doing this] for [these people] will achieve [this outcome]. We’ll know we’re right when we see [this measurable signal].”

3. Design an Experiment: Develop an experiment that can test your hypothesis. This might be creating a minimum viable product (MVP), running a survey, conducting user interviews, or A/B testing.

4. Run the Experiment: Implement your experiment in a controlled manner, ensuring you can measure the impact accurately.

5. Analyze the Results: Once the experiment is complete, analyze the results. If your hypothesis was correct, the outcome should align with your prediction. If not, you’ll need to understand why and adjust your approach.

6. Refine the Hypothesis: Based on the results, you may need to refine your hypothesis and run more tests. This iterative process continues until you find a valid solution to your problem.

Real-Life Examples

Tech companies like Facebook, Google, and Amazon use Hypothesis Statements and experimentation extensively to explore new features and improve their products.

Tips for Successful Implementation

Ensure your hypotheses are SMART and grounded in data and insights about your target audience. Also, be prepared for your hypothesis to be invalidated. This isn’t a failure but a learning opportunity.

Conclusion

Hypothesis Statements are a powerful tool in product management, promoting a data-driven, iterative approach to product development. Despite the resources required for testing, the insights gained can lead to more effective solutions and reduce the risk of failure.

Related Patterns

The Hypothesis Statement is often used in conjunction with Lean Product Development, Agile Development, and the Scientific Method.

Resources for Further Reading

• “Lean Analytics: Use Data to Build a Better Startup Faster” by Alistair Croll and Benjamin Yoskovitz.

2.9 - Value Proposition Design

Introduction

Value Proposition Design is a product management framework that assists in developing products or services that meet customers’ needs in a unique and compelling way. This approach focuses on creating a strong alignment between what the product offers and what the customer values.

When to Use This Pattern

This pattern is particularly effective during the initial stages of product development or when refining a product’s offering to better meet customer needs. It’s a vital tool when you’re seeking to differentiate your product in the market or when pivoting the product strategy.

Benefits of Using This Pattern

By focusing on the value that a product provides to customers, this approach ensures that the product aligns with customer needs and expectations, leading to higher customer satisfaction and loyalty. It can also lead to a stronger market position and improved competitive advantage.

Potential Drawbacks

The challenge with Value Proposition Design is that it requires deep customer understanding, which can be time-consuming and resource-intensive to obtain. Also, it can be difficult to accurately define value, as it can be subjective and vary significantly among customers.

Key Steps in Implementing This Pattern

1. Customer Understanding: Conduct research to understand your customers deeply. Identify their needs, wants, motivations, and pain points.

2. Create Customer Personas: Based on your research, create customer personas that represent different customer segments. These personas should include demographic details, behaviors, needs, and motivations.

3. Identify Customer Jobs: Define what tasks your customers are trying to accomplish. These could be functional jobs (completing a specific task), social jobs (gaining recognition), or emotional jobs (feeling secure).

4. Identify Customer Pains: Determine what obstacles, risks, or challenges customers face when trying to accomplish these jobs.

5. Identify Customer Gains: Understand what benefits customers expect or would be delighted by when accomplishing their jobs.

6. Define Your Value Proposition: Based on your understanding of customer jobs, pains, and gains, define how your product or service creates value. This should include how it helps customers accomplish their jobs, how it alleviates their pains, and how it creates gains.

7. Test Your Value Proposition: Validate your value proposition with your target customers to ensure it resonates with them. This could be through customer interviews, surveys, or A/B testing.

8. Iterate and Improve: Based on the feedback, refine your value proposition. This step might require several iterations to create a compelling and effective value proposition.

Real-Life Examples

Companies like Uber and Airbnb have compelling value propositions that directly address customer jobs, pains, and gains. They constantly refine their value propositions based on customer feedback and changing market conditions.

Tips for Successful Implementation

Regular customer interaction and feedback are crucial for successful Value Proposition Design. Also, be prepared to iterate and refine your value proposition over time as you gain more insights and as market conditions change.

Conclusion

Value Proposition Design is a valuable tool in product management, helping to ensure that products meet customer needs in a compelling and unique way. Despite the effort required to understand customers deeply, the resulting alignment between product and customer can lead to higher satisfaction, loyalty, and competitive advantage.

Related Patterns

Value Proposition Design is often used in conjunction with the Business Model Canvas, Customer Journey Mapping, and Empathy Mapping.

Resources for Further Reading

• “Value Proposition Design: How to Create Products and Services Customers Want” by Alexander Osterwalder, Yves Pigneur, Greg Bernarda, and Alan Smith.

Discussion/Comments Section

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2.10 - Stakeholder Map

Introduction

The Stakeholder Map framework is a strategic tool used in product management to identify and understand the various stakeholders involved in a product’s development and lifecycle. This framework helps product managers understand who has influence and interest in a product, and how they should be managed for optimal results.

