From devices and apps to software and enterprise platforms, we help technology teams decide what to build, who it’s for, how to price it and where to take it.
A drawing: a product roadmap in five stages, explore, define, build, launch and grow. Each stage has its roadmap items and the evidence a team would bring to it: interviews about the work people do, segmentation and personas, prototypes in people’s hands, a choice model on price and range, and what customers need after they buy. The launch decision is ringed.
Before launch, and after.
Many of the decisions that shape a product come before launch, while there’s still time to change course. Others come after, when customers decide whether to stay. We bring in the people who would buy, use, specify or sell it, with qual, quant and data science designed together, in one market or many.
Where the product could do more
Marketing technology company
Rather than start from feature requests, the company wanted to understand the work itself. We mapped the jobs PR professionals are trying to get done, in two markets, with personas for the product team.
What happened next
What to build next
Consumer technology company
Four accessories were at different points in development, each with its own question. One program matched a method to each, from comparing value propositions to putting prototypes in people’s hands.
What happened next
Who it’s for
Smart home company
Before setting go-to-market plans for years ahead, a smart home company tested its assumptions about who its customers are. We built a segmentation on behavior, then met the priority segments in their homes.
What happened next
How to price it, and what goes in the range
Tonal
Tonal wanted to see how a future product would fit beside its flagship home strength trainer. Qualitative research shaped a choice model in which prospective buyers traded off brand, price and features.
What happened next
Whether it works in real life
Oakley, with Intel
Runners and cyclists in five countries trained with the prototype of a digital coach, and the evidence went to Oakley and Intel’s product team as it emerged, timed to its sprints.
What happened next
Who decides the purchase
Enterprise technology company
An enterprise technology purchase can involve many people. We built buyer personas in four markets, tested messages with each, and brought in the people who influence the choice of AI provider.
What happened next
What customers need after they buy
Consumer technology company
A consumer technology company wanted its support built around what customers need when they ask for help. We heard from hundreds of them across three markets and brought it together in a needs framework.
What happened next
Technology work is usually confidential, before a launch and often after it, so we describe most clients by the kind of company they are. Oakley and Tonal are named because they have described the work in public themselves.
Yes. Much of our technology work is with prototypes and products still in development, under a confidentiality agreement. Where it helps, we run the research without naming you, so people respond to the product itself.
Send us the decision, sharing as much or as little as you like. We’ll say what evidence would help, and whose view it depends on.
A partner or director will reply.