Product Strategy Case: Growing Meta's Footprint in Virtual Reality

Meta wants to grow its position in the virtual reality market. As a product manager, what strategy would you recommend? ```hint Find where adoption stalls Before naming initiatives, work out where people fall away today: deciding to buy a headset, getting through the first few sessions, or turning VR into a weekly habit. Then ask which of Meta's assets is strongest at that point. ``` ### Clarifying Questions - Does growing Meta's position mean selling more headsets, getting more people to use VR every week, or capturing a larger share of VR spending? - Is the focus consumer use (gaming, fitness, social, entertainment), or should enterprise uses such as training and remote collaboration be included? - What time horizon should the strategy cover, and is Meta willing to keep investing at a loss to build the platform, or is a path to profitability a constraint? - Are mixed reality and smart glasses in scope, or only VR headsets? ### What a Strong Answer Covers - A precise definition of what growing Meta's VR position means, with a primary metric that matches it. - A diagnosis of why VR adoption and continued use are limited today, traced from purchase to habitual use. - A justified choice of target segments and use cases, and why the others come later. - A small set of prioritized, sequenced bets across hardware, content, developers and Meta's social products. - Positioning against rival headset makers, and the costs and risks of the plan, including safety and privacy in social VR. ### Follow-up Questions - Many headsets go unused a few months after purchase. Which part of your strategy addresses that, and how would you know it worked? - A rival launches a premium mixed reality headset that reviewers love. Should Meta move upmarket or stay focused on affordable devices? - Should Meta let other manufacturers build headsets on its operating system, even if that takes sales from its own hardware?