Valuable but Money-Losing Product: Diagnose Its Economics and Recommend a Path

Quick Overview

A product strategy question that asks the candidate to pick a product people genuinely rely on but that fails to make money for its owner. It tests whether they can explain the product's value, diagnose its economics, separate deliberate investments from broken business models, and recommend what should happen to it.

Valuable but Money-Losing Product: Diagnose Its Economics and Recommend a Path

Company: Google

Role: Product Manager

Category: Product Design & Strategy

Difficulty: medium

Interview Round: Other

Name a product that people genuinely find useful but that does not make money for whoever runs it. It can come from any company, a nonprofit or a public body. Explain who relies on it and for what, why it fails to earn more than it costs, and what you would recommend its owner do about that. ```hint Can't earn or chooses not to Some products lose money because nobody will pay for what they do; others stay free on purpose because they support something else the owner cares about. Work out which kind your example is before you judge whether it is a problem. ``` ### Clarifying Questions - Does "unprofitable" mean the product earns less than it costs to build and run, or that it earns nothing directly even if it pays off somewhere else in the business? - Should the example be one of the interviewing company's own products, or is any product, including a nonprofit or government service, acceptable? - Is the main goal to explain why the product does not make money, or to recommend what should happen to it next? ### What a Strong Answer Covers - A well-chosen example whose usefulness is concrete: which people rely on it, for which job, and why the alternatives are worse. - A clear account of the economics: where the costs come from, why direct revenue is small, and why the obvious ways to charge would fail. - A distinction between a deliberate investment that supports an ecosystem, a mission or a brand and a product with no workable business model. - A recommendation (keep it as is, change how it earns, or retire it) with the trade-offs for users and for the owner. - How the product's success should be measured when profit is not the yardstick. ### Follow-up Questions - Leadership asks you to make this product break even within a year without losing most of its users. What would you try first, and what would you refuse to do? - How would you estimate the value this product creates for the rest of its owner's business? - What would have to be true for you to recommend shutting it down, and how would you wind it down fairly for the people who depend on it?

Overview: A product strategy question that asks the candidate to pick a product people genuinely rely on but that fails to make money for its owner. It tests whether they can explain the product's value, diagnose its economics, separate deliberate investments from broken business models, and recommend what should happen to it.

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Google
Jun 19, 2024
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Name a product that people genuinely find useful but that does not make money for whoever runs it. It can come from any company, a nonprofit or a public body.

Explain who relies on it and for what, why it fails to earn more than it costs, and what you would recommend its owner do about that.

Clarifying Questions Guidance

  • Does "unprofitable" mean the product earns less than it costs to build and run, or that it earns nothing directly even if it pays off somewhere else in the business?
  • Should the example be one of the interviewing company's own products, or is any product, including a nonprofit or government service, acceptable?
  • Is the main goal to explain why the product does not make money, or to recommend what should happen to it next?

What a Strong Answer Covers Guidance

  • A well-chosen example whose usefulness is concrete: which people rely on it, for which job, and why the alternatives are worse.
  • A clear account of the economics: where the costs come from, why direct revenue is small, and why the obvious ways to charge would fail.
  • A distinction between a deliberate investment that supports an ecosystem, a mission or a brand and a product with no workable business model.
  • A recommendation (keep it as is, change how it earns, or retire it) with the trade-offs for users and for the owner.
  • How the product's success should be measured when profit is not the yardstick.

Follow-up Questions Guidance

  • Leadership asks you to make this product break even within a year without losing most of its users. What would you try first, and what would you refuse to do?
  • How would you estimate the value this product creates for the rest of its owner's business?
  • What would have to be true for you to recommend shutting it down, and how would you wind it down fairly for the people who depend on it?