An introduction to the heart, mind, and soul of Product Management: Customer Obsession, Metrics, and Product Sense. Presented at Product School Bellevue.
This document discusses key concepts related to branding, including definitions of branding, brand equity, and brand loyalty. It covers different branding strategies such as co-branding, national brands, private brands, and generic brands. The role of brands is to simplify handling, represent businesses professionally, signify quality, inspire customer confidence, and provide competitive advantage. The conclusion is that branding is essential for companies to market products since customers increasingly demand branded products.
This presentation discusses how you can leverage the innovation strategy and the product lifecycle to get your product strategy right and achieve product success; how to make your product stand out from the crowd; and how you can effectively capture your product strategy.
This document provides an overview of product management from Benjy Boxer, Director of Product Strategy at NewsCred. It discusses what a product manager is, how to build a minimum viable product (MVP), and how product management works at companies. The key points are:
1. A product manager is responsible for aligning business value with solving customer problems. They own the product and act as the voice of the customer.
2. To build an MVP, a product manager must understand customer needs through empathy, define a product vision, and test assumptions through the simplest viable product.
3. At companies, a product manager works with teams using agile methodology, prioritizes objectives and key results, and
Product Management 101: #1 How To Create Products Customer Love.Jean-Yves SIMON
An introduction to Product Management, for people involved in technology or software companies. Mainly aimed at evangelizing the role and responsibilities across an organization.
This is the #1 presentation out of a serie of 10 sessions.
Special thanks to Marty Cagan @ SVPG for the title :)
The document discusses product management and provides tips for product managers. It outlines the key responsibilities of a product manager, which include owning the vision, design, and execution of a product. It also discusses strategies for identifying good product managers and prioritizing product features and roadmaps. The document contrasts consumer products with enterprise products and provides growth strategies for startups.
This document outlines an approach called Lean Product Management that focuses on delivering products customers want through a iterative process of vision, validation, and velocity. It advocates starting with understanding customer problems, developing minimum viable products to test assumptions, and using data-driven decisions to rapidly iterate products toward market fit. Rather than big upfront design, it emphasizes building the right products through continuous learning, scaling what works, and pivoting or ending projects that do not meet customer needs or provide business value. The goal is to innovate faster through a validated process that can be applied regardless of company size.
I. Define product management.
II. Discuss the constituents of a product.
i.Examine the significance product elements.
III. Evaluate the role of product packaging in consumers’ buying decisions.
IV. Evaluate four product-growth decisions.
V. Use techniques for product management.
Product Manager 101: What Does A Product Manager Actually Do?Chris Cummings
This is an expanded and updated version of the original Product Manager 101. The purpose is to explain the role of the product manager and product management to new and prospective PMs as well as those who will interact with PMs.
This document discusses key concepts related to branding, including definitions of branding, brand equity, and brand loyalty. It covers different branding strategies such as co-branding, national brands, private brands, and generic brands. The role of brands is to simplify handling, represent businesses professionally, signify quality, inspire customer confidence, and provide competitive advantage. The conclusion is that branding is essential for companies to market products since customers increasingly demand branded products.
This presentation discusses how you can leverage the innovation strategy and the product lifecycle to get your product strategy right and achieve product success; how to make your product stand out from the crowd; and how you can effectively capture your product strategy.
This document provides an overview of product management from Benjy Boxer, Director of Product Strategy at NewsCred. It discusses what a product manager is, how to build a minimum viable product (MVP), and how product management works at companies. The key points are:
1. A product manager is responsible for aligning business value with solving customer problems. They own the product and act as the voice of the customer.
2. To build an MVP, a product manager must understand customer needs through empathy, define a product vision, and test assumptions through the simplest viable product.
3. At companies, a product manager works with teams using agile methodology, prioritizes objectives and key results, and
Product Management 101: #1 How To Create Products Customer Love.Jean-Yves SIMON
An introduction to Product Management, for people involved in technology or software companies. Mainly aimed at evangelizing the role and responsibilities across an organization.
This is the #1 presentation out of a serie of 10 sessions.
Special thanks to Marty Cagan @ SVPG for the title :)
The document discusses product management and provides tips for product managers. It outlines the key responsibilities of a product manager, which include owning the vision, design, and execution of a product. It also discusses strategies for identifying good product managers and prioritizing product features and roadmaps. The document contrasts consumer products with enterprise products and provides growth strategies for startups.
This document outlines an approach called Lean Product Management that focuses on delivering products customers want through a iterative process of vision, validation, and velocity. It advocates starting with understanding customer problems, developing minimum viable products to test assumptions, and using data-driven decisions to rapidly iterate products toward market fit. Rather than big upfront design, it emphasizes building the right products through continuous learning, scaling what works, and pivoting or ending projects that do not meet customer needs or provide business value. The goal is to innovate faster through a validated process that can be applied regardless of company size.
I. Define product management.
II. Discuss the constituents of a product.
i.Examine the significance product elements.
III. Evaluate the role of product packaging in consumers’ buying decisions.
IV. Evaluate four product-growth decisions.
V. Use techniques for product management.
Product Manager 101: What Does A Product Manager Actually Do?Chris Cummings
This is an expanded and updated version of the original Product Manager 101. The purpose is to explain the role of the product manager and product management to new and prospective PMs as well as those who will interact with PMs.
