DPM Summary

Class 2: Discovering your customer through profiling and jobs

Class 3: From prototyping to prioritizing your choices
Class 4: From product vision to defining the business value behind the product
Class 5: From measuring success to launching your product
Class 6: Pitching your products Andre Albuquerque - Digital Product Management

CUSTOMER DISCOVERY:
1. Building the right product is a process: 1) Discovery, 2) Validation, 3) Creation & 4)
Building.
2. Personas tend to fail at recognising what users need, while Job Stories capture
situations, motivations and the expected outcomes.
3. Discovery is about filling your Opportunity Tree and value map canvas. It should be a
snapshot of who your users are, and what stands in your way of opportunities to get to
the outcome.
4. Speaking with users leads you to pains, gains and jobs, (opportunities), which you want
to match to your pain relievers, gain creators and products/services to answer those
jobs (solutions).
CUSTOMER VALIDATION:
1. An MVP, more than a barrier to product scope, is a learning process
2. Lack of prototyping and testing is the major cause of product failures (and consequently
company failures)
3. Prototypes are the best tool to accurately assess risk, and its fidelity needs to be
adjusted at how deep this assessment needs to be
4. Prioritization is the hardest but most necessary step in the product process, and
ultimately is about balancing impact and effort.
5. Your solution and experiment process leads to the right MVP

Digital vs. a non digital product

Product that is powered by technology vs. product that is not
à A digital product augments amount of functionalities through technology
à A digital product boosts each individual functionality through technology
à Technology emboldens what you can now do versus what you could do, considering the
same use case

Types of products:
- Ecommerce (Zalando, Alibaba, Amazon): “The activity of buying or selling of products
on online services or over the Internet...”. The digitalization of your “shopping mall”
à 20%-50% Margins, Transactional business, GMV main metric
- Marketplace (Airbnb, uber, ebay) : “type of e-commerce where product or service
information is provided by multiple third parties, processed by the marketplace
operator”. The digitalization of connected supply and demand
à 3%-15% Take rate, Commission business, Transactions main metric
- Social product (Instagram, linkedin): “online platform which people use to build social
networks or social relations with other people who share similar traits and interesses”.
The digitalization of communication
à 50-90% Margins, Advertising business, ARPU/Utilization main metric
DPM Summary

- Saas Product (slack, salesforce): software licensing and delivery model in which
software is licensed on a subscription” The digitalization of services; !! highest margins
à 80%+ Margins Recurring revenue business MRR/ARR main metric
- Hardware product (Tesla, Apple watch): When hardware is the core manifestation of
your product and experience. The commercialization of physical technology
à 10%-30% Margins High value transaction Sales main metric

Mostly à mix of the above

! achieve real scalable enduring success depends on a combination of models (e.g. Iphone).

Often, value comes from

1. the ecosystem: 2. the value chain:

Most valuable real estate in the world: home screen of phone

A product is not what you see:

“People don't buy what you do; they buy why you do it. And what you do simply proves
what you believe”

Which companies do these missions belong to?

FACEBOOK: “To give people the power to share and make the world more open and
connected.”
TWITTER: “To give everyone the power to create and share ideas and information instantly,
without barriers.”
Uber
UBER: “Seamlessly connecting riders to drivers through our apps, we make cities more
accessible, opening up more possibilities for riders and more business for drivers.
GOOGLE: “To organize the world’s information and make it universally accessible and
useful.”
DPM Summary

à The product manager turns these missions into products

à !! If there is one thing you need to remember is that Product Managers need to be in love
with the problems, not the solutions.

Venn Diagram:
!! Connecting the right process with the right product
!! Living within the opportunity space and the solution space

The product team: “Every product begins with the people on the cross-functional product
team. How you define the roles, and the people you select to staff the team will very likely
prove to be a determining factor in its success or failure.”

What is the scope of a product team?

Feature ownership - Product team is responsible for a particular feature or set of features
that make a specific experience within the product. (e.g.: Instagram stories)
Vertical ownership - Product team is responsible for developing all products and feature for
a specific vertical. (e.g. amazon voice products, airbnb experiences products)
Customer ownership - Product team is responsible for building the products and features for
a specific customer. (e.g. Uber driver product, Airbnb Renters product)

On Part 1 on Digital Product Management...