When to Use This Pattern

This pattern is most effective at the onset of a new product development process or when a significant product change is planned. It’s also helpful when the project environment is complex with many different groups or individuals having a stake in the product.

Benefits of Using This Pattern

Stakeholder mapping helps ensure that all influential parties are considered and managed appropriately, which can lead to a smoother product development process and better product acceptance. It allows the team to prioritize communication and management efforts, ensuring those stakeholders with the highest power and interest are adequately engaged.

Potential Drawbacks

Stakeholder mapping can be time-consuming, particularly in complex environments with numerous stakeholders. Furthermore, stakeholder interests can change over time, which means the map needs to be regularly updated to remain accurate and useful.

Key Steps in Implementing This Pattern

Identify Stakeholders: Start by listing all potential stakeholders. These might include end-users, team members, executives, shareholders, suppliers, or other people/groups affected by the product.

Analyze Stakeholder Characteristics: For each stakeholder, assess their interest in the project (low to high), their power or influence over it (low to high), and their attitude towards the product (negative to positive).

Plot Stakeholders on the Map: Create a 2x2 grid with ‘Interest’ on one axis and ‘Power’ on the other. Plot each stakeholder on the grid based on your assessment.

Define Management Strategies: Develop strategies for managing each stakeholder group. Those with high power and high interest should be closely managed, those with high power but low interest should be kept satisfied, those with low power but high interest should be kept informed, and those with low power and low interest can be monitored with minimal effort.

Implement and Review: Implement the stakeholder management strategies, and regularly review and adjust the map and strategies as needed throughout the product lifecycle.

Real-Life Examples

Major product development projects in companies like Apple and Google utilize stakeholder mapping to understand and manage all parties involved in the process.

Tips for Successful Implementation

Consider using a collaborative approach where multiple team members contribute to the stakeholder analysis and mapping process. This ensures different perspectives are considered, leading to a more comprehensive stakeholder map.

Conclusion

The Stakeholder Map framework, though requiring careful consideration and maintenance, is a powerful tool that aids in effective product management by ensuring all interested and influential parties are appropriately managed.

Related Patterns

The Stakeholder Map framework is often used in conjunction with other strategic planning tools such as SWOT analysis and PESTEL analysis.

Resources for Further Reading

“Project Management: A Systems Approach to Planning, Scheduling, and Controlling” by Harold Kerzner “Brilliant Stakeholder Management” by Mike Clayton

2.11 - Service Map

Introduction

The Service Map framework, also known as Service Blueprinting, is a tool used in product management to visualize a product or service’s workflow from the user’s perspective. It maps out each step of the service process, identifying potential pain points and opportunities for improvement.

When to Use This Pattern

This pattern is most effective when designing a new product or service, or when seeking to improve an existing one. It helps when you want to understand the entire customer journey, the frontstage and backstage processes, and the overall user experience.

Benefits of Using This Pattern

The Service Map framework provides a holistic view of the product or service from the user’s perspective, helping identify gaps, bottlenecks, or inconsistencies that might affect the user experience. By addressing these, product managers can improve user satisfaction, streamline processes, and potentially increase return on investment.

Potential Drawbacks

Creating a service map can be time-consuming, particularly for complex services. It requires collaboration from different teams, which can be challenging. Furthermore, service maps can become quickly outdated as processes and customer behaviors change over time.

Key Steps in Implementing This Pattern

Identify the service or product you want to map. Define the customer journey stages. Identify all the touchpoints and interactions in each stage. Map out both the frontstage (visible to the customer) and backstage (behind-the-scenes) processes. Identify and mark potential pain points and areas for improvement.

Sure, here’s a step-by-step guide on how to define a service map:

1. Identify the Service or Process: First, you need to determine which product or service you’ll be mapping. It could be an overall look at the customer journey, or it could be a specific service process within your product offering.

2. Define the Customer Journey Stages: Break down the customer’s interaction with the service into distinct stages. These stages might include awareness, consideration, purchase, use, and loyalty.

3. List the Customer Actions: Within each stage, identify what the customer is doing. These are the actions or steps the customer takes as they engage with your service.

4. Identify Touchpoints: Determine where the customer interacts with your organization. These touchpoints could be anything from a marketing campaign to a customer support call.

5. Map Out the Frontstage and Backstage Processes: The “frontstage” involves any interaction the customer has directly with the service. This could be through an app, a website, or in person. The “backstage” includes all the processes that happen behind the scenes to enable the frontstage experience (e.g., technology infrastructure, service personnel activities, delivery processes).

6. Identify Employee Actions and Support Processes: Within each touchpoint, figure out what your employees are doing and what support processes or systems they use to deliver the service. These might include databases, IT systems, or even third-party vendors.

