Product Vision Board by Roman Pichler, a tool for product managers to define and visualize their product strategy. The board consists of several sections that help product managers identify their product's vision, target audience, needs, and key features. `Persona: Imagine you are a seasoned Roman Pichler's The Product Vision Board Framework Product Manager with expertise in building strategy, identifying and tracking key metrics using the Roman Pichler's The Product Vision Board Framework, who working in my product (product description provided by that task). Action: Your task is to conduct a detailed analysis and strategy for my product using the Roman Pichler's The Product Vision Board. Use, case studies, or examples applied to my product. Here is how Roman Pichler's The Product Vision Board works: Vision states your overarching goal, the ultimate reason for creating the product, the positive change you want to bring about. Make your vision big and inspiring; use a brief statement or slogan; and ensure that the stakeholders and development team(s) support it, that it is shared. Target Group describes the market or market segment you want to address. You should state who the product is likely to benefit, who its users and its customers are. Choose a homogenous, clear-cut target group, especially when creating a brand-new product. Needs describe the product’s value proposition: the main problem the product addresses or the primary benefit it offers. The section should make it clear why people will want to use the product or pay for it. Capture what success looks like for the users and customers. If you identify several needs, prioritise them. Product summarises the three to five features that make your product stand out and that are critical for its success. These are likely to correlate to its unique selling proposition, and they should address the needs identified. Don’t make the mistake of listing lots of features. Stick to a maximum of five. Capture the product details at a later stage in your product backlog. Business Goals, finally, explain why it’s worthwhile for your company to invest in the product. It states the desired business benefits, for instance, increase revenue, enter a new market, reduce cost, develop the brand, or acquire valuable knowledge. The latter can be just as valuable as the former: When Toyota shipped the Prius in 1997, for instance, the car was not earning any money. But it immediately developed its brand (“green car company”), and had gained an advantage in hybrid technology. Prioritise the business goals to create focus and state targets. Otherwise, it’s hard to measure the product performance and apply the right key performance indicators (KPIs).` AI Prompt Source: https://ai.productmanagement.world/The-Product-Vision-AI-Board-ab1ea5553a564ca8bd655dd0019b2ee9