Meetwith
Meetwith
/
📝
Product Documents
/
Product Strategy - on harmonica.chat

Product Strategy - on harmonica.chat

Q3 Product Strategy Summary for Meetwith
Executive Overview
The team discussed two potential strategic paths for Meetwith in Q3:
  1. Group scheduling for teams - Targeting freelancers, consultants, and cross-organizational workers
  1. Paid meetings scheduling - Focusing on coaches, consultants, and therapists who need payment integration
The discussion revealed different perspectives on market opportunity, competitive landscape, and alignment with current team capabilities. While both paths have merit, there's a stronger consensus around focusing on group scheduling as the primary direction, with continued support for paid meetings as a secondary focus.
Market Assessment
Group Scheduling
  • Target Audience: Freelancers, consultants, cross-organizational workers (~31% of market, estimated 80M users globally)
  • Market Size: ~$80-125M globally
  • Competitors: Cal.com (paid), SchejIt, Doodle, When2meet (free alternatives)
  • Strengths: Larger addressable market, potential for viral growth and network effects
  • Challenges: Fierce competition, need for clear differentiation
Paid Meetings
  • Target Audience: Coaches, consultants, therapists (~10-15% of market)
  • Market Size: ~$40-75M globally (higher due to transaction fees)
  • Competitors: Cal.com and others
  • Strengths: More direct monetization path, less competitive space
  • Challenges: Smaller market, may require more marketing effort
Current Product Assessment
Strengths
  • Ease of use and UX design focus
  • Group features that support freelancers and cross-org workers
  • Privacy-focused approach
  • Future-of-work positioning
Weaknesses
  • Bugs and stability issues
  • Limited integration options
  • Unclear value propositions for different user segments
  • Poor communication and online presence
  • Lack of known logos/social proof
  • Feature decisions made without sufficient research
Recommended Strategy
The consensus leans toward prioritizing group scheduling while maintaining support for paid meetings:
  1. Focus on group scheduling as primary growth vector
      • Leverage potential for viral adoption
      • Target freelancers, consultants, and cross-organizational workers
      • Use as a conversion funnel for paid meetings features
  1. Maintain and support paid meetings functionality
      • Continue development but with secondary priority
      • Preserve this clear revenue path
  1. Implement tiered pricing structure
      • Individual: $3/month (unlimited meetings, links, calendar integrations, up to 3 groups)
      • Small groups (2-6 users): $2/seat/month ($12 total for organization)
      • Organizations (7+ users): $15/month flat fee
  1. Enhance product stability and communication
      • Address bugs as top priority
      • Improve communication channels
      • Build community engagement
Marketing & Communication Plan
Susana proposed a comprehensive 3-month communication strategy:
  1. Monthly Newsletter
      • Structure: Product updates, user case studies, event invitations, async tips
      • KPIs: 50+ new subscribers monthly, 35%+ open rate, 8%+ CTR
  1. Content Marketing & Media Presence
      • Guest articles, interviews, and podcast appearances
      • Target: Web3 newsletters, productivity platforms, startup ecosystems
      • KPIs: 6 earned placements, 300+ website visits, 100+ new signups
  1. Community Building
      • Monthly Discord calls and Twitter Spaces
      • POAP rewards for participation
      • KPIs: 20-30 attendees per event, 8+ product feedback inputs per session
  1. Social Media Strategy
      • Consistent Twitter/X presence (3 posts/week)
      • Content mix: Product info, community highlights, engagement posts
      • KPIs: 700+ follower growth, 2.5%+ engagement rate
Success Metrics for Q3
  1. Strong group meetings adoption and viral growth
  1. Healthy retention and satisfaction among paying users
  1. Clear progress on differentiating features
  1. Compelling year-end recap ready for Q4 marketing campaigns
Risks & Considerations
  1. Group meetings may not convert without clear value proposition
  1. Neglecting paid meetings could hurt the clear revenue path
  1. Continued bugs could undermine adoption regardless of strategy
  1. Team skills may not align with the broader opportunity
Next Steps
  1. Finalize Q3 strategy with focus on group scheduling
  1. Implement aggressive bug fixing program
  1. Launch communication and community building initiatives
  1. Conduct willingness-to-pay research
  1. Prepare for Q4 marketing push with year-end recap
  1. Involve entire team (including engineers) in user research (1-2 sessions per month)
This strategy balances the team's insights on market opportunity with practical considerations about current capabilities and competitive landscape, while setting clear metrics for success.
 
