CTO comes to you and says that we should invest in the space of music. What will you do?

Thank you for providing such a comprehensive framework for addressing this product strategy question. I'll structure my response according to your guidelines, focusing on demonstrating deep product thinking and leadership. Here's my answer to the question:

Introduction

The CTO has presented us with an exciting opportunity to invest in the music space. This strategic move could potentially open up new revenue streams, expand our user base, and position our company as an innovator in a dynamic and evolving market. To approach this challenge, I'll outline a strategic plan that covers market analysis, product vision, prioritization, execution, metrics, and risk management. My goal is to provide a clear roadmap for how we can successfully enter and thrive in the music industry.

Step 1

Clarify the Strategic Goals (3-4 minutes)

Before diving into the strategy, I'd like to clarify a few key points to ensure our approach aligns with the company's objectives and current market position.

• Based on our company's current product portfolio, I'm curious about how this music initiative fits into our broader strategy. Could you share more about why the CTO sees music as a strategic area for investment, and how it aligns with our company's mission and long-term goals?

Why it matters: This helps us understand if we're looking at music as a core business expansion or a complementary offering to existing products. Expected answer: Music aligns with our goal to expand into entertainment and increase user engagement. Impact on approach: Would focus on integration with existing products vs. building a standalone music platform.

• Considering the competitive landscape in the music industry, I'm wondering about our current assets or partnerships that could give us an advantage. Do we have any existing relationships with artists, labels, or music-related technologies that we could leverage?

Why it matters: Determines our starting point and potential competitive advantages. Expected answer: We have some partnerships with audio technology companies but limited direct music industry connections. Impact on approach: Would prioritize building strategic partnerships and potentially acquiring music-specific technologies.

• Looking at our target audience, I'm interested in understanding if we're aiming to serve a specific segment of music consumers or if we're targeting a broad market. Can you provide insights into the primary user segments we're considering for this music initiative?

Why it matters: Shapes our product strategy and feature prioritization. Expected answer: Initially targeting younger, tech-savvy users who are heavy music consumers. Impact on approach: Would focus on mobile-first experiences, social features, and emerging music genres.

• Given the rapidly evolving nature of the music industry, particularly with the rise of streaming and AI-generated content, what's our appetite for innovation versus tried-and-true approaches? Are we looking to disrupt the market or enter as a strong competitor to existing players?

Why it matters: Influences our technology investments and product differentiation strategy. Expected answer: We aim to be innovative while building on proven models, with a focus on AI and personalization. Impact on approach: Would prioritize R&D in AI-driven music discovery and creation tools alongside core streaming features.

Based on these clarifications, I'll proceed with the assumption that we're looking to build an innovative music platform that integrates with our existing products, targets younger tech-savvy users, and leverages AI and personalization as key differentiators.