Extract of a Masterclass in Product Management taught by Elize Bosker at 42 for the Startup Launchpad programme / HEC Digital Entrepreneurship: http://www.startup-launchpad.io/en/challenges/sl2018

1. 1
MASTERCLASS PRODUCT MANAGEMENT
Elize Bosker - February 2018

2. #
TODAY’S PROGRAM
0. About me
1. Product Management JTBD, Value Proposition, Lean Canvas, Kano Model
2. Launching a Prototype From Design Sprint to UX testing to development
3. Creating a culture Work examples, building habit-forming products and
creating a culture around Product Management
2

3. 3
Name: Elize Bosker
Nationality: Dutch
Experience:
● 2009-2010: Online Traffic Manager - M2Media, media agency (Hilversum, NL)
● 2010-2012: Product Manager Content - Greetz, eCommerce (Amsterdam, NL)
● 2012-2015: Content Manager - Nickelodeon / Viacom (Berlin, DE)
● 2015-2016: Product Owner - MTV & Comedy Central / Viacom (Berlin, DE)
● 2016-2018: Product Manager - Deezer (Paris, FR)
● 2018: Head of Product - Spideo (Paris, FR)
ABOUT ME
@bombeztic

4. 4
MY WORK: SPIDEO
2018
● GOAL: Lead the Product Strategy for the
next years to come to service content
providers and distributors in creative
industries
● HOW: Using our combined knowledge and
experience to increase engagement with our
customer’s end-users thanks to relevant and
trustworthy personalized suggestions, create
and collect smart data, keep track of
performance and help optimize content
strategy with business intelligence tools

5. 5
01
PRODUCT MANAGEMENT

6. 6
“Most startups fail, not because they fail
to build what they set out to build, but
because they waste time, money, and
effort building the wrong product”

7. #7
VALUE PROPOSITION CANVAS
Value Proposition Canvas:
You can use the value
proposition canvas to help:
● phrase the benefits of
the feature to the user
● list the essential
functionalities and use
cases
Source: https://strategyzer.com/platform/resources

8. 8
DOES MY PRODUCT SOLVE A
BIG ENOUGH PROBLEM?

9. 9
EXAMPLE OF KANO MODEL
Prioritizing Customer Satisfaction
Must-haves > Performance > Attractive > Indifferent
Indifferent These attributes refer to aspects that are neither
good nor bad, and they do not result in either customer
satisfaction or customer dissatisfaction.
Must-haves These are basically the features the product must
have in order to meet customer demands.
Performance A performance attribute is defined as a skill,
knowledge, ability, or behavioral characteristic that is
associated with job performance.
Attractive Excitement attributes are for the most part
unforeseen by the client but are part of the ‘awe’ effect. Having
excitement attributes can help you stand out but for an MVP
you do not want to focus on these features.

10. #
HOW TO MAKE A KANO ANALYSIS
10
Question Structure example
● Functional: How would you (the customer) feel if you have feature X?
● Dysfunctional: How would you feel if you (the customer) could not have feature X?
● Rank the importance of the feature: 0-9
Answer Options
(1) I would like that (2) I expect it (must-be) (3) I am neutral (4) I could live with it (5) I would dislike it
Legenda:
M= Must-be/have
P= Performance
A= Attractive
I= Indifferent (no preference)
R= Reverse (can be either way)
Q= Questionable (wrong
answer)
Customer Requirement
Negative question (dysfunctional)
1. I like it 2. Must-be 3. Neutral
4. Can live
with 5. I dislike it
-2 -1 0 2 4
Positive question
(functional)
1. I like it 4 Q A A A P
2. Must-be 2 R Q I I M
3. Neutral 0 R I I I M
4. Can live with -1 R I I Q M
5. I dislike it -2 R R R R Q

11. #
HOW TO MAKE A KANO ANALYSIS
11
1. Define your top 3-5 features
What’s a feature? A distinctive attribute, functionality or aspect of your product that has a clear
benefit to the user
(something you can explain, market, sell or is just functional)
Examples: Add a product to my shopping cart, add a product to my favorites,
steps in user onboarding, editorial tools to manage your site, analytics
tools, replay of a video, create a profile etc.
2. Select use cases for this
particular feature A) “When you create your user profile, how would you feel if
you could add a profile picture?” +negative
“When you create your user profile, how would you feel if
you could add a personal description?” +negative
B) “When you add a product to your cart, how would you feel about a 1 click
to purchase solution?” +negative
“When you add a product to your cart, how would you feel about adding this
product to your favorites as well?” +negative

