Here is an example.

- A leader has “Lean” mindset. He has internal stakeholders as a team.
- In the first iteration, the person got consensus with the team quickly via Nemawashi.
- The implementation was successfully done.
- It created some results.
- For the futher iteration, the leader continued to get consensus in the same way to make things fast.

In this situation, the team would end up far from “Lean”.

Nemawashi’s nature is persuasion of each person separately. It also eliminates the collaboration between stakeholders. Under such communication, team feel less ownership. When a leader tries to be fast or showing leadership for short term result, he/she may choose such way because they want to be "Lean". However, it causes silo and bureaucratic thinking in organization.

Way of getting consensus is investment. It forms the low level organization framework, whether if we care or not.

Getting Consensus is Investment was originally published in Product Expat on Medium, where people are continuing the conversation by highlighting and responding to this story.

After we got many passionate members and supporters, I noticed it’s not because we successfully achieved the objective. It’s because we created a lot of excitement. And I saw it helped the community culture eventually born. On this post, I’ll review how it happened as my personal thought.

Initial Objective and Key Results

As an organizer, I initially defined the objective for events: “Let each attendee brew own idea”. Because I expected our core target is mid-senior management in tech industry. In order to achieve the objective, I defined some key results.

KR1. Acquire enough product management professionals

This is a success matric to gather enough right audience as a baby community.

KR2. Provide key concept as a learning

This is why we had a talk session for most of the events, such as Product-Life-Cycle, Lean Startup, team management, etc.

KR3. Create good ambience to urge conversation
KR4. Let attendees share own experience
KR5. Let attendees generate own idea
KR6. Provide opportunity to exchange idea with more people

All of those four come from the concept of active-learning facilitation. I applied it because it’s my most favorite format.

KR7. Acquire enough quality feedback

Since Product PH was very young, we didn’t know who are product management professionals in the Philippines and what they want. So that I made a lot of survey and interview to improve product-market-fit as a community (=Community-Maket-Fit). This metric is part of them.

As you can see, some of the key results are actually hard to check as quantitative data. I checked it in qualitative way.

Experiment for Community-Maket-Fit

Each of our events was organized in the different formats such as talk & discussion, workshop, and lean coffee. So that we could learn what makes product management professionals satisfied with, in addition to knowledge about event management itself.

The key take-away from it is the simple fact: “Passionate product management professionals are very eager to hear experience from each other in order to solve daily struggle”. And I could also see the activity to share ideas with each other itself made a big impact to the satisfaction rate.

As a result, we've been improving the facilitation in each event.

Our Event Facilitation

1. Create good space, physically and emotionally

When we have comfortable space, it helps us focus things. When we feel comfortable from instinct, it supports us to do something actively.
Ex)
- Layout of chairs, table for aligned purpose
- Nicely designed space
- Stay away from hunger (=prepare food)
- Play fun music (on the background of networking)
- Smile from organizers

2. Create connection with attendees

Warm welcome from organizers is the first step for attendees to connect with someone else. Then, connect attendees to other attendee who has shared interest. This activity also helps to improve facilitation in further program.

3. Create take-away together with attendees

When attendees joined to the process to create take-away, they feel ownership.
- Small group work
- Small group discussion such as lean coffee
- Certain grouping based on the profession and experience of attendees

4. Grow take-away together with attendees

When attendees feel ownership about take-away, we can grow it by connecting them.
- Share take-away between small groups.
- Get feedback from all the audience
- Further networking
- Share what happened after event

What Happened

Whenever we successfully facilitated the event, we could see attendees were excited so much, which made positive attitude to involve the event. When the event was filled with positive attendees, they created further value themselves, such as friendly-networking, additional idea, and future collaboration, in addition to the value which we initially planned.

Final Thought

When we maximize attendees’ excitement, it creates wider and deeper value, which organizers cannot create. This fact is common from the viewpoint of facilitation technique. The point in our case is the excitement with consistency eventually let members recognize “Discussion is our community culture”. In conclusion, I think this can be a great tool when we create a culture in a community.

In the end, let me share the post which one of my friends/community members made after our event.

“This was really the only picture that I got and now’s the only time that I was able to post because of how I’m so focused on all of the insights that were constantly coming in. Seriously, Product PH — Product Management Community is my favorite community so far because of how engaged the people are to share their insights.”

Facilitate Excitement: How Culture Was Born In Our Community was originally published in Product Expat on Medium, where people are continuing the conversation by highlighting and responding to this story.