7. Spot Pain Points and Opportunities: As you’re mapping the service, look for any areas where the service slows down, where customers get frustrated, or where employees face difficulties. These are your opportunities for improvement.

8. Iterate and Refine the Map: Review the service map with different stakeholders, including frontline staff, customer service reps, and even customers themselves. Use their feedback to refine the map and make it as accurate as possible.

9. Plan for Improvement: Once you’ve identified pain points and opportunities, make a plan for addressing them. This could involve redesigning a part of your service, implementing a new tool or process, or retraining staff.

10. Update Regularly: Remember, a service map is not a static document. As you make changes to your service, and as customer expectations evolve, your service map should evolve as well.

Remember, a service map is a visualization, so as you go through these steps, make sure you’re translating your findings into a visual format. This could be a flowchart, a diagram, or any other type of visual that makes sense for your service.

Real-Life Examples

Companies like Uber and Airbnb use service maps to understand and optimize their users’ experiences. These companies continually update their service maps to reflect changes in their services and customer expectations.

Tips for Successful Implementation

Include a variety of perspectives when creating the service map, and validate the map with real users to ensure its accuracy. Regularly update the service map to reflect any changes in the service or customer behavior.

Conclusion

The Service Map framework is a powerful tool in product management for understanding and improving the user experience. Despite some challenges, its ability to identify and address issues makes it a valuable component of the product design and development process.

Related Patterns

Other related methods include Customer Journey Mapping and Experience Mapping.

Resources for Further Reading

“Mapping Experiences: A Complete Guide to Creating Value through Journeys, Blueprints, and Diagrams” by Jim Kalbach “Service Design: From Insight to Implementation” by Andy Polaine, Lavrans Løvlie, and Ben Reason

2.12 - RICE Prioritization Model

Introduction

The RICE prioritization model is a framework used in product management to decide which products or features should be prioritized. RICE stands for Reach, Impact, Confidence, and Effort, the four factors used to score and ultimately determine priority.

When to Use This Pattern

This pattern is most effective when there are multiple potential projects or features to work on and a clear way to prioritize them is needed. It helps when teams are struggling to align on what to build next, or when there is uncertainty about the potential impact of different projects.

Benefits of Using This Pattern

The RICE model brings objectivity to the decision-making process, making it easier for teams to align on priorities. It considers several critical factors, making it a comprehensive approach. By incorporating this model, teams can increase user satisfaction by building features with high reach and impact, potentially leading to a better return on investment.

Potential Drawbacks

One limitation is that the RICE model requires subjective judgment, especially when estimating potential impact and effort. This could potentially introduce bias into the process. It’s also possible that the model may favor short-term gains over long-term strategic initiatives.

Key Steps in Implementing This Pattern

List all potential features or projects. For each, estimate the Reach, Impact, Confidence, and Effort. Calculate the RICE score for each feature (Reach * Impact * Confidence / Effort). Prioritize features based on their RICE scores. Real-Life Examples

Intercom, a customer messaging platform, successfully uses the RICE prioritization model in their product development process. The model helps them make data-driven decisions about what features to build and improve.

Tips for Successful Implementation

Ensure all team members understand how to estimate Reach, Impact, Confidence, and Effort. Regularly review and update RICE scores as more information becomes available.

Conclusion

The RICE prioritization model is a valuable tool for making data-driven decisions about what to build. It allows product teams to consider multiple factors and helps align everyone on what should be prioritized.

Related Patterns

Other related prioritization models include the ICE scoring model (Impact, Confidence, and Ease) and the MoSCoW method (Must have, Should have, Could have, Won’t have).

Resources for Further Reading

“RICE: Simple Prioritization for Product Managers” by Sean McBride “Product Prioritization Techniques: A Map and Guided Tour” by Daniel Zacarias

2.13 - Five Whys Framework

Introduction

The Five Whys framework is a problem-solving tool used in product management to uncover the root cause of a problem. By asking “why” five times in succession, teams can dig deeper into an issue and reveal underlying issues that might not be immediately apparent.

When to Use This Pattern

This pattern is most effective when confronted with a complex problem where the root cause is not immediately apparent. It’s particularly useful when a product isn’t meeting expectations, or when an unexpected issue or failure arises.

Benefits of Using This Pattern

The Five Whys framework promotes critical thinking and helps teams uncover deep-rooted problems that surface-level fixes won’t address. By identifying and addressing the root cause, teams can prevent the same problems from recurring, improving the product life cycle and potentially enhancing user satisfaction.

Potential Drawbacks

The Five Whys can sometimes lead to oversimplification, and there’s a risk of stopping at symptoms rather than digging deep enough to find the actual root cause. There’s also a risk of bias, as the answer can often depend on the perspective of the person answering.