1. Digital products can achieve massive scale and growth by augmenting features and
individual functionalities
2. Product managers are mini-CEOs of the product living in between engineers,
designers and stakeholders, acting as a Maestros of technology builders
3. Product managers need to obsess over problems not solutions and work across the
board to deliver them to users and customers.
4. Business Models and Operational Models dictate a lot of the experience.
5. 3 different scopes of teams: feature, vertical and customer ownership.
DPM Summary

So how do you decide what to build?

1. Understand value à create new value curve: Raise, create, eliminate, reduce-> max
value gap (customer+supplier pervceived value)
Lean Product Opportunity Assessment
2. Assess Risks à Desirability, Usability, Feasibility, Viability, Ethical risks
3. Understand users à Customer discovery (Problem, Solution)

1.EVALUATE THE OPPOTRTUNITY:

Getting to know the company and the market and identifying an opp./ problem to tackle

1. Understand value
1.1 Research on the company, products and ecosystem e.g. Google research
1.2 Understanding the opportunity/problem (User Empathy) e.g. Interviews
...the regard that sth is held to deserve; the importance, worth, or usefulness of something.”

Successful products create new value curves by changing standards

Four Actions Framework for Value Innovation:

The wider the gap, the better your product competes

DPM Summary

How is Uber changing the standards of the transportation industry? - (for Customer)
REDUCE CREATE RAISE ELIMINATE

How is Airbnb changing the standards of the hospitality industry?

Petal Diagram: A great way to assess market size:

Lean Product Opportunity Assessment

DPM Summary

1. Value Proposition: Exactly what problem will this solve?

2. Target: For whom do we solve that problem?
3. Market Size: How big is the opportunity in market size? (TAM SAM SOM)
4. Competitors: What alternatives are out there?(Competitors)
Additional PAO:
• Why are we best suited to pursue this? (our differentiator)
• Why now? (market window)
• How will we get this product to market? (go-to-market strategy)
• How will we measure success/make money from this product? (metrics/revenue strategy) 9.
What factors are critical to success? (solution requirements)

2. Understand Risk/ Risk Assessement

à It’s about prioritizing the right risk

Risk involves uncertainty about the effects/implications of an activity with respect to

something that humans value.”

The risks you need to assume

Will the customer Is there a risk that

buy the prodduct? the C does not know
how to use it?
(1) Competitors have (1) Hypercompetitive market (1) Cyberattacks on user-data might harm
exclusivity agreements with with low entry barriers, Uber Eats reputation
merchants in place thus success depends on (2) Platform drivers may show inappropriate
Lack of drivers will (2) Additional operational push marketing behaviour or action that can harm Uber
Price sensitivity of incapacitate user to processes required bear (2) Requires significant Eats
economically-disadvantaged get their deliveries at potential for failure investment into tech, (3) Initiative may be perceived as “corporate
consumers might discourage home; Late and/or (3) Physical limitation of drivers
operations, marketing and greenwashing” as ESG-unconformity
caps basket size, thus profit
CRM
usage incomplete orders remains
margin shrinks (3) Industries' sub-cost prices
might harm user used to attract and
experience maintain users hinders
profitability

Why does this matter? The relationship between product areas is to de-risk.
DPM Summary

3. Understand Users
à Understanding the user and the problem in Depth

It’s about getting to phase 2

and being able to market
something people actually want

“A user is someone who interacts with products in

order to reach a goal.”
- Do pre and post market tests
- Understand who is your early market

1.CUSTOMER DISCOVERY:
- understanding your customers, their problems, their preferences & buying behaviour

1. Customer profiling: Do interviews to map the opportunity space (e.g. uncover jobs
pains, gains) à identify opportunites
2. Prioritize opportunities (gains: essentiality; pains: intensity; jobs: importance)
3. Translate Customer profiles into opportunity solution tree

4. Opportunities are turned into

solutions that create value
Solutions will be (Value MAP/ Value proposition) Gain creators
Gain creators
- How your product creates gains for users
- How you intend to deliver the benefits
expected by your customers when solving
Products+Services

the problem
Pain Relievers
- How your product alleviates pains for
users
- How you intend to eliminate or reduce
the pains your customers are feeling when
facing the problem
Products and Services (and Features)
- Products, services and features your product offers Pain relievers
- What your product does that delivers gains and relieves pains

Job stories
Situation(When) Motivation (I want to) Expected outcome (so I can)
DPM Summary

I don’t know what to eat It to be delivered in a eco Reduce my footprint

friendly way
It is a curefee/ I am sick Order ready made melas Get better, get food in a convenient
and cant leave my home way

5. Run the solution ideation and experiment

Explorative Interviews
● 5 steps
1. Ask questions that help uncover jobs 2. prioritising jobs - Ask how important?
3. Ask questions that help uncover gains 4. Prioritising gains: Ask how essential?
5. Ask questions that help uncover pains 6. Prioritising pains - Ask how intense?