When I organized an event for startup founders, this problem was raised twice. In my experience in forming a team from scratch, this always happens if we don’t care about “Ultimate Goal Check”. What is "Ultimate Goal Check”? Why it’s important?

What is “Ultimate Goal Check”?

When I form a team, I ask all the members one key question.

- “In your definition, what is the ultimate success of our project?”

From this question, we can learn the following thing.
- Definition of “right decision” for each member
- Priority of activities for each member

I named it as “Ultimate Goal Check”.

Example

To make it simple, let’s think about trip planning.

You talked with 2 friends about a trip to the beach. All the guys agreed to join it. When you asked one of them to find the ticket to go to the place, he didn’t book it soon. You said, “I can see the flight. Let’s book it now.” He replied, “It’s not good timing now”. When you asked the other guy to find a good hotel near the beach, he picked up a hostel. You said, “Hey, let’s reserve resort hotel.” He replied, “I prefer this”.

In order to avoid it, you may use “Ultimate Goal Check”.

Key Question:

• “What is the ultimate success of our trip?”

The Answers:

• You (Person A): “I want to spend cozy time in resort hotel without stress asap.”
• Person B: “I want to enjoy with minimum cost.”
• Person C: “I want to make friends there.”

You want to spend cozy time in resort hotel without stress. So that you won't focus to anything which doesn't result resort hotel and comfortable trip. And time is also your priority.

Person B wants to enjoy the place with minimum cost. He can commit to any work, as far as it's related to good cost performance. Time is not a matter.

Person C prioritize making friends in the destination. He can commits if he can meet new people.

Conclusion

A startup project is a voyage. If we don’t understand the definition of each member’s ultimate goal, you’ll have expectations which is not the priority for other guys. In other words, if each member knows what individual expects as an ultimate goal, we can guess if we can work together and how each person will commit.

Check This If You Are Disappointed to Your Team was originally published in Product Expat on Medium, where people are continuing the conversation by highlighting and responding to this story.

If you understand the root concept which answers those questions, you will easily be able to create good combination of offers on your product/service. In this post, I'll introduce the root concept and how to design offer by refering Canva, which is one of the most famous SaaS.

Review: Canva’s Offer

Canva is the well-known free online graphic tool for promotion creatives. Here is the list of their offer (on November 19).

Canva (free account)

• Value: Basic function to create graphic.
• Timing of offer: We can see it when we access to the top /landing page.
• How to offer: Signup with email or SNS account

Premium Element

• Value: Access to high quality photo and design template
• Timing of offer: We can see it when we are editing graphic after log-in.
• How to offer: One time purchase

Canva for work

• Value: All the core feature for graphic editing and group work
• Timing of offer: We can see "upgrade" button after log-in or pricing page
• How to offer: Credit card application form with 30 day free trial

Canva for enterprise

• Value: Admin control, single sign-on, etc, in addition to Canva for work
• Timing of offer: We can see it when we access to pricing page
• How to offer: Contact form to input detail requirement

The 1st step to understand the root concept of those offers is to know why your audience spend time for your website where you offer your product/service.

1. Temperature to Analyze Audience

When your audience accesses to you websites, the access can be categorized to three temperature, based on their intention.

Those intention which audiences have leads them to different expectations.

This “temperature” concept is common in sales lead qualification and SEO. If your audience is still “Cold”, they are not ready to pay for your product/service. Then, you need to grow them to “Hot” through sales and marketing activity. If they are "Hot", what to do next is to know how "Hot" they are. Because, for example, when they want to use minimum feature without much budget, high price full feature doesn’t make sense. When they want to solve small struggle on the usage of your product, offering next years subscription doesn’t make sense.

2. Temperature to Analyze "Hot" Audience

In order to understand further intention of your "Hot" audience, you can use the following additional temperature.

Based on those intention, we can dig their expectation about how they want your product/service.

Offer Design by Temperature

Going back to the offer structure by Canva, they have 4 offers: "Canva (free account)", "Premium Element", "Canva for work" and "Canva for enterprise". The offers can be split to the three temperature which is already mentioned.

Let's dig deeper those 3 types of offer.

(i) Offer for "Boiling" Audience

"Canva (free account)" is an offer to let audiences not to feel risks. The point of this offer is it should minimize the risks for your audience so that they can accept the offer without much effort. I call this offer, “Bait”.

