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Segmentation, competitive positioning, build-buy-partner, and pricing and packaging reasoning.
3 questions in Product Management.
Establish whether anything changed for your customers before changing your plan, then choose deliberately between accelerating, differentiating, ignoring it and reframing the category — and treat the competitor's launch as evidence about the market rather than an instruction.
Absence of requests is a demand signal you have to explain before you price anything; once you know whether the need is latent or absent, choose the packaging first — core, tier upgrade, or add-on — and price against the buyer's alternative rather than your build cost.
Diagnose why growth stopped before choosing a direction, because saturation, a distribution ceiling and a retention leak each point at a different answer. Then choose on which of your existing assets transfers, and name the evidence that would kill the option before you commit engineering to it.