In today’s rapidly evolving and dynamic economic landscape, the traditional paradigms of business development and investing are also being redefined. A key change is the shift from the Minimum Viable Product (MVP) model towards a more inclusive and forward-thinking Minimum Sellable Product (MSP) model. This evolution can be attributed to the changing investor expectations, increased competition, and the need for companies to differentiate their offerings.
The MVP model has been prevalent in the tech industry and start-up culture for several years. Its premise is simple: create a product with the least features necessary to attract early adopters, then learn from their feedback to evolve and refine the product. It’s an agile method, centered around the concept of ‘fail fast, learn quickly’, that has proven successful for many businesses.
However, the business landscape has evolved, and so have investor expectations. In an increasingly competitive market, simply having a functional product is not enough. Consumers now demand more from their products and services; they seek not only functionality but also superior user experience and value for money.
This shift in consumer expectations has in turn altered investor expectations. Today’s investors are looking for products that are more than just viable; they are looking for products that are ready to sell and capture market share immediately. They want to see that companies have considered the consumer experience, marketing strategies, and competitive positioning. This is where the MSP model steps in.
The MSP model, or Minimum Sellable Product, is a development approach that incorporates the broader aspects of a product’s lifecycle into its initial design. Rather than merely focusing on the core functionality, MSP involves consideration of a product’s marketability, scalability, and user experience from the onset.
The MSP model recognizes that in today’s saturated markets, a product’s success is no longer just about the functionality it offers. It’s also about how well it meets user expectations, how effectively it can be marketed and sold, and how easily it can be scaled to accommodate growth.
Adopting an MSP model can have significant economic benefits. By focusing on creating a sellable product from the start, companies can capture market share more quickly, driving faster revenue growth. The emphasis on user experience can lead to higher customer satisfaction and retention rates, which can also enhance profitability.
Moreover, the MSP model can mitigate some of the risks associated with the MVP model. By considering a product’s full lifecycle and marketability from the start, companies can avoid costly redesigns or pivots that may be necessary if a product doesn’t meet market expectations.
The MSP approach is also more aligned with the expectations of today’s investors. Investors now expect to see a fully formed, market-ready product, not just a functional prototype. They want evidence that a company has thought through its market strategy and competitive positioning, and that it has a viable plan for scaling its operations.
The shift from MVP to MSP reflects the evolving business landscape and the changing expectations of consumers and investors. While the MVP model has served well in the past, the MSP model offers a more comprehensive and market-ready approach that is better suited to today’s competitive and demanding economic environment.
As we navigate this new economy, it’s clear that companies that embrace the MSP model – focusing on not just viability, but sellability – are likely to be more successful in capturing investor interest and securing market share. The MSP model, therefore, is not just a new approach to product development – it’s a strategic shift that reflects the realities of doing business in the current economy.