Yesterday, all my troubles seemed so far away. Now it looks as though they're here to stay. Oh, I believe in yesterday. – The Beatles It’s easy to think that Product/Market Fit is a tipping point in time when all your troubles go away, because you reached that magical moment. But that’s in theory, not reality. In practical reality, Product/Market Fit is a continuum*, and it is rarely the result of a single defining event or variable. Reaching Product/Market Fit is always obvious in hindsight, but not so clear in foresight. In a post I wrote last month,
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Product/Market Fit is a Continuum
Yesterday, all my troubles seemed so far away. Now it looks as though they're here to stay. Oh, I believe in yesterday. – The Beatles It’s easy to think that Product/Market Fit is a tipping point in time when all your troubles go away, because you reached that magical moment. But that’s in theory, not reality. In practical reality, Product/Market Fit is a continuum*, and it is rarely the result of a single defining event or variable. Reaching Product/Market Fit is always obvious in hindsight, but not so clear in foresight. In a post I wrote last month,
says “achieving product/market fit is a good tactic, but not an operational theory”, because you never know when you’ve exactly hit it. That's very true. In that same post's comment space,
Albert hit on the behavioral side of user adoption, and that’s key because you can’t fake your way into growth if users are challenged or puzzled each time they interact with your product. But I became obsessed with answering Jim’s question thoroughly, so I went on a research hunt, and after reviewing a lot of
, argues that Business Model realization is part of the Product/Market Fit, and that includes the Value Proposition, Customer Segments, Channels, Customer Relationships, Cost Structure and Revenue Stream.
=> Take-away:
if you can’t realize the business model, there is no Product/Market Fit.
astutely remind us that maybe we should think in reverse, i.e. Market/Product Fit, not Product/Market Fit.
=> Take-away:
“Instead of building new features, or rebuilding from scratch, try pointing your product at a new market.” Marc, Steve, the trio and the duo are right. We need to look at Product/Market Fit as a holistic continuum that takes into account the team, the business model, user traction metrics and the market. So, I put together this table to capture all these elements at the Before and After stage. [table id=4 /]
This Conundrum was a Continuum
The Product/Market Fit is a continuum because it’s a series of steps and doors that open progressively, each allowing you to do things that you couldn’t do well before. I love this picture to depict the evolution towards Product/Market Fit.
Summary
The Product/Market Fit is a multi-variable equation, not an event.
Getting to Product/Market Fit is like a dance where the product and the market are trying to align and synchronize.
Product/Market Fit is also like an orchestra or a chorus, because the team and the business model have to sing in harmony.
says “achieving product/market fit is a good tactic, but not an operational theory”, because you never know when you’ve exactly hit it. That's very true. In that same post's comment space,
Albert hit on the behavioral side of user adoption, and that’s key because you can’t fake your way into growth if users are challenged or puzzled each time they interact with your product. But I became obsessed with answering Jim’s question thoroughly, so I went on a research hunt, and after reviewing a lot of
, argues that Business Model realization is part of the Product/Market Fit, and that includes the Value Proposition, Customer Segments, Channels, Customer Relationships, Cost Structure and Revenue Stream.
=> Take-away:
if you can’t realize the business model, there is no Product/Market Fit.
astutely remind us that maybe we should think in reverse, i.e. Market/Product Fit, not Product/Market Fit.
=> Take-away:
“Instead of building new features, or rebuilding from scratch, try pointing your product at a new market.” Marc, Steve, the trio and the duo are right. We need to look at Product/Market Fit as a holistic continuum that takes into account the team, the business model, user traction metrics and the market. So, I put together this table to capture all these elements at the Before and After stage. [table id=4 /]
This Conundrum was a Continuum
The Product/Market Fit is a continuum because it’s a series of steps and doors that open progressively, each allowing you to do things that you couldn’t do well before. I love this picture to depict the evolution towards Product/Market Fit.
Summary
The Product/Market Fit is a multi-variable equation, not an event.
Getting to Product/Market Fit is like a dance where the product and the market are trying to align and synchronize.
Product/Market Fit is also like an orchestra or a chorus, because the team and the business model have to sing in harmony.
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