The document discusses practical ways to integrate customer perspective into product strategies through customer research, outlining why research is important, common obstacles, and easy steps to conduct research using various qualitative and quantitative tools; it also provides examples of how three companies used surveys and interviews to gather customer insights that helped define products and services.
Nor Cal BMA Product Management Roundtable Presentation
1. Prepared by: The Insight Advantage
1
NorCal BMA Product
Management Roundtable
June 17, 2014
Practical Ways to
Integrate Customer
Perspective into Your
Product Strategies
2. 2
Why do research?
What gets in the way?
Easy as 1 – 2 – 3
Choosing the right tool
Summary
2
Today’s Agenda
6. 6
Time
Budget
Resistance from Engineering and/or
management
Difficult to get contact info
Don’t know how
6
Top Obstacles to Doing Research
11. 11
Overview of primary
research tools
11
Qualitative
Deep knowledge about
fewer people
Insights from below the
surface
Discovery of previously
unknown needs
Implicit info
Early stages of product
process
Quantitative
Shallow knowledge
about lots of people
Tip of the "cultural
iceberg"
Info about known needs
Explicit info
Later stages of product
process
Ethno-
graphic
Studies
Customer
Panels
Usability
Testing
In-Person
Interviews
Focus
Groups
Telephone
Interviews/
Surveys
Print
Surveys
Web
Surveys
12. 12
• Observation/interviewing
focused on understanding
values, beliefs, motivations
• Early concept development;
lots of unknowns
Ethnographic Studies
• Always done in
person; usually one-
on-one
13. 13
• Ongoing dialogue with static
group of key customers
• To understand business
issues; early visibility to
upcoming issues/opportu-
nities
• Input could be fed into the
ideation stage
• Can be virtual and/or in
person
Customer Panels
14. 14
• Users are observed using
the product
• Provides data on ease of
use and drive features and
documentation
• Helpful in development
and testing/validation
phases
• Not necessarily in person;
can be self-administered
Usability Testing
15. 15
• One-on-one discussion to
collect information
• Provides primarily
qualitative input from small
numbers of people
• Helpful when defining
product positioning or
features; throughout the
product process
• Always conducted in person
In-Person Interviews (IDI’s)
16. 16
• Facilitated small group
discussion
• To brainstorm names,
problems, solutions, features
Focus Groups
• Usually used when in full
production and market
launch stages
• Usually in person; can be
conducted online also
17. 17
• One-on-one phone
discussion to collect
information
• Can combine qualitative
and quantitative input
• Helpful when defining
product positioning or
features; throughout the
product process
• Always conducted via
phone
Telephone Interviews (IDI’s)/Surveys
18. 18
• Printed survey, completed by
hand
• To gather primarily quantita-
tive data to support or reject
hypotheses/beliefs
Print Surveys
• Usually used in full
production phase after
products/market are well-
defined
• Handed out or mailed to
respondents
19. 19
• Online, interactive survey
• To gather primarily
quantitative data to support
or reject hypotheses/beliefs
• Usually used in full
production phase after
products/market is well-
defined
• Can be widely promoted via
email, pop-ups, social media,
etc.
Web Surveys
20. 20
• Objective
To gather input from engineers (users):
• Value of various features/services
• Satisfaction levels
• Reactions to various price points
• Methodology
Web-based survey; 50 respondents
• Results
Learned most valued support elements: email support, quick responses
Targeted improvement areas: data quality/thoroughness
Got clearer on pricing strategy: per user pricing
Mapping Technology
21. 21
• Objective
To gather input from potential decision-makers
and users on:
• Usage patterns
• Satisfaction levels
• What they value most
• Methodology
Web-based survey; 3,500 respondents
• Results
Defined user profile: creative types
Validated the key perceived value of the service: large files
Learned about perceived key differentiator: ease of use
Online File Storage Service
22. 22
Consumer ‘Smart’ Printer
• Objective
To gather input from potential decision-makers
and users that would:
• Drive positioning/marketing messaging
• Help prioritize features/enhancements for v2 of the product
• Methodology
30 one-on-one interviews in 2 days
• Results
Validated need and perceived benefits: ease of use/no PC
required
Fine-tuned marketing messages: “stay in touch easily”
Prioritized product features: customized calendars, offer template
options
23. 23
• Customer input can help you make decisions about your
products, services, organization
• The steps involved in conducting research are quite simple
• Focus on stage of the product and research objectives to
choose the right research tool
• Customer insights product success
Conclusions
25. 25
For more information:
Phone: 408-358-0700
Email: JBerkley@TheInsightAdvantage.com
Blog: www.TheInsightAdvantage.com/blog
Twitter: jenberkley
Contact us for:
1) e-version of Research Tools
Matrix
2) recommended resources for
various research tools…
Editor's Notes
Thrilled to be here….