Framework to uncover opportunites:

5 Why’s - (why as opp. To understand the problem behind problem)

How to run interviews:

1. Run away from bad data - Never ask opinions, ignore compliments, disregard
hyperboles: “I always”, “I never”, ignore future tense is hypothetical: “I will”, “I
would”, “I might”
2. Focus on past events, not future imagination - Make your questions around “When
was the last time...”
3. Find emotional triggers - “Why are you so happy using this product?” , “What is
hurting when using the current option?”, “What part makes you the most excited?”
4. Don’t seek approval - Don’t fall into pitch mode. Use your mouth and ears in
proportion.
Uncover jobs (questions) – visit homes, check photos, negotiate price, money secure
1. What is the most important thing your customer wants to achieve?
2. What problems are your customers trying to solve?
3. In what situations or contexts are your customers when they have the problem?
4. What tasks are your customers trying to get done?
5. What emotions are your customers seeking?
6. How do your customer wants to be seen by others?
Uncover Gains (questions) – high quality photos, value>price, person contact
1. Which savings would make your customers happier in the current solution?
2. What is the service levels they expect, and what would they wish for more or less of?
3. How do current solutions delight your customers?
4. What makes them look good towards others?
5. What are basic things they expect or require from a solution?
6. What do customers dream about but think will never be possible?
Uncover pains (questions) – uniplaces e.g.: being scammend, got money stolen
1. What frustrates or annoys your customers with current solutions?
2. What existing value propositions under perform?
3. What are the main difficulties your customers find with existing solutions?
4. What negative social consequences do your customers fear?
5. What’s keeping your customers awake at night? Biggest issues, concerns, and worries?
6. What common mistakes do your customers make with their current solution
Two steps to customer discovery:
1. PROBLEM:
i. Are we solving a real problem? Identifying customer pains and gains.
ii. Who are the customers we are solving for? What do they see/ say/ feel/ do/hear?
iii. Can we find C who has this problem and would pay us to solve it?
2. SOLUTION:
i. Is this the right solution that would actually solve the problem of the customers we
found that are ready to pay us for it?
à Focus on early market (Innovator, 2,5%; Early Adopters, 13,5%) to be successfull
DPM Summary

Identifying the route causes of the problems and needs:

Customer Profiling
- Dentify Pains, Gains and Jobs - Prioritize Pains, Gains and Jobs
1.Value Map Canvas
Set of characteristics you
VALUE MAP CUSTOMER PROFILING assume, observe, and verify
about your market à
opportunities (OST)

GAINS

JOBS

solutions

PAINS

• ● Understanding gains:
o ○ Unexpected gains: Beyond customer expectations
o ○ Desired gains: Gains users would love to have.
o ○ Expected gains: Basic expectations from solution
o ○ Required gains: Without this, product doesn’t work (for the user
• ● Understanding pains
o ○ Functional: Something that doesn’t work
o ○ Social: Something that makesv me look bad
o ○ Emotironal: Something that makes me feel bad
• ● Understanding jobs
o ○ Functional: Completing a specific task
o ○ Social: When they want to look good against others in society
o ○ Emotional: When a use seeks a specific state of feeling, emotional state

Jobs:
● Helps to understand the motives of people in specific moments, not generalized to a target
group
● Job Stories:“I am (moving to another city),Iamtryingto(findanewapartment),but(it is hard to
find something affordable) because (online platforms scam you) which makes me feel
(insecure)”
Job Analysis
○ High Level Job (f.e. Book a suitable apartment)
○ Smaller Jobs (Search for apartments + manage communication)
○ base level Jobs (research on platforms, define price level, define area, contact
landlords, dont miss emails, answer to emails)
○ base level jobs ( knowing local standards, knowing what i want, building up trust
for landlords)

à people prefer inertia (example: buying a mattress)

4 forces of intertia
1. Push à “This mattress is pretty uncomfortable. I’m waking up multiple times in the night
with back pain.”
DPM Summary

2. Pull à If I get a new mattress, I can sleep better. I’ll be in a better mood at home and at
work.”
3. Anxiety à“What if the new mattress turns out to be just as bad as the old one? I can only
try it out for a few moments in the store.”
4. Attachment à I’ve had this mattress since college.”

