Fluent Essays

Need to read the article carefully and answer this questions only:  1. Where do you see the product in product life cycle? 2. What kind of development strategy should be used for the Tableau products?CASE: E-632 DATE: 2/10/18 Matt Saucedo (MBA 2015), Professor Amir Goldberg, and Lecturer Robert Siegel prepared this case as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 2018 by the Board of Trustees of the Leland Stanford Junior University. Publicly available cases are distributed through Harvard Business Publishing at hbsp.harvard.edu and The Case Centre at thecasecentre.org; please contact them to order copies and request permission to reproduce materials. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means –– electronic, mechanical, photocopying, recording, or otherwise –– without the permission of the Stanford Graduate School of Business. Every effort has been made to respect copyright and to contact copyright holders as appropriate. If you are a copyright holder and have concerns, please contact the Case Writing Office at [email protected] or write to Case Writing Office, Stanford Graduate School of Business, Knight Management Center, 655 Knight Way, Stanford University, Stanford, CA 94305-5015. TABLEAU: THE CREATION OF TABLEAU PUBLIC “You have to be selective with what you build—you can t just build everything for everybody.” Ellie Fields, Senior Director, Product Development 2009 was a tough year for Tableau, the Seattle based data visualization software company. Many of its customers were hit hard by the economic tumult of the Great Recession, and while the company had about doubled year over year up until then, its growth in 2009 had slowed to about 37\%. Ellie Fields, then Director of Product Marketing, explained the situation: We had ac i n, b e en ne f he e a i h a n f c ed ha a hi ing he f n age f Tech C nch e e da . However, the team was on a mission to reimagine the way in which users answered questions with data, and customers that used Tableau to create data visualizations were loyal to the company and its product. The founders believed that they had achieved product/market fit, but needed to come up with a way to scale the company and increase conversion for the core enterprise product. As Fields explained, We e e a e mi i n d i en c m an . B f ea , e e e a al n b d . E en he l cal Sea le ech bl g ldn e n ne d c la nche f Tablea , n ma e h la he d c e e i h e . So the founders and the team came up with a radical approach they planned to create a public version of the enterprise product and distribute it for free on the web. It was a risky approach that forced Fields and her team to think deeply about the types of customers the company should target and how to best leverage a free product to better market an enterprise solution. BACKGROUND: TABLEAU SOFTWARE The catalyst for the idea behind Tableau came in 1999 when the Department of Defense (DOD) brought a