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---
name: product-strategy-canvas
description: Build a comprehensive product strategy covering vision, segments, value proposition, trade-offs, metrics, growth, and defensibility. Use when defining or refining product strategy, preparing for strategic reviews, or aligning teams on direction.
---

# Product Strategy Canvas

A structured 9-section framework for defining, validating, and communicating product strategy — covering everything from vision to defensibility.

---

## Purpose

Product strategy is the most under-documented artifact in most organizations. Teams have a roadmap (what to build) but not a strategy (why and how to win). This canvas forces explicit answers to the nine questions every product strategy must address.

---

## When to Use

- Defining strategy for a new product or product area
- Annual or bi-annual strategy review
- Preparing for a board or leadership strategy presentation
- When a team has a roadmap but can't articulate *why* these initiatives matter
- When joining a new team and need to understand (or create) the strategic foundation

## When NOT to Use

- Sprint-level planning (use OKRs + roadmap instead)
- Feature prioritization (use an Opportunity Solution Tree)
- Competitive analysis only (use a dedicated competitive analysis)

---

## Required Context (Ask If Missing)

- **Current product state** — what exists today, who uses it, key metrics
- **Market landscape** — competitors, trends, customer segments
- **Company strategy** — mission, vision, key bets, funding stage
- **Customer research** — interviews, JTBD, pain points, satisfaction data
- **Financial context** — revenue model, unit economics, growth targets

---

## The Nine Sections

### 1. Vision

The aspirational future state your product enables.

**Answer:**
- What world are we trying to create?
- Why does this product deserve to exist?
- What change do we want to see in 3–5 years?

**Format:** 1–2 sentences, inspirational but grounded.

**Good:** "Every small business can understand their finances as well as a Fortune 500 CFO."
**Bad:** "Be the best accounting software." (generic, not aspirational)

---

### 2. Market Segments

Who you serve — defined by problems and jobs, not demographics.

**For each segment:**

| Field | Description |
| --- | --- |
| Segment name | Descriptive label |
| Size | Estimated TAM/SAM for this segment |
| Primary JTBD | The job they're hiring your product to do |
| Current solution | How they solve this today |
| Switching motivation | Why they'd switch to you |
| Priority | Primary / Secondary / Future |

**Rules:**
- Define segments by behavior and needs, not company size or industry alone
- Identify your **primary segment** — you can't be everything to everyone
- Each segment should have a distinct JTBD

---

### 3. Value Proposition

What you offer that's uniquely valuable — structured as a before/after narrative.

**Template per segment:**

```text
FOR [target segment]
WHO [have this problem / need]
OUR PRODUCT [category]
PROVIDES [key benefit]
UNLIKE [current alternative]
WE [key differentiator]
```

**Also answer:**
- What does the customer's world look like BEFORE your product?
- What does it look like AFTER?
- What makes your solution uniquely suited to this problem?

---

### 4. Trade-offs (What We Will NOT Do)

Strategy is as much about what you refuse to do as what you choose to do.

**Explicitly state:**
- Features or segments you will NOT pursue (and why)
- Competitors you will NOT try to beat head-on
- Quality dimensions you're willing to sacrifice (e.g., breadth vs. depth)
- Market positions you concede

**Format:**

| We will NOT... | Because... |
| --- | --- |
| Build an enterprise version | Our advantage is simplicity; enterprise complexity would erode it |
| Compete on price | We differentiate on value, not cost |
| Support on-premise deployment | Cloud-only keeps our iteration speed high |

---

### 5. Key Metrics

How you measure strategic progress — not feature metrics, but business health.

**Define:**
- **North Star Metric** — the single metric that best captures value delivery
- **One Metric That Matters (OMTM)** — the metric to focus on THIS quarter
- **Input metrics** — leading indicators you can influence directly
- **Guardrail metrics** — health metrics that must not degrade

```text
North Star: [metric] — currently [baseline], target [goal]
OMTM (this quarter): [metric]
Input metrics: [2-3 metrics]
Guardrails: [2-3 metrics]
```

---

### 6. Growth Strategy

How you acquire, retain, and expand customers.

