Core Market, Core Values

Core Market

There comes a time in the life cycle of a failing product where the progenitors, in spite of their best intentions to develop a strong set of features the customer wants, find themselves scratching their heads asking the million-dollar question: “Why won’t you come?”

“Look at all these features. Now, why won’t you use them?”


There’s a misconception in product development that the feature makes the market. Most entrepreneurs — myself included — invent products that solve problems. Therefore the market for any given product is loosely defined as anyone with that problem in the area I can ship that product to. Looked at another way, products developed in this way have features that address the market that desires these features. Nice work if you can find a large market with a hitherto unmet needed solution. Good luck!

Looked at that way, it’s easy to see that  features make a market no more than a market makes features. The key is to find a small market with a small unmet need their willing to pay for a good solution to. This small market is a core market. The produces of a product with a core market doesn’t just say, “I know who I serve best,” but more importantly says, “I know who not to serve.”

Core value

At the heart of understanding how features and markets are loosely coupled is the concept of core value. Core value is a term that gets thrown out a lot in meetings with investors. Investors want entrepreneurs to distill their vision into a single core value. There’s logic in this thought experiment. It’s a values statement for the proposed company where the investor sizes up the entrepreneur’s intent. By the same token, the entrepreneur uses a core value as a shield from those who would have them stray from essence for being in business: adding value at a fair price.

Having a core value is not a vision statement but well articulated a Core Value does serve as a kind of corporate mantra. It helps the entrepreneur make decisions and serves as a touchstone for so much of the trial and error learning involved in both developing the product and articulating the market for that product.

A product with a core value says, “I know what I do best.”

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Kindle and the future of reading : The New Yorker

It takes me about a month to read any given edition of the New Yorker. Given that it’s a weekly periodical, there is no satisfaction in “completing” an issue. Instead of turning the final page and throwing it in the recycle bin, I find them stacking in the nooks of my house and work wherever they happen to be when I finish a particular passage. While there are a few parts of each new yorker I don’t particularly care for (original short fiction, for example) I find myself engrossed in just about everything the editors there have for me to ponder. Unlike Wired Magazine, which is so closely related to the work we do at 3ones, The New Yorker is a respite from the daily grind here and, as such, rarely reminds me of what I should be doing with my time other than enjoying a really good, relaxing read. That is, until today. I stumbled upon a month-old article on the Kindle. It’s a critique of sorts on the trajectory of word-loving. But more than that, it’s a researched treatise on modern day product development. It has insights for geeks and PM’s alike. And it proves an excellent touchstone for product developers who want to change, break from, and/or revolutionize time-honored traditions. I won’t spoil the article by telling you its conclusion. It rewards the effort of diving in and not coming up until you’re done. But I will say this:

There’s a fine line between loving and killing a thing.

Enjoy Kindle and the future of reading.

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The Startup Pyramid

Like the food pyramid, only richer.

The Startup Pyramid - Like the Food Pyramid, Only Richer

Achieve “market fit” product status before worrying about the rest. Which is to say, prove that there is a market for what you offer by getting a small but dedicated audience willing to pay to use it.
The most compelling KPI for market fit products is essentially customer satisfaction: the number of users who feel that they would be very disappointed if the product/site no longer existed should be north of 40%. That’s a pretty lofty goal. It’s hard to know if this measurement is applicable to media destinations as much as utilities (i.e. Huffington Post vs. Google Reader). That said, it’s something most start-ups would do well to insert front and center on their morning dashboard.
On a tangential note, have I ever shared my go-to list of entrepreneur blogs I read every day? Here they are:
You might think I’m being original when I  talk about failing fast, but I’m not. It all comes from these guys.

Read more: The Startup Pyramid.

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Social Mention Widgets

Social Mention – a social media buzz search engine and discovery platform, recently launched a widget maker that will allow you to post a real-time buzz tracker to your internal wiki, public facing blog, etc. It’s a customizable widget that works rather nicely. Give it a whirl and let me know what you’re tracking. We’re tracking “gossip girl” and “super glue” because we like sticky situations.



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q1 @ 3ones – The Gratitude Index

Q1 at 3ones: off to a good start

I should prefance this post by telling a quick story. It’s a quick story about a client meeting. I had that meeting today. The meeting was a lunch meeting. It was somewhat improptu. We found ourselves out and about town and while talking on the phone we realized we should just meet up for lunch instead.

It turned into a wrap-up meeting where we evaluated the prior work completed and a review meeting for the proposed work presumably forthcoming. We ended up chatting for a while about other things: life, kids, money, and the start-up life. For me, a typical meeting amongst friends. For the client, perhaps surprisingly and refreshingly atypical.

