Bob Moesta on unpacking customer motivations with Jobs-to-be-Done

Inside Intercom

Why does someone switch from one product to another? In short, JTBD is a research process that helps uncover a customer’s motivation for buying your product – the “job” your product is“hired” to complete. Today, Bob is President and CEO at The Re-Wired Group , a consultancy that’s helped develop more than 3,500 products and services. Here are five quick takeaways: Customers don’t randomly switch products.

The “Why” Behind Your Product Roadmap

bpma ProductHub

The vast majority of product roadmaps move the product in a positive direction, but desired results are only achieved if there is clarity around where it is taking you, and why. Well-run companies are honest about the reality of their current products. This sets up the product roadmap so that it can be used as a tool to help drive results and link back to the business objectives and strategic direction. product/features/strategy.


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Top 75+ Resources for Product Managers

Sachin Rekhi

I'm often asked what's the best way for a new product manager to learn the fundamentals of the role or for an experienced product manager to continue to master their craft. Most folks are looking for a pointer to a book or a class they can take on product management, but I always reply with a collection of blog posts from practitioners sharing their best practices. I've organized this collection into several sections, starting with product management 101.

Vision 131

How JustGiving Crowdfunding Went From an Idea to £100m in Five Years

Mind the Product

In 2012, when I was working as part of the JustGiving team responsible for innovative products and disruptive business models, we decided to test how people could raise money for non-charitable good causes. We ran through various exercises in the first week to give us direction, including user journey mapping , product in a box , and the speedboat game. The output from a product in a box game, where we imagined how we would position the product if it was on sale in a supermarket.

6 Product Managers Who Became CEOs-and How!

The Product Coalition

While some may say that a Product Manager is ‘the CEO of the product’, that’s not entirely true. Both positions involve being the keeper of a vision, and both also have to be decision makers by curating ideas from many different sources. As a Product Manager, you have very little authority. While the buck stops with you when it comes to product decision making, the overall health of the company doesn’t rest on your shoulders. CEOs Who Came From Product 1.

The Top 10 Deliverables of Product Managers

Sachin Rekhi

Mastering the craft of product management is no easy task. I instead define a product manager as driving the vision, strategy, design, and execution of their product. It's equally important for product managers to think about each of these four dimensions as having a concrete set of deliverables. Too often product managers perform the activities associated with each of these deliverables, but may not do so as rigorously as they could to maximize value.

Vision 131

Women in Product, Women in SaaS – Stories from 9 Inspiring Female Influencers in Tech


As a team supporting diversity and women in tech – we decided to use the International Women’s Day as an opportunity to showcase some of the best talent in the industry – and interviewed the top female Product Managers, Product Owners and SaaS founders and CEOs. Ariane Klajzyngier – Senior Product Manager at Publicis Sapient – a digital business transformation company. Women in Product. Becoming a product owner was never my intention.

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The Road to a $100M Company Doesn’t Start with Product

Brian Balfour

In the introduction to this series I made the point that Product Market Fit isn't the only thing that matters. It is actually only one of four fits needed to grow a product to $100M+ in a venture-backed time frame. While Product Market Fit isn't the only thing that matters, it is important, so it makes sense that there are no shortage of blog posts explaining Product Market Fit , and how to get it. The product was extremely simple.

What I Learned From 3.5 Years as a Product Leader at a VC Backed SaaS Startup

The Product Coalition

I was attending a very small startup event where Gregory Culpin presented the company and its market vision. In 2013, they convinced Pieterjan Kempynck and his associates that it was time to build their own team. As I maintained good relationships with my former colleagues, I knew Elium was a very promising product and that the team was full of very talented people. The product and engineering teams grew fast too. Product management is 80% about stakeholder management.

Eventbrite’s Brian Rothenberg on growing a marketplace

Inside Intercom

That company would go on to be acquired by TaskRabbit, where he helped 3x core business volume as co-head of marketing. I joined as a junior product manager and focused on their local marketplaces and e-commerce businesses. I was on a small web property that didn’t have a lot of funding and no marketing, and we had to figure out how to grow it, so that was a great experience. Upon joining that team, I led online marketing and user acquisition growth for about a year.

Customer Development Guide For Product Managers

The Product Coalition

It was launched in 2011 and went broke in 2013 because people didn’t buy the product. The authors relied on their intuition or professionalism, and didn’t account for the most important factor in product creation?—?the the product/market fit. Everpix and Google Wave didn’t satisfy the market. In this situation, it doesn’t matter who creates the product, whether it’s two fellow developers or a corporation giant like Google?—?or Launch your product.

Guru’s Rick Nucci on using automation to scale your customer experience

Inside Intercom

Rick started Guru in 2013, after successfully founding Boomi (a cloud integration and data management company) and selling it to Dell. I then stayed with Dell for three years, and left to start Guru in 2013. How did you all get to product-market fit ? Rick : I heard a great analogy that when you’re in pre-product-market fit, you can feel like you’re in a desert. So of our monthly active users, how many are using the product daily?

Books 55’s Steli Efti on balancing competition and collaboration in sales

Inside Intercom

From day one, when we launched Close in January 2013, we wanted to own We have competitors that even try to launch smaller software products that we’re using on it, just to mess around with us in the organic rankings and use SEO to take away some of our thunder. It’s just interesting to see how the market is interpreting this. Teaching them your technology, your product, the process, the customer: all that is easy.

Intercom on Product: Understanding your customer is key to good product judgment

Inside Intercom

You may have noticed we’ve taken a break from Intercom on Product over the past few months – we didn’t feel it was an appropriate conversation to continue in the midst of the tragic events unfolding around the world. With this in mind, we’ve stuck to our regular Intercom on Product subject matter because we felt that we wouldn’t add anything to the discourse by discussing COVID-19 and we also wanted to give you a respite from the daily coverage.

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6 Reasons to Get Excited About Gainsight and the Next Decade of Customer Success


In the last 12 months, we booked a ton of new customers and expansion deals, we’ve dramatically accelerated our product, grown our global employee base by 23% (now 668 Gainsters worldworldwide), our R&D team grew by 26% and is now a team 255 gainsters, and we hosted a sold-out conference for more than 5,000 people. All of that, on top of the fact that we’ve seen it firsthand in terms of market demand. But there was still a bigger problem in the market we didn’t solve for.