• Value of "Bait": Trial term, limited access to features, demonstration, etc.
• Timing for "Bait": Should be the first thing to be offered
• How to offer "Bait": The way how audiences can take without feeling much risk

(ii) Offer for "Burning” Audience

In Canva, "Premium Element" and "Canva for Work" are designed for the audience who already has budget and need to do certain quality of work. I call this offer,"Main Offer".

• Value of "Main Offer": Full function, unlock more/enough access, etc.
• Timing for "Main Offer": Should be offered if audience doesn't feel risk. Unless, use "Bait" offer first and follow to "Main Offer".
• How to offer "Main Offer": Just ask them simply. The audience is ready.

In "Canva for work", they start from "Free trial" as "Bait" in order to mitigate the risk for audience. And It's connected to the feature unlock as "Main Offer".

(iii) Offer for “Blazing” Audience

"Canva for Enterprise" is the special offer for the audience who need high standard and scalability. This offer is important requirement for customers in addition to solution itself. I call this, “Premium Service”.

• Value of "Premium Service": Automation, unlock additional access, customer support service, advisory, higher priority on the process etc.
• Timing for "Premium Service": Should be offered when customer understand the value of “Main Offer”.
• How to offer "Premium Service": Should be ready to accept flexibly to further needs such as provide customizable form or inquiry form and just show upgrade path.

Conclusion

"Bait", "Main Offer" and "Premium Service" are the pillar to build ladder of offer, which your audience can take easily.

The key to design offer is always to understand your audience/customers deeply. The more you understand the temperature of "Hot" audience, the more you will be able to find the opportunity to create offer. So that it will leverage the power of your product/service.

====================
If you want to understand the step to build product-market-fit in order to create the right offer, check also this post about actual validation in Lean Startup.

SaaS Offer Design 101: Learning From Canva was originally published in Product Expat on Medium, where people are continuing the conversation by highlighting and responding to this story.

When we can say “we already validated our product/feature”?

According to my experience in 20 products, I must say it’s too vague just to answer “Find paid customers.” or “Get feedback from customers.” from the viewpoint of the actual decision making in key activities or KPIs.

Here is the answer.

Why It’s Hard to Define The Timing When Product Validation Is Done

When we validate product with Lean Startup method, we use “Build-Measure-Learn” cycle. This concept also shares the principle with Design Thinking and Agile software development.

The problem of this model is that it’s hard to connect it with the whole validation process, which is explained as “Customer Discovery” and “Customer Validation”.

When we see the clear connection between “Build-Measure-Learn” cycle and the whole validation process, we can define the timing when product validation is done.

Better Way to Understand “Build-Measure-Learn” Cycle

For this viewpoint, Masa Tadokoro introduces a good answer. In order to map the whole validation process to “Build-Measure-Learn” cycle, he added more phases (*) and made it as new “Build-Measure-Learn” cycle.

1. Customer-Problem-Fit
   We check only customers and problem in this phase.
   (1) Build hypothesis of the issue and customer
   (2) Clarify premises of the issue
   (3) Validate whether the customer issue does exist or not
   The key here is, if the assumption is not right, we do this phase from the beginning again.
2. Product-Solution-Fit
   In this phase, we check only if solution/value proposition can solve the problem correctly by using prototype and interview.
3. Product-Market-Fit
   The rest of the cycle is defined as “Product-Market-Fit”. In this phase, we finally build MVP and improve it in order to fill other aspects such as business and operation. (In his definition, MVP is different from prototype in order to clarify the purpose.)

If you are familiar with Design Sprint, you can see Design Sprint does both “Customer-Problem-Fit” and “Product-Solution-Fit” as a super intensive program. The question here is why we should separate “Customer-Problem-Fit” from “Product-Solution-Fit” and why “Customer-Problem-Fit” comes first in Lean Startup.

Why “Customer-Problem-Fit” Comes First?

In order to understand the reason why “Customer-Problem-Fit” should be done first, let’s check each phase in the new “Build-Measure-Learn” cycle again.

1. Customer-Problem-Fit
   This is the activity to find the fact about customer and problem. Let’s define it as Xc.
2. Product-Solution-Fit
   This is the activity to design solution which doesn’t exist now. It can be done only when “Customer-Problem-Fit” is done. Because, without customers who have the problem, the solution doesn’t make sense. So if we define “Product-Solution-Fit” as Xs, it can be explained as Xs=f(Xc).
3. Product-Market-Fit
   This is the activity to polish the solution from the other aspects such as business and operation. It can be done only after “Product-Solution-Fit”. So if we define “Product-Market-Fit” as Xm, it can be explained as Xm=f(Xs).

