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Although you do not want to lose focus on the beachhead market, it is always good to consider the TAM for follow-on markets. If we do this thing, where might we take it next?

Ultimately (however long you can put it off for by taking investment), you don’t have a business if people aren’t paying you more money than it costs to develop, acquire the customer, deliver it to them, and support them for their whole lifetime with the product. We look at how you can get to paying customers.

What does “competitive positioning” actually mean? Are your competitors all solving the same problems as you, or are they the people competing for the same kind of attention, or pool of resources? We take a look at the challenges of “competition”.

Having got a very rough sketch of our product and its fit to the beachhead market, we now want to focus right in on that market, and better understand the size of the market, the customers, and our proposition to them. In this article we are going to explore techniques we can use to define our value proposition for the beachhead market.

The article is all about the very start of new product development: determining whether there is a market, and how the offering will fit that market’s needs. We’re trying to get a very quick, but comprehensive sketch of the whole product, and the market it is intended to address.

Hedy, Not Peck

by Matthew Adams

Welcome to the Hedy Lamarr (inventor of Frequency Hopping) version of the metaphor. Avoid Achieve You can read the rest of the post back here.

This is the start of a series on bootstrapping your new product development. We explore principles and tools that can be used in any environment, through the whole product lifecycle from inception to end-of-life.