Having come from a product management background myself and having realized that integrating customer perspectives was key to the success of my products, I’m always interested in sharing my own experiences with others about:
Why research is important
And how to easily integrate it into product strategies
QUESTION: How many of you have done some sort of research to include customer perspectives into your product strategy work or worked with organizations who did so as part of their product strategy?
QUESTION: How many of you wish that you COULD provide input to companies whose products or services you use?
That supports my perspective that there isn’t enough of this being done…but that customers are very willing and interested to contribute.
Over 50% of product innovations come from customers…
Companies that include customer input in the product process save time and money in development and are much more likely to launch successful products.
There are many applications for customer research in product planning. Product managers are constantly making decisions that impact various elements of their products and customers have a perspective that can help make those decisions easier and ultimately more relevant, helping ensure that the products are more interesting and valuable to the target market.
(overview of the list – interject some examples as appropriate)
I’ve worked with companies to ensure that their marketing messages were focused on the attributes of their product and services that their customers were most interested in…that allowed them to prioritize about what messages to focus on…
Some of my customers have worked with customers to help them prioritize all of the many features they COULD put into a product revision and focus on executing REALLY well on the items that were most important to the customers
2009 280 Group PM survey said that the top 3 sources of influence on product management decisions are:
1. Face-to-face customer visits
2. Sales and marketing
3. Internal market expert
That means that very few product managers are doing any kind of measurable research to help drive product decisions.
Results of discussion at a session I did at the Silicon Valley PCamp in March that synchs up with observation of many product mgt projects:
Time pressures (can’t stop to do research) AND I don’t have the time to manage it
Too expensive to get enough input to make a difference
Resistance from Engineering/management (“Customers don’t know what we know”) – ESPECIALLY FOR HIGHLY INNOVATIVE PRODUCTS
Can’t get contact info:
- Channel partners block me from getting in touch with the customers
- Difficulty in finding the contact info for the right people/target market
Don’t know how
AND…underneath it all: I don’t want to admit that I don’t already know what customers think
it’s not a weakness to admit what you don’t know…it’s a strength!
IS THERE ANYTHING YOU’D ADD TO THIS LIST????
Even though each of these are real issues that come up, they can be dealt with…and are important to address in order to make sure that you are making product decisions based on real customer data AND that you are reducing risk in the process.
The time taken, or money spent, on research is well worth it if it helps avoid a product flop
And it’s not as much time as you may think…we’ll be sharing some case studies where real insights were gotten in 4-6 weeks.
And the cost can be minimal if the work is done internally; even if you pull in external resources, you can contain your costs by choosing the right partners who will customize their approach to only what you need vs. a canned approach that they have scoped.
Resistance from Engineering regarding how uninformed or enlightened customers are, need to be countered with a stance re: ‘we need to know how to market this based on where the customers’ pain is and what they are willing to pay for (vs. what we think is coolest about the product)
- you need management support on this…get it!
Getting contact info:
partners: make it a win-win and share the research with them/include things they care about that are ‘on topic’
Don’t have a good database…
You can buy lists or access to panels and screen for customers (panels=only pay for actual responses; not for names)
Or have sales team provide their contact/dbase info…this will benefit other marketing/sales efforts, also
Don’t know how – don’t have to do it alone…
- There are resources out there that will engage with you to help with whatever you need…even if it’s just coaching/expertise on putting together a research plan or critiquing a survey, etc.
- We’ll share some case studies where external resources were used and the costs were minimal (from $5 – 20K)
Making research happen doesn’t have to be complicated and hard…it really can be as simple as:
Identifying the key questions
- Set Clear objectives – must be focused and manageable…will help you decide what NOT to ask later when it’s tempting to add ‘just one more question’
2) Determining the right research tools and resources
Choose research tool (s)
We’ll be providing you with more information and a tool to help decide what tool(s) to use
Design execution plan:
This is where you determine what resources will be involved: can be a combination of internal and external resources
- if external, may want to get their perspective on the tools you are thinking of using…they may have other
perspectives (share focus group example vs. interviews)
- If you are trying to do a project in a short amount of time, you’ll need devoted resources either internally or externally
If you have more time, it’s easier to fit in with other responsibilities but still may need some external expertise re: designing the questions, conducting the research, or interpreting the results
3) Do the research
- Actual research time varies based on the tools you are using but usually 1-2 weeks for surveys; 2-6 weeks for other tools that may be more less structured, less scalable
Analysis
Important to take time with the analysis to make sure you get the most value from your efforts
Sometimes makes sense to do segmentation of the data to look for unique perspectives of various groups (perhaps by company size, by role in the organization, or by age in the consumer world)
Share results
- Important step: again, to ensure your organization gets the most value for their efforts and to avoid people doing the same kind of research again
It’s important to take time to choose the right tools…we’ll drill down a bit more on this to help you know what tools are best for what kinds of objectives.
