For context, The company provides a subscription for goods to both B2C and B2B markets. The B2B's distinctive aspects is that client require billing to be a lot more detailed, they oversee a lot more delivery locations and have multiple account managers. Their product is basically a reduced version of our backoffice, so that we can give as much flexibility as needed. The B2C get their own separate platform, which is focused on design and simplicity.
I'm new on the job as a Product Owner ; before I joined, there was this idea of dividing the developers (<10 people for now, albeit growing) and Product Owners (2) into two feature teams. The foremost proposition at the moment is to specialize the teams according to these two business aspects. The specialization wouldn't be absolute, but it's not clear how strongly it would be applied.
I think that's a better idea than component teams, since at least each feature team would be focused on customer value rather than technical requirements.
But I'm not really convinced top-down division like that is necessary. The work in progress is never perfectly balanced between B2C and B2B features, in fact the roadmap for the end of the year is almost 100% B2C. The developers' skillset and areas of interest don't neatly divide like that either, most of them have the most practice on the more complex B2B product. Internal tools, which broadly share the same components as the B2B product, do not feature in that division and could make the workload even more lopsided.
I'm not very familiar with feature teams best practices, but are they supposed to be specialized ? Versatile / agnostic feature teams, which would work on whichever feature they pull from the roadmap / backlog, make more sense to me. As long as each team keeps on working together on the long run, I feel like that's the part that would make the biggest difference.