Key Steps in Implementing This Pattern

Define the problem clearly. Ask “Why did this happen?” and note the answer. For the answer obtained, ask “Why?” again. Repeat this process until you’ve asked “why” five times or until you’ve reached the root cause. Define the Problem: The first step is to accurately define the problem. Make sure that the problem statement is specific, clear, and focused on a single issue. Having a vague or complex problem statement can make the process of finding the root cause challenging.

Assemble a Team: Gather a team of people who are familiar with the issue and the process involved. They can provide valuable insights into the problem and help explore different potential root causes.

Ask the First Why: Start the process by asking why the problem occurred. Remember to focus on the process, not on people’s mistakes.

Ask Subsequent Whys: Take the answer from the first “why,” and ask “why” again. Continue this process until you’ve asked “why” five times or until a satisfactory root cause has been identified. Five is not a hard-and-fast rule; the key is to keep asking “why” until you’ve identified the fundamental reason the problem occurred.

Identify the Root Cause: The root cause is usually a process, system, or a policy that is not working well, rather than an individual person’s mistake. When you reach a point where you can no longer generate a response to a “why” question, you have likely found the root cause.

Validate the Root Cause: Once you believe you’ve identified the root cause, it’s essential to validate your assumption. This can be done by looking at historical data, talking to team members, or running tests. This step is crucial to confirm that you’ve identified the correct root cause and that addressing it will prevent the problem from recurring.

Develop and Implement Corrective Actions: With the root cause identified and validated, you should develop a plan to address this cause. These corrective actions might involve making changes to a process, providing additional training, or implementing new checks and balances.

Monitor the Effectiveness of the Changes: Once the corrective actions are implemented, continue to monitor the situation to ensure the problem doesn’t recur. If the issue does happen again, it might mean that the identified root cause wasn’t accurate, or the implemented solution wasn’t effective. In such cases, you might need to go through the Five Whys process again.

Document the Process: Keep a record of the Five Whys process for future reference. This documentation should include the problem statement, each of the “why” questions and responses, the identified root cause, and the corrective actions taken.

Real-Life Examples

Toyota is a notable example of a company that uses the Five Whys technique as part of their problem-solving approach. It’s been instrumental in their ability to continuously improve their production process.

Tips for Successful Implementation

Encourage open and honest discussion and ensure that everyone involved in the process feels comfortable sharing their insights. Be patient, as it might take time to uncover the true root cause of a problem.

Conclusion

The Five Whys framework is a valuable tool for product teams seeking to identify the root cause of problems. While it does have some limitations, its benefits often outweigh potential drawbacks.

Related Patterns

Other related problem-solving techniques include Root Cause Analysis and Fishbone Diagrams (also known as Ishikawa diagrams).

Resources for Further Reading

“The Lean Startup” by Eric Ries “The Toyota Way” by Jeffrey K. Liker

2.14 - Double Diamond

Introduction

The Double Diamond is a design process model that was developed by the British Design Council. It is a framework that helps designers think through the process of designing a product, service, or system in a structured and logical way.

The Double Diamond consists of four stages: Discover, Define, Develop, and Deliver. Each stage represents a phase of the design process and has its own set of activities and outcomes.

Discover: This phase is all about understanding the problem that needs to be solved. It involves researching and gathering information about the users, the context in which the product or service will be used, and the business goals that need to be achieved.

Define: In this phase, designers use the information gathered in the Discover phase to define the problem more clearly and create a design brief that outlines the objectives and constraints of the project.

Develop: In the Develop phase, designers start to explore different ideas and concepts for solving the problem. This may involve sketching, prototyping, and testing different approaches with users.

Deliver: The final phase of the Double Diamond process is all about bringing the solution to life. This may involve finalizing the design, building the product or service, and launching it to users.

The Double Diamond process is often used in design thinking, which is a problem-solving approach that focuses on understanding the needs of users and creating solutions that are both functional and desirable.

3 - Pricing

Pricing models play a critical role in a product’s success. They’re not just about determining the price, but also about reflecting the value of the product, the brand, and understanding the customers’ perception of value.

Different pricing strategies suit different types of businesses, and the choice often depends on various factors like business objectives, market conditions, customer segments, product lifecycle, and competitive landscape.

Moreover, it’s also important to note that pricing is not a one-time decision, it should be continuously evaluated and adjusted according to the changing market conditions, customer feedback, and business goals.

Here are some more specific considerations for some of the common pricing strategies:

3.1 - Bundled Pricing

Introduction

Bundled Pricing is a strategic pricing method where multiple products or services are combined into one package and sold for a single price. It’s often used to enhance the perceived value and promote the sale of slower-moving items.

When to Use This Pattern

This pattern is suitable when a company has a diverse product line with varying demand levels. It’s especially beneficial in industries like software, telecommunications, and consumer goods.

