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Customer support teams hear everything. Review support conversations regularly Look for patterns in user struggles, confusion, and painpoints. Use insights to drive product improvements Support-based feedback can guide roadmap changes, de-risk decisions, and increase customer satisfaction.
Discussing product leadership and challenges, Orly shares her unconventional path into product, the lessons she learned turning around a failed product, and how she builds high-performing teams in global tech companies. That was a critical turning point in my career. Orly: Leadership starts and ends with people.
Our guest, Anya Cheng, founded Taelor, combining her leadership experience at B2Cs and her knowledge of tech product management, to make it easy for men to wear stylish clothes for any occasion. Through market research, she discovered her ideal customers weren’t whom she initially expected.
The Breaking Point: When Shipping ≠ Progress WellNest Health’s flagship product, BuildNest, was built on good intentions. Customers were disengaged. It’s built around five phases: Context: Understand your business, market, and customer landscape. Investigate: Learn what your customers actually need through research.
After every discussion with customers, sales, service, leadership and my colleagues, I was left with a laundry list of problems that needed my attention. As a product manager, my goal is to ensure customer satisfaction, long term success of my product and contributing to the success of my organization.
This month, we’re focusing on all things Product Leadership. Before we start diving into the ins and outs of leadership in Product Management, it’s important to ask and to understand what we mean by Product Leadership. they’re in a Product leadership role. Keep an eye out for events, podcasts, blogs, and more!
Tailor Your Communication: Adapt your messaging for different audiences, whether its engineering teams or senior leadership. Address PainPoints Proactively: Regularly ask for feedback to show you value their input and are ready to adjust course. It shows youre thoughtful, analytical, and focused on results.
Most businesses design customer experiences from the inside out, based on what is best for the company, when they should be doing the exact opposite. Few people are as passionate about customer experience as Annette, the founder and CEO of consulting firm CX Journey Inc. How to put the “customer” in “customer experience”.
Congratulations on your new leadership position! Assuming a new leadership role is a significant challenge, whether you’ve transitioned within your current organization or stepped into an entirely new one .Each Each time I stepped into a leadership role was exhilarating and demanding. What’s currently a painpoint for them?
Hypotheses are only useful if we test them (with customers), to validate or discard them. As an example, our problem statement could be: Customers encounter a series of frictionpoints when embarking on a shopping journey in a large supermarket. The problems to solve: customer impact and business impact.
We explored a few characteristics to look out for when selecting your pilot teams, including the relationships among the team members, their mindset and willingness to learn, and their access to customers. They’re not talking to customers regularly. It’s why our executive leadership meetings can be so tough.
Scaling a product isnt just about selling moreits about refining product-market fit, unlocking the right growth levers, and making sure your go-to-market strategy actually aligns with what your customers need. In this episode of Productside Stories, our host Rina Alexin talks to Rachel Owens , product executive and growth expert.
His answer intrigued me because it identified a clear painpoint that isn’t getting enough attention. Then when I heard his backstory in technology leadership roles at Xerox and Experian and the challenges he encountered with product roadmaps, I was eager to invite him to be a guest on this podcast.
As Product Managers, we perfectly understand the need to generate and use customer feedback. This led me to reach out to 14 leading Product Managers and talk with them about how they use customer feedback in their own companies and teams. Feedback is only relevant vs. a goal and user context. Understand where it’s coming from.
The kiosks help thousands of customers by providing valuable information and generate a significant portion of the revenue for the company. The sales team and leadership promised the clients to deliver the product without having any discussion with the engineering team. The kiosks are deployed to many airports in the U.S.
He also works with design and leadership on the medium-term strategic space, helping decide and define future initiatives that will unlock value for their customers and prospects. He also regularly looks for opportunities to jump on sales or customer success calls with customers who have new use cases. Tweet This.
Creating quality customer experiences has always been important for retaining customers. Now, during this time of economic uncertainty and against a competitive landscape, effective customer engagement is business critical. Discover the top trends transforming customer engagement. But they’re facing big barriers.
The big vision was clearly overwhelming – we wanted to change how customers interact on the site; we wanted to build the brand new structure to support a new type of customers, to build the internal admin functions to facilitate internal efficiency; and we wanted to holistically rethink everything to link all the above components.
Product analytics refers to the process of gathering and analyzing data on how users interact with a product. It tracks key metrics such as feature usage , user flows, and behavior patterns to explore user preferences and painpoints. Why should you have a product analytics strategy?
The Customer Service Gap Model By ADRIENNE TAN In competitive markets, delivering superior customer value is a top priority. It’s not just about creating a great product—it’s about ensuring the entire customer journey, from initial interaction to post-purchase support, exceeds expectations.
I realize that many product people have never worked in a product trio , don’t have access to customers, aren’t given time to test their ideas, and are working in what Marty Cagan calls “features teams” or “delivery teams.” It keeps us focused and ensures that we create value for the business while meeting customer needs. said other.
However, as Mary Baird’s inspiring story shows, a successful pivot from nonprofit leadership to product management is not only possible but also incredibly rewarding. However, Mary’s experience in nonprofit leadership provided her with a unique set of transferable skills that would prove invaluable in her new role.
