Digital download. All sales are final: no refunds or returns. Each format can be downloaded 3 times, and the links stay valid for 30 days. If you need more, reply to your confirmation email and we will sort it out.
A successful product is evidence of one of four things, and they behave completely differently when a second product is put behind them. A channel transfers to almost anything the same buyers want and nothing they do not. A brand transfers inside the promise the name makes and stops hard at its edge. A relationship transfers to whatever one customer would rather buy than procure, and to no new customer at all. A capability transfers to a genuinely new buyer, and it is the rarest. Most launch papers claim all four, which means they have named none — because naming one is an act of subtraction in a document being read by the people who own the others. This pack estimates the ceiling, which is what forces the advantage to be named; works backwards from your own revenue forecast to the transfer share the paper is already assuming; and compounds the build at your own hurdle to return the transfer the attempt actually needs. It stops on five conditions: no ceiling, no build cost, no running cost, no window, and no hurdle.
The test that runs through every file
Succeeding once teaches a company that it is good at building products, when what it actually has is a channel, a brand, a relationship or a capability — and the second product is the test of which one transfers. It is the argument in the deck, it becomes the wizard’s axes, it drives the model’s inputs, and it reappears as lines on the checklist. That is what makes 16 files a product rather than 16 documents.
The model resolves to one number you can negotiate with: The transfer — how much of the first product's advantage the second one inherits. It ships blank and worked, and every input is a named cell rather than a figure buried inside a formula, so the number arrives with its assumptions attached rather than on its own authority.
What is in the Second Product Strategy Pack
- Foundations. The framework: the four things a first product can be, why the advantage never gets named, the transfer, and the five halts.
- Concept deck. Twenty-one slides for a board or product session, with nine sourced second products and what each does not establish.
- Decision wizard. Eight scored questions returning the band, the weakest answer, and either of the two halt conditions.
- Transfer model. Eleven candidate transfer shares across the columns, the transfer the attempt needs, and the gap against the one you assume.
- Strategies and tactics. The moves at each of the four positions, what to do when the model halts, and four ways to make the next attempt cheaper to judge.
- Case studies. Nine sourced second products — three of them the same company, in one decade, with three different answers.
- Fit worksheet. The single page of record: the advantage in one sentence, the ceiling, the transfer share, both costs and the judging date.
- Roadmap template. Five phases with gates and owners, the assumptions register, a falsifying signal and a periodic reporting line.
- Practitioner manual. The naming question, estimating the ceiling, working backwards to the transfer, pricing both costs, six failure modes and their indicators.
- Field checklist. The one-pager that survives outside the binder.
- About the package. What each file does and the order in which to run them.
An honest note on fit
This is a kit for running a decision, not a research report and not a course. It is worth buying if a real decision is in front of you and you would otherwise start from a blank page. It is not worth buying to read.
Worked examples use an explicitly fictional business, labeled on every file that contains one, with numbers tuned to teach rather than to flatter — each worked case is built so that the decision does not simply come out well, and so that what settles it is the test the pack exists to run. A worked example where everything works is a brochure. The price excludes customization, implementation and support, and where the pack reasons beyond its evidence it says so on the page.
Questions
- What is the Second Product Strategy Pack?
- The Second Product Strategy Pack is a decision-support kit for one question: What made the first product work, and how much of it does the second one inherit? It contains 16 files — foundations, concept deck, decision wizard, transfer model, strategies and tactics, case studies, fit worksheet, roadmap template, practitioner manual, field checklist, about the package — built around a single organizing test: succeeding once teaches a company that it is good at building products, when what it actually has is a channel, a brand, a relationship or a capability — and the second product is the test of which one transfers. It is what a leadership team uses to run the decision and leave a record of what they assumed, rather than a report about the topic.
- Who is the Second Product Strategy Pack for?
- Anyone who has to make this call and answer for it: an operator or owner facing the decision, the executive team running it, the board or investor testing the reasoning, or an adviser who would otherwise build the framework from a blank page. It is worth buying when a real decision is in front of you. It is not worth buying to read.
- What is in the Second Product Strategy Pack?
- 16 files in Word, PDF, PowerPoint and Excel: Foundations (Word + PDF) — The framework: the four things a first product can be, why the advantage never gets named, the transfer, and the five halts. Concept deck (PowerPoint + PDF) — Twenty-one slides for a board or product session, with nine sourced second products and what each does not establish. Decision wizard (Excel) — Eight scored questions returning the band, the weakest answer, and either of the two halt conditions. Transfer model (Excel, blank and worked) — Eleven candidate transfer shares across the columns, the transfer the attempt needs, and the gap against the one you assume. Strategies and tactics (Word) — The moves at each of the four positions, what to do when the model halts, and four ways to make the next attempt cheaper to judge. Case studies (Word) — Nine sourced second products — three of them the same company, in one decade, with three different answers. Fit worksheet (Word, blank and worked) — The single page of record: the advantage in one sentence, the ceiling, the transfer share, both costs and the judging date. Roadmap template (Word) — Five phases with gates and owners, the assumptions register, a falsifying signal and a periodic reporting line. Practitioner manual (Word + PDF) — The naming question, estimating the ceiling, working backwards to the transfer, pricing both costs, six failure modes and their indicators. Field checklist (PDF) — The one-pager that survives outside the binder. About the package (PDF) — What each file does and the order in which to run them.
- What number does the Second Product Strategy Pack produce?
- The transfer — how much of the first product's advantage the second one inherits. The model ships blank and worked, and every input is a named cell rather than a figure buried inside a formula, so the number you take into a room arrives with its assumptions attached and can be argued with rather than merely believed.
- How is the Second Product Strategy Pack delivered?
- As a single download of all 16 files, immediately after payment, with the same link sent by email. It can be downloaded 3 times and the link is valid for 30 days. There is nothing to install and no account to keep.
- How much does the Second Product Strategy Pack cost, and is it a subscription?
- $499, one-time. It is not a subscription and there is nothing to cancel. Where the pack is revised within 180 days of your purchase, the new release is yours. The price does not include customization, implementation help or support.
- Are the worked examples in the Second Product Strategy Pack real companies?
- The case studies are real, sourced and dated, and each one states what its evidence does not establish. The worked model, wizard and worksheet use an explicitly fictional business, labeled as such on every file that contains one. A worked model needs roughly fifteen populated inputs; for a real company you would have public figures for perhaps four, and the rest would be estimates wearing the authority of a spreadsheet.