Useful, Entertaining, or Must-Have Product Test
Build around one compelling reason for people to choose your product
- Difficulty
- Easy
- Time to result
- ~weeks to results
- Steps
- 5
- Confidence
- 97%
The framework evaluates a product through three possible sources of demand: usefulness, entertainment, and must-have necessity. A product needs to succeed strongly on at least one dimension rather than weakly touching all three. Two dimensions make the proposition more defensible, while all three can produce an unusually powerful offering. The creator first defines exactly what is being made, then identifies which value dimension gives users a reason to adopt or return. Features, formats, and monetization choices should reinforce that core proposition. User behavior then determines whether the hypothesis is true. If the offering no longer creates meaningful value, the product should be changed or discontinued rather than preserved because of history, status, or internal attachment.
Origin
Extracted from Masters in Business during Kara Swisher's explanation of how she evaluates media products, podcasts, conferences, and new business ideas.
Core principles
- 01Every strong product delivers at least one compelling form of value.
- 02Usefulness, entertainment, and necessity are distinct paths to demand.
- 03Combining two value dimensions strengthens a product.
- 04Combining all three can create an exceptional product.
- 05A product should be defined before others reshape it.
How to run it
- 1
Define the Product
State what you are making, who it serves, and the experience it promises. Keep the definition specific enough to guide decisions.
Pro tip Describe the product without listing its individual features.
Watch out Do not let outside opinions turn the offering into a different product.
- 2
Choose the Primary Value
Determine whether the product is primarily useful, entertaining, or must-have. Identify the concrete user need behind that classification.
Pro tip Choose one primary dimension before claiming secondary strengths.
Watch out A vague claim that the product does everything usually signals weak positioning.
- 3
Look for a Powerful Combination
Assess whether the product credibly delivers a second or third value dimension without weakening its core. Combinations can increase differentiation and retention.
Pro tip Use observed behavior, not internal enthusiasm, to validate each dimension.
Watch out Do not add complexity merely to check every box.
- 4
Align the Experience
Shape the format, features, length, voice, and business model around the selected value. Remove elements that distract from it.
Pro tip Make each design choice explainable through the primary value.
Watch out Imitating a successful competitor can erase what makes your product distinct.
- 5
Observe and Adapt
Measure whether users adopt, return, recommend, or pay. Change or stop the product when the evidence shows that its value has faded.
Pro tip Treat declining relevance as a prompt to test a new format.
Watch out Do not preserve an obsolete format simply because it once succeeded.
In the wild
Swisher recognized that the Code conference offered valuable interviews but could host only a limited number each year. She extended that experience into free, year-round podcast interviews suited to people listening in cars, on bikes, or on treadmills.
→ A scarce live-conference experience became a useful and entertaining recurring media product.
After Scott Galloway's appearance produced exceptional audience numbers, Swisher created a separate podcast around their rapport. Instead of copying the hour-long interview format, she specified a quick, topical show of roughly twenty to thirty minutes.
→ A clearly defined format created scarcity, repeat listening, and strong advertising demand.
Common mistakes
Building Without a Core Value
A product that is neither meaningfully useful, entertaining, nor necessary gives people no strong reason to choose it.
Letting Others Redefine the Product
Accepting every suggestion can produce a confused hybrid rather than a coherent experience.
Protecting a Format After It Stops Working
Past success does not justify continuing a product after user behavior or market conditions change.
Is it for you?
Best for
It is best for entrepreneurs, product leaders, and media creators evaluating a new or evolving offering.
Not ideal for
It is not ideal for mandatory infrastructure whose adoption is determined primarily by regulation or procurement.
From the transcript
“The the things that I think about when they were thinking about products, is is it useful? Is it entertaining? Is it must have?”
“If you have one of those things, you usually have a very successful projects. One. You don't need all three, but if you have all…”
“people who are good at product know what the product is and then are willing to make changes to it when it doesn't work.”
From the episode
Kara Swisher Discusses the Tech Industry
Kara Swisher