At the end of the meeting the client makes a point out of stopping me, as we leave our separate ways, in the parking lot to say, “Thanks.” It was understood that thanks meant more than “glad you paid for lunch.” It meant, “I couldn’t have done it without you.” It meant, “Damn, am I glad we started working with 3ones.” It meant, “I trust you.” 

I’ll take one sincere expression of gratitude like that each quarter. 

New clients

  • Retail: 1
  • Social Media: 2
  • Traditional Media: 1
  • Entertainment: 1
  • Mobile: 1

In production

  • SMS apps: 2
  • Facebook app: 1
  • iPhone apps: 5
  • Drupal site: 1
  • Community/Retail Site PRD: 1
  • Web 2.0 Product/Business Development consulting: 2
  • community content site: 1
  • developing business between our clients: 2

Publicly Deployed

Privately Deployed

  • ReSTful API’s: 4  
  • Web service validator: 1  
  • Wiki installation/customization: 1
  • Disaster Recovery Plan: 1
  • Data center design and installation: 1 
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SocialMention.com Widgetizes The CW's TV Mentions in a Social Dashboard

Occasionally we are able to do good things for our clients that stretch beyond typical product development and consulting. Occcasionally we can make matches between two clients. We’re happy when our clients are happy.

After some feedback from us, SocialMention.com (a client whose product we are advising development on) has implemented a widget for the phrase you’re tracking. Note: the following are demo widgets we’ve implemented for CWTV (a client we are helping with their approach to social media) as a proof of concept only. The widgets are not yet available to the general public.





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The Ultimate Taste Test: Validation

Just because the food has gone off it doesn’t mean you have a bum taster. On the contrary, your tastebuds are doing what they should. So what does taste testing have to do with product development?

When tests fail, the test is doing its job. Finding “fails” fast is why we create tests in the first place. This is why we validate.

I recently had a conversation with a client about why validation exposing “fails” should not be seen as application failure per se. It exposed a couple of misconceptions non-developers often have of the development process. It took a while to get my point across. I guess you can say this logic is an acquired taste. One that comes from years of developing products.

Some of those misconceptions are described below.

Code should be perfect.
Not all code can be perfect. In fact, often code is imperfect. Even if it’s flawlessly executed, it may in fact solve a different problem than the one we expected it to solve. Such code cannot be classified as “buggy.” It can, however, be classified as producing unintended results.

When tests fail, the code being tested is “buggy.”
Not necessarily. When tests fail, the only proof is that the test is producing the desired result – not necessarily that the code is buggy. The code could be doing exactly what it was designed to do. But the result, being unexpected, helped us uncover how the application should be coded differently.

Once we realize the flaw in the application design, it’s always worth it to “fix” the problem.
Not so. It wouldn’t make sense to fix things that only affect a small percentage of users. These edge cases can be so seldom that certain levels of risk in failure rates become acceptable.

All technology questions have technology answers.
Again, not so. In order to choose to fix a problem, we must first assess it. A management question arises: how much risk are we willing to accept? How much work will this take? What does that cost? What’s the upside once the work is complete?

“Fixing” the “problem” is the only real solution.
Adaptation is often a suitable alternative to re-writes. Many types of applications are designed to be flexible enough to handle “errors” elegantly and themselves become handy workarounds to “problems.”

What happens very frequently in our business is that products are created and expectations are either met or not met based on what’s created. Perfection for both the entrepreneur and the programmer or goals we expect to attain. However perfection is asymptotic. We can never have the perfect business. By the same token, it’s impossible to build the perfect product. If I buy a bottle of wine, it’s based on a number of factors. Quality is only one of those factors. Price, convenience, prestige, color, varietal, region, all factor into the decision. For the vintner, the challenge is always not to make the perfect wine (though a laudable goal that may be) but to price it correctly given the other factors inherent to it. If its tastes don’t meat the vintner’s expectations but that doesn’t mean the bottle’s bad and can’t be sold.

Bon appetit!

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What is Fail Whale?


What is Fail Whale?.

This page is a collection of a lot of user generated images for the Twitter Fail Whale. It also answers the question above. I think this is a great example of two measures we have an eye for when we help companies develop products.

First: failure is a means to the goal and should not be avoided per se. Failures help you carve out your market because it is through failing (and failing fast, as I like to say) that we learn the correct path to success.

Second: spreadability. This is a term that Henry Jenkins uses frequently to describe how users generate content. It’s a term that most people mean when they say “UGC” or “Viral Content” and it simply refers to the ability of a meme to be spread without the encoded original message getting distorted. Not only is Twitter “spreadable” but even its longstanding “fails” are worth sharing. 

What we as product developers can glean from this lesson is that once a product makes it into pop culture, expect to lose direct control of the message. And that even a culture that gently pokes fun at the product by highlighting its shortcomings is in its own way a loving culture. We tease those we love, after all. Why should it be any different for products we love?

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Fail Fast Presentation – 1.0

Release early, release often, right?

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