And then, if we define the total product validation process as Y, it can be explained as Y=Xc*Xs*Xm.

After substituting the above values to this formula, product validation process can be explained as;

Y
=Xc*Xs*Xm
=Xc*f(Xc)*f(Xs)
=Xc*f(Xc)*f(f(Xc))

In conclusion, “Customer-Problem-Fit” is the only factor which affects to all the other factors so that it’s reasonable to fix separately and first.

In the real case when we check “Customer-Problem-Fit”, we may need a tentative product. For example, when we check “Customer-Problem-Fit” for the idea which targets small business owners and then we don’t have a good connection with them, it would be a good to have such tentative product in order to provide a reason for them to meet us. I call it “Bait” product.

But then again, the purpose of “Bait” product should be the support to understand customer and problem, should not be “Product-Solution-Fit” itself. Because the additional purpose forces us to develop meaningless additional functions.

Conclusion

The understanding about current phase shows us what NOT to do. It helps us design key activities or KPIs. This viewpoint can also be one of the good compasses for feature prioritization in any product management.

“Tell me about the story: what your customer does in the whole day when the person has (or doesn’t have) your product.”

If you cannot explain it with facts, it might not yet be the time to challenge “Product-Solution-Fit”,”Product-Market-Fit”, nor growth.

==========================
(*) In this post, I didn’t mention the phase: “Idea Verification” which is introduced in the new “Build-Measure-Learn” Cycle. Because it’s rather the improvement of “idea” phase in the original “Build-Measure-Learn” Cycle under the context of this post.

The Compass to Validate Correctly in Actual Lean Startup was originally published in Product Expat on Medium, where people are continuing the conversation by highlighting and responding to this story.

It’s very strange that PDCA is not known well like KAIZEN because PDCA is the core concept of KAIZEN. So I will introduce PDCA and the simple trick to install true KAIZEN culture through PDCA in your product team.

What is PDCA?

PDCA is a life cycle about workflow improvement, which stands for Plan, Do, Check, Adjust. When we apply PDCA cycle to activities, we can continuously improve the result or performance of it.

1. Plan
   Before we start the activity itself, define what is success / what is ideal state. In this step, you think about what should be the activities to achieve it. This activity design becomes hypothetical.
2. Do
   Execute the activity we "Plan"ed.
3. Check
   Check the outcome after execution. Then, check what is the difference between “Plan” and the outcome from the execution. Don't forget to think about why it happened.
4. Adjust
   Think about improvement for the next “PDCA” cycle based on the findings in "Check". The generated idea in this step will become the basis of the “Plan” in the next PDCA cycle.

Why PDCA is the key to install Kaizen culture?

If you are already familiar with Six Sigma, the concept of PDCA might not be new. But the point is PDCA is more cost effective to apply in our daily life. Because the concept itself is very small and simple. So that it can be easily applied to any situation, from micro tasks to team project. Let's see the detail from 2 examples.

Example 1: Make a minute in a meeting

1. Plan
   - Define success: Share CTA (Call-To-Action), responsibility, deadline and background to stakeholders through minute.
   - Generate activity: Organize the items which should be shared as a list on minute. Consider Todo to make minute and choose it based on the workload.
2. Do
   Join meeting, take note and create the list base minute.
3. Check
   Check if the minute is enough to make the success. Check the effort vs outcome. Check how good and how bad the result is, compared to “Plan”. Think about why.
4. Adjust
   Generate ideas how to improve from the idea on “Check” process.
5. The Next PDCA (For similar types of minute taking in the future)
   Start from the improvement at the"Plan" step for the next meeting minute taking.

Example 2: Coordinate a meeting

1. Plan
   - Define success: Make decision about activity plan for the next quarter with stakeholders.
   - Generate activity: List up and share the discussion items which decision making is required. Choose discussion format, attendees, timebox. Check hidden todo in order to make it.
2. Do
   Coordinate the meeting along with “Plan”.
3. Check
   Check if you reach to the success. Check how good and how bad the result is, compared to “Plan”. Check the effort vs outcome. Think about why.
4. Adjust
   Generate ideas how to improve from the idea on “Check” process, from the viewpoint of both your and attendees'.
5. The Next PDCA (For similar meeting coordination or 2nd round)
   Start from the improvement at the”Plan” step for the next meeting.

