Chapter 3:
 I)Product Vision
=describes the main (ultimate) purpose of a product, the positive change it will bring about.
It’s a big aspirational goal ;It should inspire others
+ be the foundation of the product strategy.
answers a high-level, forward-looking question such as:
Where are we headed? Or "What future do we want to create with this product?"
Besh ykoun behi;£ this criteeria :
Inspiring: creates a purpose for the people working on the product.
It provides motivation and guidance even if the going gets tough.
Shared: The vision unites people, and acts as the product’s true north.
Ethical: A good vision gives rise to an ethical product that truly benefits its users
+does not cause any harm to people & planet.
Concise: easy to understand +remember.
Use: slogan—a short, memorable phrase
Ambitious: describes a big, visionary goal.
Enduring: Despite its name, it’s important to keep the product vision free from assumptions about the actual product
or solution.
==> allows you change the product strategy and the product while you stay grounded in your vision.
A Product Vision
==>a reference point to constantly question : « Are we moving in the right direction? »
+Helps or steers the team towards a defined goal.
+Remind the team about the responsability of stakeholders and product managers
==> It’s about:
a future state
/the final impact that the
pdt will make
 II)Product strategy:
= high-level plan :outlines what a business wants to achieve with its product
+ how it plans to do so
outlines :how the product will achieve business objectives,
meet customer needs,
outperform competitors
Setting approches to :realize the vision
make the product successful.
( In short )= how you are going to win,how you will get there (chnya l ways? Choices?)
(eg:Coca cola :For people searching for a tasty beverage, Coca-Cola provides a wide choice of drinks that refreshes both body and
spirit. Coca-Cola sets itself apart from other beverage companies through a customer-centric approach – using their products to
make a positive difference in the lives of their customers. )
 Components :
1. Target Market & Customer Needs
Customer Segmentation: Identify the primary user personas and their pain points.
Market Research: Understand industry trends, demand, and gaps.
Jobs-to-be-Done (JTBD): What core problems does the product solve for customers?
What problem does it solve / what benefit does it bring?
2. Competitive Positioning & Differentiation
Competitor Analysis: competitors’ strengths and weaknesses.
Unique Value Proposition (UVP): What makes the product stand out?
What makes it better or different than competitors? eg: unique, superior, affordable)
3. Business Goals: What results are we aiming for? Clear objectives (e.g., revenue growth, market share, customer
retention) that the product aims to achieve.
Success Metrics: KPIs (Key Performance Indicators) to measure progress (e.g., NPS, conversion rates).
 Pdt objectives:
Must updtae dima;
For :new product the previous points must be tested
:Existing products :must go over these points to refine them and avoid the P/M fit slipping away.
 Benefits vs soluctions
(houni fi step hedhy;lkhdm alkol al benfeits:
 Kano model: User needs and satisfaction:
Customers will categorize the features / benefits of a product into 3 buckets:
Must Haves/Be ( Threshold benefits)
(basic features)
the features / benefits the product
must have in order to remain a viable
contender for my B.
EG: a personal must have when it
comes to car is safety/security
Performance(1 Dimentioanl )
Delighters (Excitement)
features have a linear relationship to
features have a exponential
relationship to customer
satisfaction
always expected by customers
==> the less pronounced they are, less
satisfied
==> more pronounced they are,
the higher satisfaction
==> exisit:not satisfaction
customer satisfaction
Must:match customer expectations
+ be of the same quality as those of
competitor products.
For example, excitement
==> not exist :dissatisfaction
Example: Telephone function of a
Example: Resolution of the camera of
smartphone
the smartphone
example, a personal performance
benefit when it comes to cars is fuel
efficiency/economic/ comfortable
model is dynamic . Over time, delighters become performance factors and performance factors become must haves.
3. Attractive features (Attractive):(nafs delightrs)
features are not expected by customers but are well-received if they are present.
==>present==> >>satisf
==> not present ==> not dissatisfaction
These are the features to beset differentiate from competition.
Example: Free case delivered with a smartphone
4.Neutral/indifferent features (Irrelevant):
These factors do not add value for customers + do not have an impact on satisfaction, either when present or absent.
==> present
==>Nothing
==> absent
Example: Number of ringtones on the smartphone
5. Reversed features (Reversed)
Unwanted features that reduce customer satisfaction when present.
==> present ==> dissatisfaction
==> absent ==> aadi !
++ 2 features to keep off the roadmap:
Indifferent” , customers won’t care about.
“Reversed” , will upset customers.
Example: Permanent tracking of the smartphone
How to Create a Kano Model ?
Competitive research. Reviewing the marketing sites + actual products of others in your space ==> help you
et a sense for the must haves (what do all the products have in common?).
Qualitative interviews. You can ask ::
How do you feel if you have this feature? (Functional Question)
How do you feel if you do not have this feature? (Dysfunctional Question)
Elmoufid baad ma7kit belgde m3a ur new cstmer==> lazem tkoun 9ader ala enek start bucketing the factors into must
haves, performance and delighters.
Tell me about how you decided to buy this product you recently purchased.
What factors did you use to decide whether this product was right for you?
Pdt strategy exemple:
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Think about long term
Determine target market :segmentation
Think in terms of benefits
Clarify your unique differentiators
Clear objectives that support business goals
product strategy must align with the overall business model, vision, and resources.
A great product that doesn’t serve the company’s direction or capacity is still at risk
III) Product roadmap:
To document the delivery path
states how the strategy is implemented
describes how the product is ikely to grow.
is a plan that :breaks down the product delivery by stages.
Product managers use product roadmaps to :align internal stakeholders and educate the market on their vision.
In short = a visual communication tool that illustrates high-level product strategy.
Include :upcoming features
technical considerations,
demonstrate how a product will evolve over time
Eg:release roadmap:
Ynajmoo ykounou f chakl timeline ou le raw
Hedhy :quartly:
 the value/effort matrix
=is a feature prioritization model used to build effective product roadmaps.
a useful tool for product managers helps them to prioritize product features based on their relative benefits and effort
The value/effort matrix is a 2×2 matrix with:
Effort on the x-axis, defined as: the resources needed to complete a task.
That is, how difficult will the task be to complete?
Value on the y-axis, defined as :the business or product value a feature will bring.
Value can be defined in several ways;
How will the feature help gain new customers?
How many customers will the feature impact?
How does the feature help the business make money?
Does the feature increase product virality?