Benefits of Using This Pattern

Bundled Pricing can increase the perceived value, drive sales volume, improve customer retention, and allow for the disposal of less popular products. It can also create a competitive advantage and make price comparisons difficult for consumers.

Potential Drawbacks

Bundled Pricing can sometimes lead to customer perception that they’re paying for unwanted items. Also, it might reduce profitability if high-demand products are bundled with low-demand products at a significantly reduced price.

Key Steps in Implementing This Pattern

1. Identify Bundle Components: Determine which products or services to bundle together. They should ideally be complementary or cater to the same customer needs.

2. Calculate Combined Cost: Calculate the total cost of all items in the bundle.

3. Set Bundle Price: Determine the price for the bundle. While it should be lower than the total cost of individual items, it must still cover the combined cost and provide a reasonable profit margin.

4. Market the Bundle: Highlight the savings and convenience offered by the bundle in your marketing efforts.

5. Evaluate Performance: Monitor sales, customer feedback, and profitability to evaluate the success of the bundled pricing strategy and make necessary adjustments.

Real-Life Examples

Many software and telecom companies, like Microsoft and Comcast, often use bundled pricing for their products. Fast food chains like McDonald’s also frequently use this strategy.

Tips for Successful Implementation

Ensure the bundle offers genuine value to customers. Test different combinations of products to see what works best. Be ready to adjust your strategy based on customer feedback and market performance.

Conclusion

Bundled Pricing can be a powerful tool in product management, enhancing perceived value and driving sales. However, it requires careful selection of bundle components and pricing to ensure profitability and customer satisfaction.

Related Patterns

Bundled Pricing can be combined with strategies like Penetration Pricing, Price Skimming, or Psychological Pricing for greater impact.

Resources for Further Reading

• “Pricing Strategies: A Marketing Approach” by Robert J. Dolan and Hermann Simon.
• “The Strategy and Tactics of Pricing: A Guide to Growing More Profitably” by Thomas T. Nagle, Georg Müller.

Discussion/Comments Section

[Placeholder for user comments and discussion]

3.2 - Cost Plus

Introduction

Cost Plus Pricing is a straightforward and widely used pricing strategy in product management. The approach involves calculating the total cost of producing a product (including raw materials, labor, overheads, etc.) and then adding a markup to determine the selling price.

When to Use This Pattern

This pattern is suitable when the costs of production are predictable, the market is relatively stable, and there’s less competition. It’s commonly used in retail, manufacturing, and service industries.

Benefits of Using This Pattern

Cost Plus Pricing ensures that all costs are covered and a profit margin is secured. It’s relatively simple to implement and does not require extensive market research or competitor analysis.

Potential Drawbacks

This model may not take into account consumer demand, perceived value, or competitor pricing, potentially leading to pricing that’s either too high or too low. It may also discourage cost control and efficiency.

Key Steps in Implementing This Pattern

1. Identify Direct Costs: Calculate the direct costs associated with producing your product. This includes raw materials, labor, and other costs directly linked to production.

2. Calculate Indirect Costs: Determine the indirect costs or overheads, such as rent, utilities, and administrative expenses.

3. Determine Total Cost: Add the direct and indirect costs to find the total cost of production.

4. Set Markup Percentage: Decide on the profit margin or markup percentage you wish to add to your costs. This can be based on industry standards or your business goals.

5. Calculate Selling Price: Add the markup to your total cost to get your selling price.

Real-Life Examples

The Cost Plus Pricing model is used by numerous companies across industries. For example, supermarkets often use this model for pricing their products.

Tips for Successful Implementation

Consider your industry, competition, and target customer’s willingness to pay when setting your markup. Review your pricing regularly to ensure it remains profitable and competitive.

Conclusion

While the Cost Plus Pricing model has its limitations, it offers a straightforward way to ensure costs are covered and profit is made. By combining this model with an understanding of the market and customers, product managers can set competitive and profitable prices.

Related Patterns

Other pricing models like Value-Based Pricing, Competitive Pricing, or Dynamic Pricing can be used in conjunction with or as alternatives to the Cost Plus Pricing model.

Resources for Further Reading

• “Pricing Strategies: A Marketing Approach” by Robert J. Dolan and Hermann Simon.
• “Confessions of the Pricing Man: How Price Affects Everything” by Hermann Simon.

3.3 - Freemium

Freemium pricing is a pricing strategy that offers a basic version of a product or service for free, with the option to upgrade to a premium version for additional features or benefits. This strategy has become popular in the software and technology industry, but it is also used in other industries such as gaming, music, and online services. Here are some of the pros and cons of freemium pricing.

Pros

• Increased exposure: By offering a basic version for free, freemium pricing can help a company reach a wider audience and increase its customer base.
• Upsell opportunity: The free version serves as a trial, giving users a taste of the product or service and encouraging them to upgrade to the premium version.
• Increased revenue: While the free version may not generate direct revenue, it can still contribute to the company’s overall revenue by attracting new customers who may eventually upgrade.