Customer support has never been a walk in the park. To keep up with these changes, last year we released our first Intercom Customer Support Trends Report. To keep up with these changes, last year we released our first Intercom Customer Support Trends Report. Shawn Carter , Customer Care Team lead at Aircall.
The challenges facing customer support leaders are more complex than ever. They need to be able to balance efficiency with a great customer experience , meet rising customer expectations , and keep team morale high , all while ensuring that they don’t blow through their budget or burn out their team. The results?
Innovators have to build first reference customers in the mainstream market to prove having a promising business model and a compelling offering. Starting with a niche market ensures focusing on a very specific customer problem and probably little to no competition. As we do not have yet data available from live customers?—?or
Historically, we’ve asked product teams to deliver a fixed roadmap typically defined by leadership. It’s not just about shipping features, but about creating value for both our customers and our businesses. And you may also have a few of these other folks: data analysts, user researchers, product marketing, or customer success folks.
Processes include forums to sync with different members of your team and other teams, forums to get leadership alignment, ensuring high quality of deliverables, and OKR planning. Second is setting up the right funnels for access to users. First, we go out and talk to customers. Third is setting goals.
Give me an all-in-one solution to compose and communicate, and I’ll be your first customer! Many products simply don’t cater to their users’ needs. Maybe the Product Manager is technically strong but doesn’t understand customers’ context. Learn these skills and create fervent customers. How can this be? After all, as W.
As Product Managers, we perfectly understand the need to generate and use customer feedback. This led me to reach out to 14 leading Product Managers and talk with them about how they use customer feedback in their own companies and teams. Feedback is only relevant vs. a goal and user context. Understand where it’s coming from.
My path to product leadership has been through entrepreneurship and product diseases. Strategy requires answering the four RDCL (“radical”) questions: Real PainPoints: Why does someone come to your product? Design: What is our solution to those painpoints? 22:13] Prioritization.
These resources might include IT support staff who ensure the online system is functioning correctly, customer service representatives who handle inquiries, and administrative staff who manage the documentation. This platform also supports third-party integrations, enhancing its functionality and user experience.
Today, numerous studies echo this sentiment: a recent report from Forrester found that brands with a superior customer experience bring in 5.7 And a recent study from Deloitte found that two-thirds of customers will switch brands entirely due to a poor customer experience. times more revenue than their competitors.
This approach focuses on understanding customer needs, generating quality ideas, and turning those ideas into real value. It’s what helps create products that customers love and keeps companies successful in the long run. Staying Close to Customers A big part of successful innovation is keeping a close connection with customers.
We then jammed those models into our platform so that customers could access the outputs in many ways.” We’ve onboarded many customers onto our predictive suite and every time we get the same question: ‘How can I test that it works?’ Asking the customer to use a service that makes decisions for them means asking them to trust you.
In a recent survey, our team let us know design career paths and advancement were painpoints. For example, here are two expectations we had in the old version of our job levels: Be recognized as an expert in the broad domain of customer communications inside and outside of Intercom. Invent the future of interaction design.
But how do you hone this crucial skill when faced with conflicting data, unsupportive leadership, or an over-reliance on gut feelings? It’s great if customers are signing up for your free trial at rates exceeding expectations. If you caught the prior newsletter , you'll remember the first five themes.
This can make managing expectations difficult, especially when dealing with senior leadership. Understanding Stakeholder Dynamics Stakeholders in product management aren’t just limited to your direct team; they encompass leadership, cross-functional teams, customers, and even external partners.
Product managers often use skills like strategic thinking, user research, product prioritization / backlog grooming, data analysis, and communication. Most importantly, effective product managers spend time doing product discovery , the process in which new ideas are iterated and validated with actual customers. Supporting onboarding.
Customer journey maps, story mapping, impact mapping—there are lots of ways to externalize your thinking. Principle 1: Encourage Teams to Discover Opportunities through Continuous Customer Touch Points. Discovering opportunities through continuous customer touch points is one of the guiding principles of continuous discovery.
When customers believe that a company is building with them in mind, they invest in the product and the brand itself. Diversity, Inclusion, and Belonging is Product Leadership As product leaders, we are responsible for shaping the future. Populations are growing, demographics are evolving, and customer needs are expanding.
The Role of Diversity in Product Management Developing customer-oriented products is the primary responsibility of product leaders. When inclusion is embedded at every step, from user research to customer interviews, outcomes improve, revenue grows, and even industry disruption becomes possible.
Banks that fail to deliver excellent mobile experiences risk losing billions in potential customers. According to a McKinsey report (2022), companies using AI-driven personalization have seen up to a 15% boost in customer engagement and a 1020% increase in cross-sell revenue. According to Quanti research , by the end of 2024, 3.6
Table of Contents Curiosity about products and solutions Understanding customers through creating a culture of curiosity Final thoughts Great products come from curiosity. These leaders are equally inquisitive about their customers, recognizing that their lives extend far beyond their interactions with their products.
They already had an established product and regular rituals that helped them consider their users. Through a combination of leadership buy-in, reading, and coaching, they committed to mapping opportunities and testing assumptions before jumping to solutions and found new ways to truly put their users first.
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