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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.

In this article we look at how technology startups are valued, how investors calculate their return, how you can position your business in that landscape, and whether you should!

I’d like to start the Campaign for Rational Business(1). CamRB(2). The aim of the campaign is pretty simple. Try to inject at least a little bit of rigour into your decision making. You’d be amazed how many businesses don’t. Articulate your idea in terms clear enough for people who work outside of your business to […]

Laying the foundations to build a brand doesn’t happen overnight. At endjin it taken many years to develop our brand look and tone of voice. In this post we talk about developing our visual language so that we can maintain a consistent look and feel across all our collateral.

Metrics & Reporting in Strategy Development

by Matthew Adams

Previously, we’ve talked about the idea that Strategy is a kind of hypothesis about the future development of your business. What’s a hypothesis? The fount of all wisdom, Wikipedia, defines a (scientific) hypothesis as “a proposed explanation of a phenomenon which still has to be rigorously tested.” You can take any metaphor too far, though. […]

Phased Thinking: Tactics for strategy

by Matthew Adams

Thinking strategically is difficult. Really difficult. You might think that whatever you are doing in your day job is difficult, but that’s peanuts to strategy. Like any big, difficult problem, it is helpful to try to break it down into smaller, less scary problems. Focus We approach strategy development in three phases. Whether it is […]

7 years ago, feels like a lifetime – for you eldest it is – but this was when endjin took the first steps in refreshing our website promoting our cloud expertise and mobile first responsive design. In this post we talk about our strategic, creative, prototyping and production processes to deliver our website and enforce our brand.

Almost all of our engagements start with a goal statement of some kind: a client comes to us and asks for some help with “something.” That “something” is, more often than not, couched in terms of a partial solution. “We need some help with our Windows Azure migration” or “We need some help with our web […]