Review handout with summary of the next few slides…
Need to go back to your original objective and determine the tool based on what kind of information you’re trying to get, where you are in the process, and what you already know.
The left hand side of this slide contains the tools that are appropriate when there is a lot of unknown information about the market, applications of the product, or even whether there is an actual need.
The tools all of the way to the right are perfect when you already know a bit about the market, but are trying to fine tune your approach re: naming, pricing, distribution, marketing messages, etc.
These are the ones we are all a bit more familiar with: telephone interviewing and surveys (print and web).
Let’s talk in more detail about each one, starting on the left and moving to the right.
I WAS ONCE A SUBJECT FOR SUCH A STUDY THAT PLANTRONICS DID FOR A NEW DIGITAL PHONE…THEY CAME TO MY OFFICE, BROUGHT THE PRODUCT, WATCHED ME WITH MY CURRENT EQUIPMENT FIRST, THEN HAD ME UNPACK THEIR PRODUCT, INSTALL IT, USE IT, ETC…
Pros:
Helps discover deeper issues that work for/against a product
Can discover subtle things that the subject may not even be consciously aware of
Cons:
Can be expensive (requires highly trained specialists)
Is difficult to scale to large numbers
Can be difficult to get permission or agreement to participate (time/privacy issues)
Difficult to analyze data/input
Not the same as usability testing
CAN ALSO BE CALLED CUSTOMER ADVISORY BOARDS; THESE ARE TRUSTED ADVISORS – CAN BE CONSUMER OR B2B…THEY ARE THE FIRST PLACE YOU GO TO WHEN YOU WANT INSIGHTS ABOUT 1) HOW YOU/YOUR PRODUCTS ARE DOING; 2) WHAT THE MARKETPLACE IS LIKE AND 3) WHAT THE FUTURE STATE MAY BE
USUALLY YOU CHOOSE MEMBERS OF THIS GROUP FROM YOUR BIGGEST CLIENTS WHO USE YOUR PRODUCT THE MOST, BUT IT’S GOOD TO MIX THINGS UP A LITTLE TO MAKE SURE YOU AREN’T JUST TALKING TO ‘FRIENDLIES’—MAIN REQUIREMENT IS THAT THEY ARE ENGAGED AND INTERESTED IN YOUR SUCCESS
Pros:
Participants feel like insiders and become advocates and extremely loyal
Minimal orientation to get valuable and pertinent input
Cons:
Requires long-term commitment from your organization and your customers
Can require significant resources for care and feeding to keep them engaged
Requires skilled facilitator for group sessions
May be difficult to see trends
VERY OFTEN DONE FOR WEBSITE OR SOFTWARE DESIGN BUT ALSO APPLICABLE FOR CONSUMER PRODUCTS AND EVEN HOUSEHOLD ITEMS.
CAN BE DONE IN A LAB USING FANCY TOOLS EVALUATING EYE MOVEMENT FOR WEBSITES…OR CAN BE DONE AT THE USER’S HOME OR OFFICE.
Pros:
Can help identify issues that could make or break the user experience despite a great product
Cons:
Requires recruiting time
Relies upon skilled observers/facilitators
Not easy to scale/do lots of tests
Not easy to analyze results
Makes sense when stakes are very high; when there may be a need for real-time intervention/injected questions by observers on the fly, etc. Can be good alternative to focus groups when an individual’s perspective is more appropriate than group perspectives.
ONCE DID 30 INTERVIEWS IN 2 DAYS FOR A CONSUMER TECH FIRM LAUNCHING A SMART PRINTER…(ASKED FOR A FOCUS GROUP FIRST BUT THIS WAS A BETTER WAY AT GETTING DEEP, UNTAINTED (SO MORE RELIABLE INFO) ABOUT 30 INDIVIDUALS’ REACTIONS TO THE PRODUCT AND INPUT FOR MESSAGING.
Pros:
Best way to access higher level contacts/design makers
Ability to drill down more on information received to gain better insights
Allows a combination of qualitative and quantitative data
Ensures for good quality control of who is participating
Allows for observers and their intervention
Cons:
Not anonymous, so participants may be less candid
Relies upon skilled interviewer who can recognize cues for where to ask more questions
Requires careful recruiting to get the right people
Difficult/time-consuming to get a high number of participants
Higher incentives required than in-person interviews
Sometimes interviews are an alternative to focus groups when brainstorming isn’t the objective.