Cons

• Reduced revenue potential: The free version can reduce the company’s potential revenue if users are satisfied with the basic version and do not upgrade to the premium version.
• Decreased perceived value: Offering a product or service for free can diminish its perceived value, as users may not understand the true worth of the product.
• Increased competition: Freemium pricing can increase competition in the market, as other companies may adopt similar pricing strategies to attract customers.

In conclusion, freemium pricing can be a valuable pricing strategy for companies looking to reach a wider audience and increase revenue, but it also has its downsides. Companies need to carefully consider their target market and the value of their product or service when deciding whether freemium pricing is the right strategy for them.

3.4 - Subscription Based

Subscription-based pricing is a pricing strategy where customers pay a recurring fee for access to a product or service. The fee is typically charged on a monthly or annual basis and can provide customers with ongoing access to the product or service for as long as they continue to pay the fee.

This pricing model is commonly used in industries such as software, media, and entertainment, where customers are interested in ongoing access to products or services, rather than one-off purchases. Subscription-based pricing can provide customers with a more convenient and predictable billing process, while also providing companies with a predictable and recurring revenue stream.

There are several types of subscription-based pricing models, including monthly and annual subscriptions, tiered subscriptions based on the level of usage or features, and freemium subscriptions that offer basic access for free and charge for premium access. The key to successful subscription-based pricing is to carefully consider the value proposition for the customer, and to price the subscription appropriately to make it attractive.

3.5 - Switchboard

A switchboard pricing model is a type of pricing strategy that involves charging customers based on the level of usage or interaction with a product or service. The term “switchboard” refers to the idea that customers can switch between different levels of usage or interaction, with each level attracting a different fee.

For example, a software company may offer a switchboard pricing model where customers are charged based on the number of users, features, or storage they need. Customers can switch between different levels of usage or interaction as their needs change, with each level attracting a different fee. The goal of the switchboard pricing model is to offer more flexibility and customization in pricing, allowing customers to only pay for what they actually use.

Switchboard pricing is becoming more common in industries such as software and technology, as companies look for more flexible and customizable pricing options. It can also be used in other industries where usage or interaction is an important factor in determining the price of a product or service. The key to successful switchboard pricing is to carefully consider the different levels of usage or interaction, and to price each level appropriately to make it attractive to the customer.

3.6 - Usage-Based Pricing Model

Introduction

Usage-Based Pricing is a pricing strategy where the price of a product or service is based on its usage. It’s commonly used in utility sectors such as telecommunications, electricity, and software-as-a-service (SaaS).

When to Use This Pattern

This pattern is suitable when a product or service’s value is directly correlated to its use. It’s particularly effective for businesses with digital services where additional usage doesn’t significantly increase costs.

Benefits of Using This Pattern

Usage-Based Pricing ensures that customers only pay for what they use, which can increase perceived fairness and customer satisfaction. It allows businesses to capture value from heavy users while still remaining accessible to lighter users.

Potential Drawbacks

The unpredictability of usage and hence revenue can be a challenge. It may also discourage usage if customers are worried about accumulating costs.

Key Steps in Implementing This Pattern

1. Understand Usage Patterns: Analyze how customers use your product or service, and identify patterns or tiers in usage.

2. Set Usage Metrics: Determine the metrics to measure usage. This could be time, data, number of users, etc.

3. Determine Pricing Tiers: Set different price levels based on usage metrics. Ensure that prices reflect the value at each tier and cover your costs.

4. Implement Tracking Mechanisms: Use technology to track usage accurately and transparently.

5. Communicate Pricing Structure: Make sure customers understand the pricing structure and can easily track their usage.

6. Monitor and Adjust: Monitor customer responses and adjust your pricing model as needed to optimize revenue and customer satisfaction.

Real-Life Examples

Many SaaS companies like AWS, Dropbox, and Slack use usage-based pricing models. Utility companies for electricity, water, and telecommunication services also commonly use this model.

Tips for Successful Implementation

Transparency is crucial in usage-based pricing. Customers should be able to easily understand and track their usage and

4 - Bookss

4.1 - Hooked

“Hooked” by Nir Eyal is an insightful and practical guide to building habit-forming products. The book provides a framework for creating products that not only attract users but also keep them coming back for more.

Eyal begins by discussing the psychology behind why people become addicted to products and services, citing examples from well-known companies like Facebook, Twitter, and Instagram. He then introduces the Hook Model, a four-step process that companies can use to create habit-forming products.

The four steps of the Hook Model are Trigger, Action, Variable Reward, and Investment. Eyal goes into detail about each step, providing examples and case studies to illustrate how they work. He also provides practical advice for implementing each step in the product design process.