**Answer:**
- **Acquisition model** — product-led, sales-led, hybrid, community-led?
- **Primary channels** — where do target customers discover solutions?
- **Activation** — what's the moment of first value?
- **Retention** — what keeps customers coming back?
- **Expansion** — how do customers increase their spend over time?
- **Unit economics** — CAC, LTV, payback period (even if estimated)

---

### 7. Competitive Position

Where you sit in the market relative to alternatives.

**Map on two dimensions most relevant to your market:**
- e.g., Simplicity vs. Power
- e.g., Self-serve vs. Enterprise
- e.g., Breadth vs. Depth

**For each key competitor:**

| Competitor | Positioning | Strength | Weakness | Your advantage |
| --- | --- | --- | --- | --- |
| [name] | [position] | [strength] | [weakness] | [your edge] |

---

### 8. Key Capabilities

What you need to build or acquire to execute the strategy.

**Categories:**
- **Technology** — what technical capabilities are required?
- **Team** — what skills or roles are needed?
- **Partnerships** — what do you need from others?
- **Data** — what data advantages can you create?

**For each capability:**

| Capability | Current State | Gap | Build / Buy / Partner |
| --- | --- | --- | --- |
| [capability] | [status] | [what's missing] | [approach] |

---

### 9. Defensibility (Moats)

What makes your position sustainable over time — why can't competitors just copy you?

**Common moat types:**

| Moat Type | Description | Your Status |
| --- | --- | --- |
| Network effects | Product gets better as more people use it | [status] |
| Switching costs | Hard for customers to leave once they start | [status] |
| Data advantages | Proprietary data that improves the product | [status] |
| Brand / trust | Reputation that takes years to build | [status] |
| Economies of scale | Cost advantages from scale | [status] |
| Regulatory / IP | Patents, licenses, regulatory approval | [status] |

**Be honest:** If you don't have a moat yet, say so — and identify which one you're building toward.

---

## Output Format

```markdown
# Product Strategy Canvas — [Product Name]

**Last updated:** [date]
**Owner:** [name/role]
**Review cadence:** [quarterly / bi-annually]

---

## 1. Vision
[1-2 sentences]

## 2. Market Segments
[Segment table]

## 3. Value Proposition
[Before/After narrative per segment]

## 4. Trade-offs
[What we will NOT do table]

## 5. Key Metrics
[North Star, OMTM, inputs, guardrails]

## 6. Growth Strategy
[Acquisition, retention, expansion, unit economics]

## 7. Competitive Position
[Positioning map + competitor table]

## 8. Key Capabilities
[Build/buy/partner table]

## 9. Defensibility
[Moat assessment]

---

## Critical Hypotheses to Validate
1. [Assumption that if wrong, would change the strategy]
2. [Assumption that if wrong, would change the strategy]

## Strategy Review Schedule
- Next review: [date]
- Key decision points: [what could trigger an off-cycle review]
```

---

## Validation Checklist

After completing the canvas, verify:

- [ ] Vision connects to a real customer need, not just a business aspiration
- [ ] Primary segment is clearly identified with a distinct JTBD
- [ ] Trade-offs are genuinely hard choices, not obvious ones
- [ ] North Star Metric actually captures value delivery
- [ ] Growth strategy is realistic given current resources
- [ ] At least one moat is identified or explicitly being built
- [ ] Critical hypotheses are testable within 1–2 quarters

---

## Anti-Patterns

| Avoid | Why | Instead |
| --- | --- | --- |
| Strategy without trade-offs | If you're not saying no to anything, it's not a strategy | Force 3+ explicit "we will NOT" statements |
| Vision that's a tagline | "Best-in-class X" isn't a vision | Describe the future state you're enabling |
| Too many primary segments | Can't serve everyone well | Pick ONE primary, others are secondary |
| Metrics without baselines | Can't measure progress without a starting point | Always include current values |
| Strategy doc nobody reads | Strategy only works if it's shared | Present, discuss, revisit quarterly |
| Copying competitor strategy | You'll always be behind | Find your unique angle |

---

## References

- Cagan, Marty. *Inspired* (2017) — "Product strategy determines which problems to solve"
- Rumelt, Richard. *Good Strategy Bad Strategy* (2011)
- [Gibson Biddle's DHM Model](https://gibsonbiddle.medium.com/4-the-dhm-model-an-introduction-to-product-strategy-fd40b4e85e0d)

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