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Productside | Product Management Courses & Training How WellNest Rebooted ProductStrategy (eBook Preview) When product teams get stuck in backlog chaos, stakeholder noise, and reactive shipping, its not a process problem. Its a productstrategy problem. Heather knows something has to change.
Customerexperience isn’t just for products. As an employee, you provide customerexperience to your manager, your colleagues, and your own employees. One time, a friend of mine invited me to a party that was about to happen the next day. Today’s article is about this special type of customerexperience?—?the
SplitShire-London-Collection-210062 When I work with companies on sharpening the value proposition and refining the productstrategy, one of our information sources for the process is their existing customers. Who they are, why they chose to work with the company, what value they are getting out of the product, etc.
How can you tell if it’s time to push harder, or should you let things move at their own pace? It adds color to my kitchen, it made me clear the table from other stuff so that it stands out, and every time I look at it I’m filled with joy. It was a lengthy process, with quite a few trials and errors, until we found the right strategy.
He has a great deal of experience that has helped him be well-rounded in product management. Paul acquired the breadth of experience through his leadership roles at San Francisco Bay Area startups and high-growth companies. He helps rapidly scaling early-stage startups craft their ProductStrategy and everything related to it.
There’s an abundance of books, podcasts, as well as events at your disposal that cover various product management topics. Learning on the job or via a professional mentorship offers the chance to grow and gain valuable experience. Here’s even more good news: There are many product management certifications and courses available today.
The Critical Role of ProductStrategy When Money Is Scarce (Part 2 — Rounds A, B, and Later) When you start selling your product, you feel great, but that doesn’t last for too long. A productstrategy is often the missing link that would convert your efforts into actual revenue. Here is how it works.
The Critical Role of ProductStrategy When Resources Are Limited (Part 2 — Rounds A, B, and Later) When you start selling your product, you feel great, but that doesn’t last for too long. A productstrategy is often the missing link that would convert your efforts into actual revenue. Here is how it works.
The Critical Role of ProductStrategy When Money Is Scarce (Part 1 — Seed) A good productstrategy is something every company needs. When VCs and customers aren’t throwing money at whatever you tell them, it becomes a critical tool. heard my explanation and immediately said — ‘oh, you are doing productstrategy’.
helping the company transition from a founder-led product approach to building a strong, sustainable product culture. I have been helping her reshape how product management is perceived in the company by building a solid productstrategy, team structure, roadmap, processes, and more. What do you do?
A successful product can only work if people actually buy it. But too many product leaders focus on the product itself and not on what makes it sell. As product leaders you cannot ignore the full customer journey to make sure it makes sense. It appears in your product itself. Hint: it’s not features.
But to truly solve customers’ problems, founders and product leaders must think beyond what they already know about the product. Unfortunately, in the case of your morning meeting — it is going to happen, and it’s a big one which you must attend and arrive on time too. How to solve a certain customer problem?
Ford’s famous quote tells you exactly how he wanted it done: “Any customer can have a car painted any color that he wants, so long as it is black”. In our world, this would have been considered a great productstrategy. As you are reading this, replace Ford’s car with your own product. What was so special about it?
Lucid Softwareâs Chief Product Officer Dan Lawyer offers a metaphor that reframes how we think about productstrategy and product roadmap disruption, direction, and progress. eBook Leveraging ProductStrategy Read now Why timing and momentum matter The frequency and execution of pivots matter deeply.
The Solutions Value Chain is a framework that helps you uncover real, strategic value for your customers—from the top of their organization all the way down to the people in the trenches doing the day-to-day work. Of course, every product company wants users to love their products—no surprise there. Why is it important?
Your product will always have bugs, and you will always need to chase and fix the important ones. But sometimes, the really important bugs are not showing in the product itself. These are bugs in your productstrategy, and if not fixed, it will be very difficult for your product to succeed.
Productstrategy is one of the most important tasks of the product leader, and definitely one of the hardest things to do. In the effort to bring the company’s vision into reality, the details matter, often more than the innovation and completeness of the vision itself. Even higher-level goals can be refined and detailed.
The fact that your potential customers have a problem, doesn’t mean that they are willing to do what it takes to solve it. I knew about the idea of laser eye surgery for a long time but was always too afraid to even think about it. But I can tell you that I was still afraid this time too. I was still afraid.
Creating a solid productstrategy is an ongoing process, not a one-timeeffort. Once you created a first draft that you are happy with, it’s time to bring it to the market and iterate according to the feedback you get. But how can you test a strategy? It’s actually simpler than you think. In some cases?—?for
Photo by Ono Kosuki from Pexels OKRs (Objectives and Key Results) are a useful tool for goal setting and team alignment, and in recent years they have gone from being used primarily in quantitative parts of the organization (namely sales and marketing) to being very popular in product and technology as well. Sales create revenue goals.
A good productstrategy helps you to acquire happy customers and retain them over time. Here is how productstrategy helps you overcome them. Photo by Braden Collum on Unsplash Working on productstrategy is an iterative process. I wrote this article to answer that question.