One of the strengths of “Hooked” is that it doesn’t just focus on the technology industry. Eyal provides examples from a wide range of industries, including healthcare, finance, and gaming. This makes the book relevant to anyone who is interested in building habit-forming products.

Overall, “Hooked” is an excellent book for entrepreneurs, product managers, and designers who are looking to create products that people love. The insights and strategies presented in the book are practical and actionable, and the examples and case studies are both interesting and informative. I highly recommend “Hooked” to anyone who wants to create habit-forming products that keep users coming back for more.

4.2 - Business Gamification for Dummies

5 - Tutorials

5.1 - Multi-Bear Domicile Setup

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Here is an unordered list:

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And an ordered list:

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And an unordered task list:

• Create a Hugo theme
• Add task lists to it
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And a “mixed” task list:

• Pack bags
• ?
• Travel!

And a nested list:

• Jackson 5
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  var buff bytes.Buffer
  formatter.Format(&buff, style, iterator)

  fmt.Println(buff.String())
}

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5.2 - Another Tutorial

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90’s four loko seitan photo booth gochujang freegan tumeric listicle fam ugh humblebrag. Bespoke leggings gastropub, biodiesel brunch pug fashion axe meh swag art party neutra deep v chia. Enamel pin fanny pack knausgaard tofu, artisan cronut hammock meditation occupy master cleanse chartreuse lumbersexual. Kombucha kogi viral truffaut synth distillery single-origin coffee ugh slow-carb marfa selfies. Pitchfork schlitz semiotics fanny pack, ugh artisan vegan vaporware hexagon. Polaroid fixie post-ironic venmo wolf ramps kale chips.

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On big screens, paragraphs and headings should not take up the full container width, but we want tables, code blocks and similar to take the full width.

Scenester tumeric pickled, authentic crucifix post-ironic fam freegan VHS pork belly 8-bit yuccie PBR&B. I love this life we live in.

Second Header 2

This is a blockquote following a header. Bacon ipsum dolor sit amet t-bone doner shank drumstick, pork belly porchetta chuck sausage brisket ham hock rump pig. Chuck kielbasa leberkas, pork bresaola ham hock filet mignon cow shoulder short ribs biltong.

Header 3

This is a code block following a header.

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Header 4

• This is an unordered list following a header.
• This is an unordered list following a header.
• This is an unordered list following a header.

Header 5

1. This is an ordered list following a header.
2. This is an ordered list following a header.
3. This is an ordered list following a header.

Header 6

There’s a horizontal rule above and below this.

Here is an unordered list:

• Liverpool F.C.
• Chelsea F.C.
• Manchester United F.C.

And an ordered list:

1. Michael Brecker
2. Seamus Blake
3. Branford Marsalis

And an unordered task list:

• Create a Hugo theme
• Add task lists to it
• Take a vacation

And a “mixed” task list:

• Pack bags
• ?
• Travel!

And a nested list:

• Jackson 5
  • Michael
  • Tito
  • Jackie
  • Marlon
  • Jermaine
• TMNT
  • Leonardo
  • Michelangelo
  • Donatello
  • Raphael

Definition lists can be used with Markdown syntax. Definition headers are bold.

Name

Godzilla

Born

1952

Birthplace

Japan

Color

Green

Tables should have bold headings and alternating shaded rows.

If a table is too wide, it should scroll horizontally.

Code snippets like var foo = "bar"; can be shown inline.

Also, this should vertically align with this and this.

Code can also be shown in a block element.

foo := "bar";
bar := "foo";

Code can also use syntax highlighting.

func main() {
  input := `var foo = "bar";`

  lexer := lexers.Get("javascript")
  iterator, _ := lexer.Tokenise(nil, input)
  style := styles.Get("github")
  formatter := html.New(html.WithLineNumbers())

  var buff bytes.Buffer
  formatter.Format(&buff, style, iterator)

  fmt.Println(buff.String())
}

Long, single-line code blocks should not wrap. They should horizontally scroll if they are too long. This line should be long enough to demonstrate this.

Inline code inside table cells should still be distinguishable.

Small images should be shown at their actual size.

Large images should always scale down and fit in the content container.

The photo above of the Spruce Picea abies shoot with foliage buds: Bjørn Erik Pedersen, CC-BY-SA.

Components

Alerts

Another Heading

Add some sections here to see how the ToC looks like. Bacon ipsum dolor sit amet t-bone doner shank drumstick, pork belly porchetta chuck sausage brisket ham hock rump pig. Chuck kielbasa leberkas, pork bresaola ham hock filet mignon cow shoulder short ribs biltong.

This Document

Inguina genus: Anaphen post: lingua violente voce suae meus aetate diversi. Orbis unam nec flammaeque status deam Silenum erat et a ferrea. Excitus rigidum ait: vestro et Herculis convicia: nitidae deseruit coniuge Proteaque adiciam eripitur? Sitim noceat signa probat quidem. Sua longis fugatis quidem genae.