Meetwith
Meetwith
/
📝
Product Documents
/
Product Strategy - on harmonica.chat

Product Strategy - on harmonica.chat

Q3 Product Strategy Summary for Meetwith
Executive Overview
The team discussed two potential strategic paths for Meetwith in Q3:
  1. Group scheduling for teams - Targeting freelancers, consultants, and cross-organizational workers
  1. Paid meetings scheduling - Focusing on coaches, consultants, and therapists who need payment integration
The discussion revealed different perspectives on market opportunity, competitive landscape, and alignment with current team capabilities. While both paths have merit, there's a stronger consensus around focusing on group scheduling as the primary direction, with continued support for paid meetings as a secondary focus.
Market Assessment
Group Scheduling
  • Target Audience: Freelancers, consultants, cross-organizational workers (~31% of market, estimated 80M users globally)
  • Market Size: ~$80-125M globally
  • Competitors: Cal.com (paid), SchejIt, Doodle, When2meet (free alternatives)
  • Strengths: Larger addressable market, potential for viral growth and network effects
  • Challenges: Fierce competition, need for clear differentiation
Paid Meetings
  • Target Audience: Coaches, consultants, therapists (~10-15% of market)
  • Market Size: ~$40-75M globally (higher due to transaction fees)
  • Competitors: Cal.com and others
  • Strengths: More direct monetization path, less competitive space
  • Challenges: Smaller market, may require more marketing effort
Current Product Assessment
Strengths
  • Ease of use and UX design focus
  • Group features that support freelancers and cross-org workers
  • Privacy-focused approach
  • Future-of-work positioning
Weaknesses
  • Bugs and stability issues
  • Limited integration options
  • Unclear value propositions for different user segments
  • Poor communication and online presence
  • Lack of known logos/social proof
  • Feature decisions made without sufficient research
Recommended Strategy
The consensus leans toward prioritizing group scheduling while maintaining support for paid meetings:
  1. Focus on group scheduling as primary growth vector
      • Leverage potential for viral adoption
      • Target freelancers, consultants, and cross-organizational workers
      • Use as a conversion funnel for paid meetings features
  1. Maintain and support paid meetings functionality
      • Continue development but with secondary priority
      • Preserve this clear revenue path
  1. Implement tiered pricing structure
      • Individual: $3/month (unlimited meetings, links, calendar integrations, up to 3 groups)
      • Small groups (2-6 users): $2/seat/month ($12 total for organization)
      • Organizations (7+ users): $15/month flat fee
  1. Enhance product stability and communication
      • Address bugs as top priority
      • Improve communication channels
      • Build community engagement
Marketing & Communication Plan
Susana proposed a comprehensive 3-month communication strategy:
  1. Monthly Newsletter
      • Structure: Product updates, user case studies, event invitations, async tips
      • KPIs: 50+ new subscribers monthly, 35%+ open rate, 8%+ CTR
  1. Content Marketing & Media Presence
      • Guest articles, interviews, and podcast appearances
      • Target: Web3 newsletters, productivity platforms, startup ecosystems
      • KPIs: 6 earned placements, 300+ website visits, 100+ new signups
  1. Community Building
      • Monthly Discord calls and Twitter Spaces
      • POAP rewards for participation
      • KPIs: 20-30 attendees per event, 8+ product feedback inputs per session
  1. Social Media Strategy
      • Consistent Twitter/X presence (3 posts/week)
      • Content mix: Product info, community highlights, engagement posts
      • KPIs: 700+ follower growth, 2.5%+ engagement rate
Success Metrics for Q3
  1. Strong group meetings adoption and viral growth
  1. Healthy retention and satisfaction among paying users
  1. Clear progress on differentiating features
  1. Compelling year-end recap ready for Q4 marketing campaigns
Risks & Considerations
  1. Group meetings may not convert without clear value proposition
  1. Neglecting paid meetings could hurt the clear revenue path
  1. Continued bugs could undermine adoption regardless of strategy
  1. Team skills may not align with the broader opportunity
Next Steps
  1. Finalize Q3 strategy with focus on group scheduling
  1. Implement aggressive bug fixing program
  1. Launch communication and community building initiatives
  1. Conduct willingness-to-pay research
  1. Prepare for Q4 marketing push with year-end recap
  1. Involve entire team (including engineers) in user research (1-2 sessions per month)
This strategy balances the team's insights on market opportunity with practical considerations about current capabilities and competitive landscape, while setting clear metrics for success.