Combat:howtocreateastunningfourproducts(ResearchpapersDownloadNews)Recently,Iwaswithagroupproductmanageronproductdifferentiationandproductstrategyissueswerediscussed.Imentionedpreviouslypublishedarticle‘Howtoinvestorstopromoteyourproduct’inthecourseofconversation,discussedproductpromotionchancesofsuccess.Whenyouwanttopromoteanewproduct,aclearmarketopportunitytoprovidewhatisessentialforyou.Inotherwords,theproducthasthedifferencetomakeusmorecompetitive.Inthisarticle,Ithinktheconceptofproductdifferentiationwillbefurtherelaboratedandbuildaframework,Ihopeyoucanusethisframeworktofindthemostsuitableproductsandthemostpromisingsellingpoint.FeaturesofthepositioningframeIndecidingproductcharacteristicsshouldthinkintermsofthefollowingtwoaspects:1)customervalue;2)productunique.1CustomerValue:Thisproductfeaturestheabilitytoattractcustomers?Itsvalueishigh(agreatconvenienceforthecustomer)orlow(thereare)?Mostcustomersareverynecessary,oronlyasmallnumberofuserstoattractattention?Productunique:thisfeatureofyourproductisuniqueinthemarketdo?Aretheredirectorindirectcompetitorsonthemarketproductsalreadyhavethisfeature?Justbeforetheproductcharacteristicsgivenabovebeenanalyzedfromtwoangles,thenyoucanusethebelowmentionedthisframeworktodeterminewhethertheproductcharacteristicstowinthefavorofthemarket.Ofcourse,everyonewantstohavetheirproductsandtheircharacteristicscanbekeptintheupperportionoftheframe(ie,withhighcustomervalue).Butwhenyourproductislocatedinthelowerhalfoftheframe,youshouldconsiderchangeallowedmoresellingpoint.DesktopchipsIfaproducthasthecharacteristicsofhighcustomervalue,buttheentiremarket,andnotenoughunique,that2whichiscalledthe‘desktopchips.’Althoughthecustomerattachesgreatimportancetoanddemand,butbecauseofthelackofuniqueness,itdoesnotmakeyourproductstandout.ProductdifferentiationIbelievethateveryonewantstheirproductsarealwayskeptinthetoprightcorneroftheframe-bothhavehighlevelsofcustomervalue,butalsounique.Butyoumustconsideration,fromastrategicpointofviewtocreateadifferenceforyourproduct.NobodycaresAssumingyourproductislocatedinthelowerrightcorner,indicatingthatyourproductisuniqueenough,butthelackofcustomervalue.Thisisthe‘nobodycares’features.Manyproductmanager(orstart-ups)willfallintothistrap-theblindpursuitofuniquenessoftheproduct,butignoretheneedsofcustomers.wastetimeFindingwaystoavoidtheirproductstobeincorporatedintothelowerleftcorneroftherange-notenoughlow-valuecustomersunique.Ifyoufocusontheresearchanddevelopmentofsuchproductson,itreallyis3awasteoftime.why?Perhapsyouarehopingtogetitbyvirtueofthepublicdemandforanequalopportunitytocompete,butthisdoesnotenhancetheattractivenessofthepublic.Theseproductsareusuallyover-relianceonsalesevenexpectcustomerswilltaketheinitiativetobuy.Theframeworkintheendwhatisthepoint?•The‘Desktopchips’and‘productdifferentiation’effectivecombination.Whenenteringamorematuremarket,youmightputallconcernsareplacedinyour‘desktopchips’on(becauseofthehighvaluecustomersinyourmarket).Butthemerethoughtofthisplaceisnotenough,becauseyourproductsarenotunique,exceptdepressprofitsthroughpricecompetition.Theproductwilldepreciaterapidlyinthefiercecompetition,sothisisnotalong-termdevelopmentstrategy.•Canthe‘desktopchips’into‘productdifferentiation’?Theidealsituationiscapableofexisting‘desktopchips’insomewaytransformedinto‘productdifferentiat...