The simple trick to keep PDCA in mind

Those steps might look too much for a lot of daily work or processes. But there is a simple trick to keep PDCA in mind. Always remember only “Plan”.

The integration of “Check” and “Adjust” are relatively easy because it can be considered after we finish doing it or when problems arise without any preparation. But it’s too late to integrate “Plan” when you notice the needs for KAIZEN in your product team. Without "Plan", we lack the basic data for the improvement idea. What is more important is "Plan"also helps us to find hidden needs for KAIZEN in both personal level work and workflow in your product team.

Conclusion

When you improve software development process, SCRUM can help us make it. When you improve marketing channels with your team, A/B testing help us do it. But, in the case where the work is personal level or where the workflow doesn’t have accepted standard for improvement, it’s hard to apply KAIZEN.

When your product team has “PDCA” in their workflow, the performance in group process will be increased. When each of the team members has “PDCA” in mind, they will grow the performance in own personal work. When you succeed in having both, it will make dramatic change in your team performance as true KAIZEN culture.

1 Critical Point to Install True KAIZEN Culture in Your Product Team was originally published in Product Expat on Medium, where people are continuing the conversation by highlighting and responding to this story.

Going back to marketing thing, we see a lot of promotions in any places. Meaning, promotion speaks aloud. On the other hand, non-promotional things such as pricing also speak consciously or unconsciously. Let’s consider this.

The existence of unconscious message tends to become more obvious when promotion and non-promotion say different things. For example,

• Graphic copy for a non-brand product says, “High quality”. Then the price says, “This is in the same category with the lowest quality products”.
• Facebook post says, “Trust us”. But then, there is no response to bad reviews from users.
• Advertisement says, “Exciting experience with affordable price”. However, all the other promotions and product say nothing why it is exciting, or why it is affordable.

When we are unconscious of the message difference, the it will be the caused of;

• Loss of chance to emphasize its “message”
• Loss of chance to find out what you are truly speaking about

There is a classic marketing concept, 4P (Product, Place,Price, Promotion) which describes factors of marketing. Let’s dig more about the above idea with an example: soap.

• Product
  If you sell soap and value it as only a soap, it might be recognized as a soap which is simple and its quality is not verified. If the soap is a natural product and you value it as a beauty soap, what do you add/remove to increase the value for customers who is into beauty care? When people see and touch the product, how do they feel and react?
• Place
  Place means where to sell. If you sell the natural beauty soap online, who can buy the product there? When people see the product there, how do they feel and react?
• Price
  If you sell the natural beauty soap, what will be the price comparison? When people see the product on the e-commerce site with the price, how do they feel and react?
• Promotion
  If you sell the natural beauty soap, what is your catch-phrase and where do you use it? When people see the phrase there, how do they feel and react? And what do people expect for product/price/place?

Conclusion

4P is only an example. You may choose a different marketing concept. Or you may not apply this kind of concept in order not to slow down your activity. But if we consider marketing as everything which people can sense, we can also consider what is the priority. As a result, we can find a better or new way and leverage our activity.

UX For Everything: Marketing For What? was originally published in Product Expat on Medium, where people are continuing the conversation by highlighting and responding to this story.

I like to read English books more than Japanese books when it comes to business. But, when I read English books, it’s 3 times as slow as Japanese books. Because English is my 2nd language. I tried some fast reading techniques such as skimming and eye training. It had some effects but not so much. I felt I cannot gain knowledge like others from English books.

Change

One day, I decided to stop trying to read books faster. In other words, I stopped using KPI: “Read more books faster”. The reason is very simple. My motivation for reading is to acquire knowledge. (Yes. I’m not a person to read novels.) Instead, I chose “knowledge” itself as KPI. My new KPI became “Acquire new own knowledge quickly”.

How it works

With the old KPI (“Read more books faster”), I focused how to understand what is described more quickly and how not to read unnecessary part. As a result, I was frustrated when I couldn’t finish the book by the time I expected.

After applying the new KPI (“Acquire new own knowledge quickly”), I stopped trying to understand what the author wants to say. For instance, when a book has huge volume, I considered it like,

1. Filled with redundant or unnecessary part
2. Filled with a lot of different information

For the 1st case, I can skip or I even can choose not reading the book. For the 2nd case, I value for each part before reading based on my curiosity. And I decide when to read which part and what not to read.