Pixel Count

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Contact Info

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External Links

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This is the final element on the page and there should be no margin below this.

6 - Reference

If your project has an API, configuration, or other reference - anything that users need to look up that’s at an even lower level than a single task - put (or link to it) here. You can serve and link to generated reference docs created using Doxygen, Javadoc, or other doc generation tools by putting them in your static/ directory. Find out more in Adding static content. For OpenAPI reference, Docsy also provides a Swagger UI layout and shortcode that renders Swagger UI using any OpenAPI YAML or JSON file as source.

6.1 - Product Market Fit

There are a few key elements that contribute to product market fit:

Understanding the market: Product managers must have a deep understanding of the market in which their product is competing. This includes understanding the needs and desires of target customers, as well as the competitive landscape.

Identifying a unique value proposition: A product’s unique value proposition (UVP) is the key benefit or advantage that it offers to customers. It should be clearly defined and communicated to the target market.

Creating a product that meets the needs of the target market: The product itself must meet the needs of the target market in order to achieve product market fit. This involves understanding the pain points and challenges that customers face, and developing solutions to address them.

Testing and iterating: Product market fit is not a one-time event – it is an ongoing process. Product managers must continuously test and refine their product to ensure that it continues to meet the needs of the market. This may involve gathering feedback from customers and making changes based on that feedback.

Achieving product market fit is essential for the success of any product, and it is the responsibility of the product manager to ensure that the product meets the needs of the target market. This requires a deep understanding of the market and the customers, as well as the ability to continuously test and iterate the product to ensure that it remains relevant and valuable to the target market.

7 - Contribution Guidelines

We use Hugo to format and generate our website, the Docsy theme for styling and site structure, and Netlify to manage the deployment of the site. Hugo is an open-source static site generator that provides us with templates, content organisation in a standard directory structure, and a website generation engine. You write the pages in Markdown (or HTML if you want), and Hugo wraps them up into a website.

All submissions, including submissions by project members, require review. We use GitHub pull requests for this purpose. Consult GitHub Help for more information on using pull requests.

Quick start with Netlify

Here’s a quick guide to updating the docs. It assumes you’re familiar with the GitHub workflow and you’re happy to use the automated preview of your doc updates:

1. Fork the Goldydocs repo on GitHub.
2. Make your changes and send a pull request (PR).
3. If you’re not yet ready for a review, add “WIP” to the PR name to indicate it’s a work in progress. (Don’t add the Hugo property “draft = true” to the page front matter, because that prevents the auto-deployment of the content preview described in the next point.)
4. Wait for the automated PR workflow to do some checks. When it’s ready, you should see a comment like this: deploy/netlify — Deploy preview ready!
5. Click Details to the right of “Deploy preview ready” to see a preview of your updates.
6. Continue updating your doc and pushing your changes until you’re happy with the content.
7. When you’re ready for a review, add a comment to the PR, and remove any “WIP” markers.

Updating a single page

If you’ve just spotted something you’d like to change while using the docs, Docsy has a shortcut for you:

1. Click Edit this page in the top right hand corner of the page.
2. If you don’t already have an up to date fork of the project repo, you are prompted to get one - click Fork this repository and propose changes or Update your Fork to get an up to date version of the project to edit. The appropriate page in your fork is displayed in edit mode.
3. Follow the rest of the Quick start with Netlify process above to make, preview, and propose your changes.

Previewing your changes locally

If you want to run your own local Hugo server to preview your changes as you work:

1. Follow the instructions in Getting started to install Hugo and any other tools you need. You’ll need at least Hugo version 0.45 (we recommend using the most recent available version), and it must be the extended version, which supports SCSS.

2. Fork the Goldydocs repo repo into your own project, then create a local copy using git clone. Don’t forget to use --recurse-submodules or you won’t pull down some of the code you need to generate a working site.

   git clone --recurse-submodules --depth 1 https://github.com/google/docsy-example.git
   

3. Run hugo server in the site root directory. By default your site will be available at http://localhost:1313/. Now that you’re serving your site locally, Hugo will watch for changes to the content and automatically refresh your site.

4. Continue with the usual GitHub workflow to edit files, commit them, push the changes up to your fork, and create a pull request.

Creating an issue

If you’ve found a problem in the docs, but you’re not sure how to fix it yourself, please create an issue in the Goldydocs repo. You can also create an issue about a specific page by clicking the Create Issue button in the top right hand corner of the page.

Useful resources

• Docsy user guide: All about Docsy, including how it manages navigation, look and feel, and multi-language support.
• Hugo documentation: Comprehensive reference for Hugo.
• Github Hello World!: A basic introduction to GitHub concepts and workflow.