2..Opportunity Solution Tree

Desired outcome: Where you want to get, The end result: What
success looks like?
Opportunity: Translate pains, desires, needs, and jobs that
stand in the way of achieving your outcome
Solutions: The possible solution to solving for each opportunity.
Products, features, process, people
Experiment: The range of tests you will run to observe what is
the best execution for each solution

Consider, when designing an opportunity solution tree:

1. Opportunities are always customer-centered - Don’t build opportunities as a way to
solve a business problem. Focus on what customers need to achieve, solve and attain.
2. Opportunities need to be exclusive - Each opportunity should be unique to itself. If two
are similar, they should be merged. Maybe one is a cause of the other.
3. Make opportunities clear - Be very specific on the opportunity naming. Explain what the
customer wants or looks for in detail. Otherwise it will be broad and create duplication.
4. Don’t make solutions as opportunities - When interviewing, customers might say they
want a solution. Focus on finding the pain, desire, need or job that makes them want the
solution. That is the opportunity.
5. Don’t make feelings as opportunities - Customers might say they are angry, frustrated or
love something. Capture the cause of the emotion. That is the opportunity.

1.CUSTOMER VALIDATION:
à Translating Jobs into features and build and test first prototype
à build your prototype and MVP; GOAL: match the value map with the customer profile
à Your MVP process is about going from experiments to your set of solutions that make
your first version
Prototype approach
Step 1: Make an observation
Step 2: Ask a question
Step 3: Form an hypothesis (or testable explanation) and make a prediction
Step 4: Test the prediction (!!! prioritize Solutions to test)
Step 5: Iterate (use the results to make new predictions or hypotheses)
DPM Summary

Validating your MVP is about repetition

1. A process that you repeat over and over
2. The highest risk hypothesis tested through the smallest experiment
3. Focused on finding which assumption (risk) is wrong
4. The fastest, cheapest way to put something in your users hands

5 principles of prototype
1. The overarching (and if possible only) purpose of a prototype is to learn at a much
lower cost of time and effort. Prototypes need to be 10x “cheaper” than product-
versions of the solution.
2. The act of prototyping to think through the problem deeply. If you don’t dive deep and
uncover hidden issues, your prototype is lacking effort.
3. Prototypes should be developed in collaboration between product, design and
engineering.
4. Fidelity level needs to adapt to the purpose of the data you are gathering
5. Prototypes need to aim at discovering one or multiple risks (value, feasibility, viability,
usability)

Steps before setting up the final prototype:

Step1: Your experiment work is a blueprint for your prototype
Step 2: Start with breadboarding to map out the experience
Step 2: It’s about the key actions of an experience. Keep it simple.
Step 3: Then jump to Fat Market before polishing the experience
Step 4: Concierge/Wizard Testing
Step 5: Fidelity testing (using power point – real product (app, website)
Build, test, iterate, test, iterate, test, iterate

Important rules for prototyping:

1. Focus on solutions for the highest prio opportunities
2. Start with small and simple solutions
3. Use the tools you’re comfortable
4. Don’t reinvent the wheel where you don’t have to
5. More prototypes = more learning

Data Accuracy Prototyping Pyramid:

4 types of prototyping and research tasks

Concept Verifying if people can quickly understand what they are looking at,
validation what it does, if solves the problem and creates value
Navigation Testing whether people find what they think they’re going to find
DPM Summary

based on the tasks you present

Specific features Testing if the feature gets the right steps to accomplish the intended
task and if it solves the proposed intent.
Microcopy Testing if there is anything confusing in the copy, specifically
labels, categories, button names and short descriptions.