COMMONLY ASKED FOR, BUT RARELY THE RIGHT TOOL; DID FOCUS GROUP FOR A TRAVEL AGENCY THAT WAS INTERESTED IN GETTING INPUT ABOUT HOW PEOPLE CHOOSE AN AGENCY AND WHAT DESTINATIONS WERE MOST IMPORTANT AND WHAT SERVICES WERE REQUIRED. (They were committed to a focus group, however telephone interviews could have worked, too)
Pros:
Broad range of responses as people build upon one another’s ideas
Provides opportunity to probe for clarity
Good quality control of participants
Can be more engaging for participants than interviews
Allows for observers and their intervention in the process
Cons:
Group think influences
Group dynamics can influence level of candidness/participation
Requires strict recruiting criteria
Small sample reflects small segment of market; expensive to scale
Phone interviews more appropriate when the information required is not largely qualitative and script is fairly ‘fixed’. Shorter than in-person: 30 minutes maximum.
Can be used to help hone in on content for a survey or to follow up on feedback received via a survey.
GREAT FOR WIN/LOSS INTERVIEWS; BRAND PERCEPTION INTERVIEWS
Pros: ALL THE SAME AS IN-PERSON INTERVIEWS PLUS:
Can provide access to higher level contacts/design makers
Ability to drill down more on information received to gain better insights
Allows a combination of qualitative and quantitative data
Ensures for good quality control of who is participating
Lower cost incentives than in-person interviews
Surveys: can build in skip logic based on responses
Can get more input in a shorter period of time than in-person interviews
Cons: ALL THE SAME AS IN-PERSON INTERVIEW PLUS:
Not anonymous, so participants may be less candid
Relies upon skilled interviewer who can recognize cues for where to ask more questions
Requires careful recruiting to get the right people
Difficult/time-consuming to get a high number of participants
Difficult to differentiate from telemarketing call
Doesn’t allow for real-time intervention by observers
Used primarily with Consumers to ensure that you are not biasing results with only computer-savvy customers
DID PAPER SURVEY VIA MAIL FOR A REAL ESTATE DEVELOPER THAT WAS INTERESTED IN GETTING INPUT FROM THE COMMUNITY ABOUT A SHOPPING CENTER THEY WERE PUTTING IN…DIDN’T HAVE EMAIL ADDRESSES…DIDN’T WANT A BIAS BY AGE THAT A WEB SURVEY MAY HAVE HAD SINCE THERE ARE A LOT OF RETIREES THERE
Pros:
Avoids bias of computer-savvy customers; ensures you get input from all customers
Solicits candid responses since it’s anonymous
Can reach practically anyone and in large numbers
Easy tabulation/analysis
Cons:
Has to be hand-coded centrally in order to tabulate results
Difficult to include complex survey logic
Participants less likely to provide detailed responses that explain motivation
Can be perceived as time-consuming for respondent
Takes more time than web survey
HAVE DONE A LOT OF THESE: DID ONE SURVEY WHERE WE GOT INPUT FROM OVER 10,000 CUSTOMERS AND WERE ABLE TO SEGMENT THE RESULTS EASILY TO SEE WHAT UNIQUE NEEDS/OPINIONS THERE MAY HAVE BEEN…CAN HELP YOU IDENTIFY THE HOTTEST MARKET FOR YOUR PRODUCT IF YOU ARE LOOKING AT SEVERAL…
Pros: SAME AS PAPER SURVEYS PLUS:
Solicits candid responses since it’s anonymous
Can reach practically anyone and in large numbers
No data entry involved
Easy tabulation/analysis
Easy to include complex survey logic
Minimal production time/costs
Participants more likely to provide detailed responses about their motivation
Can be quick for respondents to complete
Relatively short cycle time
Cons:
Need to have email addresses to reach your customers; not practical for some kinds of customer relationships (CAN BE EXPENSIVE IF SURVEYING PROSPECTS)
Requires time to learn web survey design/tools
Demographics skewed to people who own/use computers
In this case, it was a very small company, the economics were VERY important. There were 3 engineers working full-time on this project for 6 months…taking into account their salaries/benefits, that could come to over $150K, so making sure their efforts were focused on the most essential information was being designed/supported…didn’t want to spend time/$$ on things that weren’t valued to the customer.
More expensive survey tool because of segmentation primarily, not necessarily driven by # of respondents since surveys are very scalable unless you are analyzing all of the verbatim comments.
I’d love to take questions…and hear about any successes you may have had in keeping in touch with your customers…