By this change, I can gain more knowledge 3 times faster. Because;

• I can stop reading books which eat my time compared to the value.
• I can skip parts which the author value as I want.
• I can stop reading and restart it as I want.
• I can easily keep author’s positioning/bias in mind.
• I can spare more time to brew own thought

Conclusion

The way to enjoy books depends on a person. The point here is this change redesigned the value of “Reading”. I stopped taking the value which the author wants to provide. Instead, I take the value which I create when I see what the author describe. My value and the author’s value are different.

This value redesign can be applied to a lot of things. In business, we may be able to increase customer satisfaction dramatically by cutting process which stakeholders believe important. We may be able to create different value to the same product by reducing the focus to the value which looks like great value.

Are you redesigning everyday things?

Speed Reading And Value Redesign was originally published in Product Expat on Medium, where people are continuing the conversation by highlighting and responding to this story.

Some people may say advertisement, SEO or SNS. Others may say lead-generation or branding. Those are correct. But it’s not enough.

According to Wikipedia, “The American Marketing Association has defined marketing as “the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large”. In short, marketing has a lot of activities. And those activities are named with some different viewpoints. That’s why a lot of “XX Marketing” are confusing and sound like a SCAM. I organized those viewpoints to 3 categories.

To understand those categories helps you to understand right marketing resources.

1. Workload

• Example
  Graphic design, copywriting, content writing, email marketing, web marketing, SEO, ASO, PPC, advertisement, automation, cold calling, event, public relations, partnership, marketing research and etc.
• Meaning
  This category is more used for specific marketing channels or workloads to execute it.

2. Purpose

• Example
  Branding, growth hack, inbound marketing, account base marketing, mass marketing, B2B marketing, product marketing, and etc.
• Meaning
  This category is used for a set of workload base skills to achieve specific process or purpose. It often covers both marketing goal management and channel execution.

3. Concept

• Example
  STP strategy, 4P (Product, Price, Place, Promotion), S-Curve model, life cycle management, Chasm, funnel and etc.
• Meaning
  This category is more used to model marketing or to describe key concept of marketing strategy. It also has a close connection with business development.

Conclusion

Those categorizations are very rough. But you may see marketing is commonly described as “workload” base. Whenever we consider marketing resource, we should always keep in mind what we mean by “marketing”.

Why “Marketing” Sounds Like a SCAM was originally published in Product Expat on Medium, where people are continuing the conversation by highlighting and responding to this story.

How I made research

I’m using Google Alert and Tweet Deck to ping specific topics such as startup and specific industry every day. I listed up online PR service from it whenever I found any news in Filipino company or local media from it. And I also made keyword search of PR service on google.ph.

Result

I found 2 PR services and both of them are global.

1. EIN Presswire

• Monthly subscription: $49.95–999
• Fee per PR: $19.90–49.80
• Distribution Channels: 117 (in the Philippines)
• Number of Distribution Channels : Website, TV, newspaper (in the the Philippines)
• Number of news release: 18 (Result from keyword search with “Philippines” on their news release in last 6 months.)

2. PR Newswire

• Monthly subscription: (Not provided on website)
• Fee per PR: (Not provided on website)
• Distribution Channels and Number: Includes more than 4,500 websites, nearly 3,000 media outlets and more than 550 news content systems. The network also includes more than 36,000 PR Newswire for Journalist members at more than 9,000 media organizations.
• Number of news release: 9 (Result from the Philippines on their news release in last 6 months.)

Just for reference, here is the major local service in Japan.

1. @Press

• Monthly subscription: N/A
• Fee per PR: USD223–527
• Distribution Channels: website, magazine, TV, newspaper, radio, SNS (In Japan)
• Number of Distribution Channels : 10,000 lists, 7,500 media (In Japan)

2. PR Times

• Monthly subscription: USD636–727 (Unlimited delivery plan)
• Fee per PR: USD273 (Pay per delivery plan)
• Distribution Channels: magazine, Internet, TV, newspaper, radio, SNS (In Japan)
• Number of Distribution Channels : 12,000 media, 6,000 journalists (In Japan)

Conclusion

Although the data is from only specific industries, online PR service itself doesn’t look common. I think this is caused by the matter cost and effect. Because social network has much power on the internet in the Philippines and there seem very few media for a specific industry. If you know more common PR service in the Philippines, please let me know as a comment.

The Power of Online News Release in the Philippines was originally published in Product Expat on Medium, where people are continuing the conversation by highlighting and responding to this story.