Prioritization Frameworks when building a MVP:

Prioritization Framework: (Map solutions along impact and effort)

MoSCoW Method:

Moscow, e.g., Airbnb: (Map solutions along must, should, could, wont have)

[R]ICE Framework
[Reach]: Number of people/events per time period.
Impact: How much this initiative will move the needle?
Confidence: How confident you are in your assumptions
Effort: total amount of time a project will require from all members of your team: product,
design, and engineering
DPM Summary

4.Define the Vision and Business Model

Product Vision
o inspiring picture of the future that you want to create
o it’s the “why” of your whole doing
o techniques
§ rally behind a commony enemy (uber, revolut, transferwise...)
§ “show” the future, stretching creativity, inspiring,
5 principles of Product Vision
1. Start with why
2. A big future: Think how the future should be, on your terms, as big as possible;
Don’t be afraid to think big
3. Flexible strategy: Be stubborn about it but flexible how to get there.
Product Strategy:
Requires strong product strategy (agile, iterating process)
1. Focus on outcomes, not outputs. Optimise for product outcomes
2. Don't build fixed roadmaps, leave space for uncertainty
3. Product strategy happens in the opportunity space, not solution space
4. Focus on one target market/persona/outcome
5. Optimise for alignment with business strategy, go-to-market, stakeholders
6. Obsess over customers, not competitors. What is happiness for them?

Business Models:
Ad-Based Revenue Model (large scale usage, specific targets). Eg: Facebook
Affiliate Revenue Model (content based, niche audience, transaction enabler) Eg:
GoDaddy
Transactional Revenue Model (direct sales of products). Eg: Amazon
Subscription Revenue Model (recurring value, pay for access). Eg: Netflix
Channel Sales (clear retail partner, agent with a mass audience). Eg: Warby
Parker
Freemium Model (In app purchases, trial and premium, paid tiers). Eg: Medium

Business Model Canva

à every decision impacts your cost structure and your revenue stream
DPM Summary

Customer Segment Which customer segment delivers more revenue? And margin?
Which customer segment costs more to acquire?
Which segment sees more value in my product?
Which segment requires more relationship cost?
Customer How much revenue can I extract from investing in the relationship?
relationship How do you interact with your customer?
Channels What is the cost of acquiring a customer on each channel?
What is the average revenue brought by customers of that channel?
What is the LTV (lifetime value) generated by customers from that
channel?
How much it costs me (fixed and variable) to use a specific channel?
Value proposition How much value does each revenue stream each proposition generate? How much
margin?
Key activities What is the cost of executing the key activities to deliver the value proposition?
What is the value attributed to each activity in terms of revenue?
Key Resources How much it costs to acquire and maintain the resources to deliver value?
What is attributed in value to each resource?

Key Partners How much it costs to maintain partners?

2. What is the cost to acquire new partners?
3. How much margin are each partners extracting from my revenue?
4. How much is each partner attributed to a revenue stream? What is the ROI?

Designing your pricing strategy: Margins are important!

How to make product decisions:

Decision Framework (Bezos)
Type 1: hard to undo: decisions are not reversible, and you have to be very careful making
them.
Type 2: easy to undo: decisions are like walking through a door – if you don’t like the
decision, you can always go back.

5..Testing and communicating vision, strategy and decision: Landing pages:

7 steps to perfect landing pages:

1. Plan how the user’s eye will travel
2. Refine the copy
3. Use bullet points/numbered lists and structure the information you present
DPM Summary

4. Remove your usual navigation and exit points

5. Include a beautiful product shot
6. Establish your brand’s credibility
7. Reinforce the value proposition by repeating key words
8. Make the “submit” action crystal clear

RoadmapàApproach: define KPIs for all areas

Keep it light: Now, Next, Later

Roadmapping:

6.. Defining Metrics and a launching strategy

What really matters when defining measurement

1. Understand what business you’re in.
Your business model defines what needs to be measured: Subscription,
Transactional, Game, App/In-App, etc. Each model has more suitable OMTM s at any
moment.
DPM Summary

2. Understand at what stage you are.

Different stages have different goals Common stages are MVP validation, Feature
optimisation, Business model optimisation.
3. Know why you’re measuring something.
Consider the reason for measurement. Is it to optimise a feature? Is it to track
business adoption? Is it to make decisions?