12. 12
02
LAUNCHING A PROTOTYPE

13. #
DESIGN SPRINT FINDINGS
Usually when doing a Design Sprint, you receive direct feedback from the user about ‘stuff they don’t like’
and ‘stuff they don’t get’
13
User Feedback
User’s opinions in these UX
interviews matter, but need further
testing. Either within the product or
in a quantitative survey to confirm
findings. Sometimes eye tracking or
other forms of remote testing are
an option too.
UX issues
UX issues can however easily be
spotted. Usually 4-5 users is enough
to show you if your solution is
understandable and workable
without explanation. With more
users you will not get many more
insights.
Kano
The Kano findings can help you
decide what ideas to prioritize for a
prototype and UX testing session.
Not all prototypes require a Design
Sprint but usually some of the ideas
that come from the brainstorm can
be re-used for additional tests.

14. 14
03
CULTURE

15. #
PRODUCT MANAGEMENT DAY TO DAY
15
User Journeys
Example: User launches app => launch screen => login => onboarding => home page
What actions can a user take? Helping list these tasks will show you where issues might appear
Moving forward to a workable prototype or MVP
Mapping user journeys also helps you creating QA test scripts to test the app for all steps and options possible.
In a startup it might help to have multiple scripts for different journeys that individual employees can test on different
devices, operating systems etc.

16. 16
PRODUCT MANAGEMENT DAY TO DAY
User onboarding
As a Product Manager
I want to add a user
onboarding that uses our
Channels
So that users have a
more personalized
experience of the product
I sometimes like to draw wireframes
in the early stages
Final designs for android app by Sr. Product Designer Magali Fatome

17. #
PRODUCT MANAGEMENT DAY TO DAY
17
- Product Roadmap ownership
Per feature a list of main requirements, functionalities and value proposition with measurable KPIs
set on a rough timeline
- Stakeholder communication
Regular (weekly) updates for features in development, monthly updates of traffic performance of
released features and planned improvements, showcase invites
- Backlog management & prioritization
Doing regular Kano analysis (at least once a year, preferably twice) to set overall priorities, quarterly
planning sessions and monthly discussions about organizational needs with stakeholders and
refactoring needs with Tech team
- Agile development: Scrum & Kanban & Agile
Using tools like Trello, Jira & RedMine and additional tools like Confluence for documentation
purposes

18. #
PRODUCT MANAGEMENT STARTUP STYLE
18
Product Management Board
● Icebox: Ideas, potential
product features and
initiatives
● Prototype: Collect visuals
and copy to create visuals
using prototyping tools
● User tests: Create a
protocol with specific use
cases and questions
● KPIs: Decide what needs
to be tracked and how you
can measure success

19. Page 319
DESIGNING TO MATCH THE PROBLEM
NOT THE PERSON

20. 20
Understanding how people are buying your
product is more important than selling your
product - Intercom
Source: @destraynor https://blog.intercom.com/how-people-buy/

21. HABIT-FORMING PRODUCTS
Trigger
- External triggers tell the user what to do next by placing information in their environment (brings them to the service: click)
- Internal triggers tell the user what to do through associations stored in the user’s memory (what pain does it relieve?)
Action: Behavior = MAT
- Motivation: seek pleasure, avoid pain / seek hope, avoid fear / seek social acceptance, avoid rejection
- Ability: how easy is it to take action? (time, money, physical effort, brain cycles)
- Trigger: need to do it now, because… (I want to capture the moment: Instagram)
Variable reward
- The Tribe (relationships): Facebook likes, Stack Overflow upvoting => social acceptance
- The Hunt (skill or competence): Twitter, Pinterest => collecting information
- The Self (autonomy): video games, email or mastering new skills =>
Investment
- As people overvalue the work ‘invested’ we prefer to be consistent with past behaviors (reputation, followers, skill)
- Anticipation of future rewards
From Hooked - Nir Eyal
21

22. 22
Define your Product North:
What is the “why” of your product?
What is at the heart of your company’s mission?

23. 23
Product Management takeaways
1. Prioritise features using the Kano model
2. Phrase user problems and suggested solutions using the Value Proposition
and Lean Canvas, followed by a Design Sprint
3. Validate your hypothesis with UX testing
4. Define and measure KPIs
5. Create habits around your key features
6. Define your Product North and work on shared company values
7. Celebrate success AND failure as a learning (not a #fail)