Between interfacing with multiple teams, coordinating release schedules, prioritizing customer happiness, driving the mobile product roadmap, messaging product announcements internally and externally, and myriad other activities, the list of “to-do’s” for mobile product managers may seem endless, and the job is ever-changing.
Steve Krug, author of Don’t Make Me Think, summed it up: “It really just means making sure that something works well: that a person of average ability and experience can use the thing—whether it’s a website, a toaster, or a revolving door — for its intended purpose without getting hopelessly frustrated.”. But what does “usable” mean?
SaaS businesses tend to have heterogeneous customer bases, which means you will probably have customers with different needs. Therefore, you should set different, specific goals for them inside your product and segment them to better understand their needs. A goal is like a milestone that you want your customers to reach.
Of course, it would have been ideal to find someone who had had both extensive experience and amazing learning abilities, but there’s a reason unicorns are so rare. For example, you gain nothing from having a new product if the company can’t sell it to the market, so your roadmap must address also the sellability of the product.
Time to demystify this little word and start taking advantage of it. If you work with products, it will become your best friend (OK, maybe just a regular friend whom you keep telling it to). Value returning visitors or customers a bit more than brand new users. Google focuses especially on retention rates, but why really?
Theoretically you would think that a consulting business isn’t impacted by the time of the year, but I learned that that’s not true. For some reason, most of them want my productstrategy and product-market fit lectures during May and June, every year. That thing that is being released to production and customers use.
There are many ingredients needed in order for your product to succeed. Not all of them are related to your product, or even to your product’s domain. Your customers’ ecosystem has more impact on your ability to succeed than you might think. Bottom line, I work on many presentations, all the time. Here is why.
One of the hardest challenges of any product and any startup is of course reaching product-market fit. It takes a long time, there is no guarantee that you will succeed even if you’ve done it before (although that definitely helps), and you often find yourself wondering if you are doing the right thing.
It took me time to understand that I need to present myself as a product leadership coach and productstrategy expert rather than a consultant. While that’s a very common interpretation, it’s not the only one, and one that will limit your ability to make a real impact, especially if you are a product leader.
We have three distinct products: the ad-supported video streaming platform, which is what we started with four years ago; a subscription version of the business with ad-free content; and exclusive original content. We also have a kid’s product, with ebooks, video games, audio stories, videos, movies, etc.
Your product sells not for its features, but for the value it brings to your customers. True product value lies in understanding and meeting the deeper, often unspoken needs of customers, beyond just functionality. Here’s a three-step approach to ensure products connect with users on a more meaningful level.
Thinking and talking about the product definitely falls under this category. When it comes to the actual work products that product managers deliver: wireframes and user stories. It is also about the same time that working with R&D becomes more intense , so a lot of project management is needed. But Do You?
The competitive analysis itself is a major part of your productstrategyefforts, and here is how to do it at the right level. That’s normal and makes perfect sense, as not all customers want the same thing. For example, if the customer profiles don’t vary by size, what do they vary by?
I was at the pool for two hours every day, 6 times a week, and often attended competitions on the weekends. I worked hard again, but this time with very little success. Redefine Success As a product leader, your end game is different than the one you had as a product manager or even as a group leader in larger organizations.
We talked about my blog (I had an anonymous blog where I wrote about my life), my volunteering experience as a medical clown and working in hospitals with kids, and also about mathematics, computer science, and marketing. But it’s not true 100% of the time. It still doesn’t mean that you took the wrong decision at the time.
Here are three things that if you include in your product requirements would make your life easier and help your developers deliver on what you really intended, not on what you told them to build. I didn’t call him that at the time, but he taught me so much and helped me shape my leadership style and principles.
The customer journey is such an important tool when building your productstrategy. In product-led growth, its importance is even more significant. The initial versions I get as a response are usually so oversimplified that they are useless for any discussion or strategic effort.
We all want maximum value for minimum effort or cost. In times of an economic downturn, it is very tempting to offer less for lower prices. But is it really what your customers want? Here’s how to look at it in order to make the right decision for your customers. But which one is more important? I decided to meet B.,
With any of our customers. I’m sure that your product, too, has a generic list of competitors. But when you define your productstrategy, and your differentiation from the competition, it is important to understand what your real competition is. Not a single one. But our real competition wasn’t there.
We were monitoring our customers’ databases, and the architecture caused a severe performance impact on the databases themselves. It was an informed decision before my time there, that allowed us to release something very quickly. While none of our customers wanted to use this feature, many of them wanted to have the option.
However, now that we need to actually begin, we are having second thoughts about timing. Customer feedback, as well as code maintenance and improvements, are constant tasks, which can take a toll on team members who are already spread thin. I’m talking about the time you spend thinking about it when you are not at work.
“Market problems should be defined based on multiple sources of data, not just anecdotes from visiting customer offices,” one respondent said. This year’s survey reveals that product managers spend an average of just seven hours a month talking to customers in non-sales situations.
It is a well-established company, a leader in its domain, but it still needs to deliver new products to the market so product-market fit is a very relevant topic. To make the point I wanted to make, I shared a story from the time I met my husband. We had a good time and liked each other, but it wasn’t enough.
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