2. Contents
1. What to build?
2. Actually building what you decide
3. Building
4. Acquiring customers
5. How do you know you are delivering outcomes?
6. Being/staying successful
â Sequencing
4. 1. What to Build?
⢠Determined by customer outcomes, competing solutions,
and your point of view
5. Start with Customer Outcomes
⢠Define customer outcomes using vocabulary that
customers would use
⢠Customer outcomes have functional, emotional, and
social attributes
â Pay attention to context, situations, motivations, constraints,
and how they are achieving these outcomes today
⢠Customers outcomes are not the same as business
outcomes for your company. But they are massively
linked
6. Build on Point-of-View
⢠Build is always involves choosing (trade-off )an attribute
(or consideration set) based on customer outcome and
context
⢠Choose attributes based on what is valued by customer
(importance), what competition offers (satisfaction)
â Align with hiring criteria
â Offer a path continuous greater âvalueâ
⢠Point-of-view includes where to draw the line (product
scope), and this impacts who your customers are
⢠Donât try to be everything for everybody
Image Source: Wikipedia
7. Side Note: What is âProductâ?
⢠Every interaction with the prospect/customer is the
âproductâ
â Marketing messages of all kinds
⢠Website, blog, emails, brochures, ads
â Support interactions
â Customer manuals
â Training/user guides/seminars
â Community/forums/user groups
⢠Identify all interactions with your product, and
prioritize and rank for focus
Now that you have decided what to build , how to enable building âŚ..
8. 2. Actually Building What You Decide
⢠Having a set of product principles helps with alignment
and cohesion of activities across stakeholders
â Products usually have goals and metrics, but they do not provide
guidelines for action
9. Product Principles
⢠Product principles must be anchored around
customer outcomes and point-of-view
⢠Helps enable
â Consistent decision making across different stakeholders
at all levels
â Prioritization and deployment of resources is easier
â Emphasizes PoV
⢠Good product principles speaks to how users should feel
before, while, after using the product
What to keep in mind while building âŚ..
10. 3. Building
⢠When to build (a feature/functionality) is as important
as what to build
11. Sequencing
⢠Sequence based on impact and effort (project size)
â Impact is a function of what outcomes it enables, what
competition offers,
⢠Carefully access for compounding of benefits
â Impact of multiple small features vs one large feature
⢠Example: If you are having problems with activation, do
not focus on projects that drive more traffic
Now that you have built âŚ..
12. 4. Acquiring Customers
⢠Customer acquisition is greatly determined by
positioning, power of emotion in decision making, and
strategy to tackle objections/concerns
13. Positioning
⢠Position based on outcomes that competition is enabling,
and your point of view
â Note: Customers will instinctively place you among alternatives
that helps them achieve the same outcome
⢠Has a big impact on customer acquisition and pricing,
especially premium pricing
⢠Examples:
â Positioning the iPad against netbooks
â Dog food: animal vs like your baby
14. Power of Emotions
⢠âWhen dealing with people, remember you are not dealing
with creatures of logic, but with creatures of emotionâ â Dale
Carnegie
⢠People find it extremely difficult to take decisions without
emotions
⢠Crucial to have a point-of-view on how your customers should
feel â before, during, and after using your product
â What can you do the set the right emotions?
â What can you do create the right emotions?
⢠Do everything you can do to eliminate negative emotions like
anxiety â before, during, and after product use
15. Handling Objections
⢠Customers do not buy your products they switch to your
product
â Focus on making this switch as easy and painless as possible
⢠Customers may have existing behaviors/habits and
workflows that may require a lot of time and effort to
overcome
â Example:
⢠Can I easily migrate all my bugs/tickets over to your product easily?
⢠Should I learn new skills, what kind of (negative) impact will this have on
adoption
⢠Note: Changing customer behavior is hard, try and
leverage existing behaviors, instead of creating new ones
â Increasing motivation is not the same as decreasing friction to
adoption
Now that you have acquired customers, what to focus on âŚ..
16. 5. Delivering Outcomes
⢠Buying/purchasing is not the same as delivering
outcomes
⢠Consumption/engagement/usage is a true indicator of
value delivery
⢠Reach and frequency of feature usage are critical metrics
to track if the product is delivering outcomes
17. Reach (How many people use a feature)
⢠Focus on improving feature adoption among all your
users
â Set targets for adoption by mapping how a feature contributes to
delivering customer outcomes
⢠Use â5 Whysâ technique to understand reasons for poor
adoption, and take necessary steps to improve adoption
⢠Kill features that no one uses or is sparingly adopted:
â Simplifies the product
â Provides tons of flexibility during decision-making
18. Frequency (How many times a feature is used?)
⢠Focus on improving frequency of usage of all features
â Features that are being used all the time by all the users are high
leverage features
⢠Nir Eyalâs âHook Canvasâ a great framework for
improving frequency of usage of a feature
â Trigger, action, reward, investment
19. 6. Staying Successful
⢠Product success is tied to helping users to become
successful
⢠Brutal NOs are necessary to maintain focus on customer
outcomes and point-of-views
20. Badass Users
⢠Think less about product features and more about what
attributes makes the user better (become experts)
â Help users improve their skills (not in using your product),
resolution of experience, producing better results
⢠Enable them to become experts and provide them with
the necessary motivation on their path to become experts
⢠Do not drain limited cognitive resources of the users
while they use the product, they need it for achieving
outcomes
21. Saying NO
⢠Short term âwinsâ, emergencies, just-this-one-time,
small-half-a-day job, are the biggest killers of long term
product success
â Working on these short term items automatically means not
working on long term gains
⢠Long term success is achieved by tracking changes to
desired customer outcomes, and changes to the
consideration set and building appropriately
⢠Before extending scope of the product, ensure that all
existing gaps are met
23. Summary
1. What to build?
â Start with customer
outcomes
â Build on point-of-view
â Side Note: It is not only
about the product
2. Actually building what
you decide
â Alignment and cohesion
⢠Product principles
3. Building
â Sequencing
4. Acquiring customers
â Positioning
â Handle objections
â Harness power of emotions
5. How do you know you
are delivering outcomes?
â Reach/Feature adoption
â Frequency of feature usage
6. Being/staying successful
â Creating Bad Ass Users
â Saying No
24. Sources / Acknowledgements
⢠Intercom.io on Product Management
⢠Kathy Sierra on creating Badass Users
⢠Articles by Rewired Group on jtbd.org and Alan Klement jtbd.info
⢠Ian MacAllisterâs answers on Quora
⢠Photos belong to their respective copyright owners