Claap · Strategy · Mid · 45 to 60 minutes

Should Claap Stay Broad or Focus?

Claap makes software that records, summarizes, and shares meetings and short video updates so teams can collaborate asynchronously at work. Answer this product management case and get it graded line by line against a weighted rubric.

Strategic thinking
Segmentation
Positioning
Prioritization
Stakeholder alignment

The situation

You are a PM at Claap, and the CEO has asked for a recommendation before the next planning cycle. Claap's product can be useful to several kinds of teams, and that flexibility helped early adoption, but it is now creating strain. Different prospects describe different top use cases, internal teams are hearing inconsistent reasons to buy, and the roadmap risks turning into a patchwork of requests rather than a coherent product direction. Leadership is debating whether to keep a broad customer definition and message, or to focus the company on a narrower ideal customer profile with a more specific value proposition. The timing matters because the team needs one clear story for product planning, messaging, and sales execution in the near term. The hard part is that narrowing too early could reduce demand and hide future opportunities, while staying broad could keep the team busy without increasing clarity. Your job is to recommend how Claap should define its target customer and value proposition now, given limited time and imperfect information.

What to produce

A 1 to 2 page strategy memo.

Your answer must

Frame the decision as two credible paths, stay broad for now or focus on a narrower ideal customer profile, and state the trade-offs of each.
Define the criteria you would use to choose between those paths, including customer pain urgency, fit with the current product, and ability to align roadmap and go to market.
Recommend one target customer approach and a corresponding value proposition, plus one alternative you considered and why it is not the best choice now.
Describe the near term implications for product priorities, messaging, and cross functional alignment if your recommendation is adopted.
List the leading indicators and disconfirming signals you would track to validate the decision and know whether to adjust course.

Constraints

Do not assume Claap can build a new product from scratch or add a major new team.
Base your answer on limited evidence and reasonable product judgment, not on detailed market data that is not provided.
Keep the recommendation focused on near term product area strategy, not a full company reorganization or fundraising plan.

Format

Use headings: decision, options, recommendation, implications, validation.

How Claap actually played it

Explains how Claap pivoted its value proposition and ideal customer profile, with a sense of urgency that aligned the team and a more disciplined definition of who the product serves.

Define the ICP with precision and discipline
Urgency aligns the team around a pivot
Reposition when the old customer definition stops working

Built from How Claap reinvented its value proposition and ICP to drive explosive growth by Timothe Frin.