What good metrics look like:

Loyalty - “How likely is it that you would recommend our company/product/service to” a friend or
metrics colleague?”
Net - Studies show correlation with revenue evolution
Promoter - Simple approach, easily implementable, available at any stage, as long as you have
Score customers/users
NPS = % Promoters - % Detractors > 30 à good
NPS varies per industry: e.g. consulting (62), digital marketing (57);
Lowest: Internet/ telecom prociders
Important bc:<>
- Promoters are 4x more likely to buy again
- More likely to forgive a company
Poor experience:
- 89% more likely to buy from competition
- 22% more likely to cut spending
Functional MAU/DAU - Monthly / Daily Active Users, social metrics
metrics GMV | AOV - Gross Merchandising Value, Average Order Value, ecommerce/D2C metrics
Various LTV - Lifetime Value, repeatable purchase metric
CPA | CPC | CPL - Cost per acquisition/click/lead, acquisition funnel metrics
ARPU - Average revenue per user, B2C metrics
Contribution/Take rates - % of kept sales, net revenue/total sale, marketplace/ecommerce
Accounting metrics (Gross/Net Revenue | Profit, EPS...) - Overall company metrics
Sales - Individual units sold / transacted, commonly adapted to the industry/model (eg:
nights)
Retention Rate | Churn Rate - Retained and lost customers. SaaS/Subscription metrics
ARR/MRR - Annualised/Monthly Recurring Revenue, SaaS/Subscription metrics
Metrics by operating model:
e.g. Uber: Demand side: AW: average waiting time; %SU supply side: utilized supply
-> surge pricing
DPM Summary

Alignment
metrics
OKRs
Increase overall customer happiness

Hit 80 NPS during Q2

Get > 9/10 ratings in the april sales

Follow up 100% customers that bought las quarter by EoM

Increase customer support team by x2 during q2
Funnel Acquisition, Activation, Retention, Referral, Revenue
Metrics
AARRR

Growth is a continuous loop

Launching strategy:
DPM Summary

Methods to cross the chasm between early adopters and early majority

1. Piggybacking

Targeting another platform with a similar audience can be a quick way to grow your marketplace.
the better Airbnb does, the better the complementary service platforms do, while Airbnb benefits
from the added value to its users.

2. Finding a replicable growth model

“A low cost market entry strategy in which two or more firms represent one another's
complementary (but non-competing) products in their respective markets.”

3. AARRR Launching Strategy

● Acquisition – how do customers find you?
- How do we believe we acquired someone?(f.e. downloading the app, signing in on
website)
- On which channels do we acquire users? (f.e. word of mouth, google search, online
press,
● Activation – how many are getting to Aha
- How do we prove that there is an attempt to use our product/service? (f.e. tinder:
swipe, uber eats: filling shopping bag)
DPM Summary

- What prevents most users from the activation action?

- How can we facilitate the user to do the action?
● Retention – how many are coming back
- How can we show users are sticking?
- How can we encourage users to come back?
● Referral – how many are advocating for you?
- What shows that someone is bringing more users? (f.e. click on share button, code
being used,)
- What can we put in place so that users attract new ones?
● Revenue – How many are paying for you?
- What represents money or value?

EXAM:
6 fragen
Small CASE (half page, self written) of company that builds product à (6 question about
applying the frameworks we discussed about building the product)

_________________UBER EATS + 2Good2Go EXAMPLE_____________________________

UNDERSTAND VALUE
Reducing costs, creating value, raising value, eliminating costs

Lean product opportunity assessment

DPM Summary

UNDERSTAND RISKS

UNDERSTAND CUSTOMER
1.CUSTOMER PROFILING:

2.Prioritazioation of Jobs, Pain, Gains à OST

à oppotunites into solutions à Gain creators, pain relievers, product/ services
DPM Summary

3..Solution Assessment – Prioritization of Solutions based on Impact and Effort

1. Allow customers to know the origin of the food
2. Notification that shows how much food/CO2-emissions
was saved
3. Monthly recap: “You have saved 5kg of food”
4. Loyalty program: Meals saved per year
translate into discounts
5. Provide unlimited delivery windows for surplus food
6. Infographic that shows how much food we saved in
total
7. Allow merchants to sell surplus food at a reduced price
8. Option to choose between normal / eco-friendly
delivery
9. Allow customers to notice if restaurants value eco-
4.Sort Prioritized Solutions into MoScoW Framework friendly practices
10. Eco-friendly packaging materials
11. More partnerships with healthier merchants
12. Drones as a means of transportation
13. Provide nutritional information for different meals
14. Strategic partnership allowing drivers to use lime
scooter

5.. Use Rice score to prioritize Solutions :

DPM Summary

6.. Customer Validations

Build prototype / high- low fiditily based on

LAUNCH
Define business model
Define OKR’s

AARRR Framework as launch strategy