Product Guy

Maker of digital products

Category: Disruption

What I’m Reading August 7, 2016

The Last Ten Years Have Been About Social Networks – The Next 10 Will Be About “Market Networks”

I came across the NFX group while reading about the now defunct Ooga Labs and James Currier. This article, although almost a year old now, talks about how current marketplaces are two-sided but the future of online marketplaces will be multidimensional and for specialized services. That is, rather than just a buyer and a seller connecting, these marketplaces enable sellers, like general contractors, to assemble an network of trades to service a buyer.

No One Agrees How to Define CI or CD

If there’s one thing that we can agree on after reading this article it’s that we all have a different understanding of what continuous integration, continuous delivery, continuous deployment and DevOps means. Cheat-sheet: CIntegration = main code base that’s always updated, CDelivery = having a code base that is ready to release at anytime, CDeployment = automated regular deployments to prod, and DevOps = one group owning it from start to production.

The 10 Best Product Launch Emails That Reengage Users

Often it’s not as much about acquiring users as it is about retaining users. I’ve given my email address away to countless sites only to have them reach-out to me months or years later like no time has past at all. This article highlights some of the tactics brands like Dropbox, Evernote and LinkedIn use to reengage users. The big takeaway is a bit “motherhood and apple pie” but be personal and provide value.

The Best Companies aren’t Afraid to Replace their Most Profitable Products

Almost 10 years ago I read an article on how Apple was so successful because it was ‘willing to eat its young’. The same is true today, if you’re going to fend off that startup that are happy grabbing 2% of your market share you have to be more ruthless than them and beat them to the door with your own product lines. Four rules of engagement: 1) Setup business units that compete with each other, 2) Find a balance between derivative products, platforms upgrades, and breakthrough innovation, 3) Create a bypass mechanism to pitch ideas to the top 4) Create a corporate goal with a percent of revenue earmarked to new products.

What I’m Reading June 26, 2016

Disruption’s Long, Slow, Complex Journey

The cycle is the same one Clayton Christian proved in The Innovators Dilemma but Steve Sinofsky does bring new examples from the retail sector. His illustrations around how long the decline can take are food for thought for those that think they can move into a disruptive position quickly. As a start-up it could become a long drawn out fight. Putting it in perspective, e-commerce is only a 300B industry compared to the total retail industry which is 4.5T just in the US alone. Sinoksky also illustrates well how businesses become trapped in a supply chain system that can stifle innovation and a rapid pivot.

Smarter Content Measurement

I must admit that when I see a new email in my inbox from Avinash Kaushik I get really excited and want to open it right away. I’ve also come to terms with the time investment, his posts take an hour of my time because I want to jump right into Google Analytics and research the topic he’s written about. This one is no exception. He shares two new custom reports which measure business value of content and technical page performance. On the business value side I found it interesting to look at Unique Pageviews against Entrance Page, high uniques and low bounce from first page in is a winning combination. Once you start adding advance filters like the number of unique page views over 10,000 and pages that are the entrance page more than 70% of the time and where the bounce rate is less than 30% then you start to see the pages that are really working for you. On the technical side the Average Page Load Time can be almost downright depressing. This report can certainly help get buy-in from those needed to spend some time and money on cleaning up some of the tech debt.

Intel Disrupted: Why Large Companies Find it Hard to Innovate, and What They Can Do about It

Looks like I was in a mode to read about how companies get disrupted this week. Steve Blank’s article looks at how companies become blind to the pending change because of the shortsighted view impressed on them by stock price. Longterm R&D does not increase stock price in the near term and is therefore easy and early to cut. Rapid shifts in technology and the start-up industry are also causing large organizations to falter and become displaced within their markets.

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