This document outlines different product management roles and their responsibilities. It focuses on the key roles of product manager and product marketer. The product manager focuses on users, solving problems, and working with development. Their KPI is cost and they generate and validate ideas. The product marketer focuses on buyers, selling products, and working with sales and marketing. Their KPI is revenue and they plan marketing and messaging. Both roles contribute to gross margin. The document also briefly outlines other product roles like product strategist and product analyst that may share some responsibilities.
Combating Burnout as a Product Manager by CNN Director of ProductProduct School
The document discusses ways for product managers to combat burnout. It outlines some unique challenges product managers face, such as being responsible for communication across departments and managing expectations through delivering bad news. It then provides tips for tackling burnout, such as identifying the specific job aspects that are draining, taking strategic time off, resisting negative reinforcement, getting organized, and managing work-life balance. The document emphasizes assessing fit and being willing to change roles if needed to prevent burnout.
The document outlines Zac Hays' presentation on product strategy. It discusses the differences between vision, strategy, and roadmaps. It then provides an overview of BuildingConnected's strategy to first build a network through bid management, grow their SaaS business, and expand into new marketplaces. Finally, it outlines a 5-step process for defining a product strategy, including determining product-market fit, identifying defensive moats, selecting a strategic path, sequencing objectives, and stress testing the strategy.
7 steps for creating the ultimate product-led growth strategy
A practical guide for B2B product leaders
Mickey Alon, Former CEO and co-founder of Insightera, CPO and co-founder of Aptrinsic (Gainsight PX).
From talk to CTO School in NYC
- what is good product management
- how engineering can be a good partner to product (and how to structure product leadership)
- how to hire
Mercury is the closest planet to the Sun and the smallest planet. Saturn is composed mostly of hydrogen and helium. Jupiter is a gas giant and the biggest planet in the Solar System. Neptune is the farthest planet from the Sun and the fourth largest planet. Venus has a beautiful name and is the second planet from the Sun.
As products and technologies continue to evolve, so too does the role of Product Management. We take a look at what Product Management is in 2016 and also ask some product experts and influencers what it will look like in the future.
There are several perspectives and strategies regarding branding. Branding involves differentiating products and services from competitors through names, symbols, and images to build brand identity and equity over time. Marketers aim to position brands to create a desired image in consumers' perspectives. Consumers develop perceptions of brand culture and value beyond just product attributes. There are various models for structuring relationships between brands, product lines, and portfolios, including product brands, line brands, range brands, umbrella brands, source brands, and endorsing brands. Building strong brand equity relies on developing brand awareness, desirable associations, loyalty, and share of category expenditure over time.
This document summarizes key concepts related to product management. It defines a product, classifies products as goods, services, or ideas. It describes defining new products based on business needs and constraints. Product management is defined as dealing with planning, forecasting, and marketing a product throughout its lifecycle stages of introduction, growth, maturity, and decline. The roles of product management include analyzing markets, defining product features, driving new products, and activities from strategic to tactical levels.
This document summarizes a workshop on creating compelling value propositions. The agenda covers understanding customer value through exercises on customer jobs, pains, and gains. It discusses assessing whether products and services relieve customer pains and create gains. The workshop teaches rebuilding value propositions based on customer insight and crafting effective messaging. Participants work through worksheets and are given a case study example. The goal is to help attendees develop value propositions that clearly communicate why customers should choose their offerings over competitors.
Roman Pichler is a product management consultant and author with 15 years of experience teaching product managers. He helps companies establish effective product management functions and advises on agile and lean practices. The document discusses Pichler's approach to product strategy, which involves defining a product vision, understanding the target market and product needs, choosing an innovation strategy, considering the product lifecycle, making the product stand out, capturing the strategy, and testing it through a build-measure-learn process.
A/B Testing for New Product Launches by Booking.com Sr PMProduct School
This document discusses A/B testing strategies for new product launches. It begins by explaining what A/B testing is and why companies use it. For new products, qualitative data is more important than quantitative data in the early stages. A minimum viable product (MVP) should be launched to create a foundation for A/B testing. Iterative testing can introduce other features to determine the winning variant, and holdouts can measure long-term success. Other validation methods like focus groups and beta testing are also discussed. The key is to qualify feedback before extensive A/B testing and measure performance over the long run.
This document provides an overview of building an MVP (minimum viable product). It defines MVPs as the smallest product that can be built to test assumptions and quickly learn through the build-measure-learn process. The document discusses types of MVPs and why they are useful for starting the learning process quickly without investing a lot of time and money. It poses questions to help identify the core customer segment, their main problem, and essential product features to include in an MVP. Finally, it provides exercises for workshopping ways to test and validate an MVP.
This document discusses key aspects of product management including defining the role of a product manager, common frameworks used in product definition and design such as Facebook's three questions, jobs to be done framework, product canvas, and design thinking. It also covers prioritization frameworks like MoSCoW and RICE, different types of product metrics like north star metric, behavioral metric and success metric, and the AARRR pirate metrics framework. The document provides an overview of processes, methodologies and metrics used in planning, developing and measuring success of products.
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
1. The document discusses the concept of "Disruption®" which refers to surprising the market in a positively different way to achieve a shared vision and accelerate business growth by breaking conventions.
2. It emphasizes that incremental improvements will only lead to incremental results, while disruption aims for a 10x breakthrough in areas like marketing, products/services, and business models.
3. The key takeaways are to make people the differentiator, create and nurture a unique culture, and find real problems to solve to create real value for customers.
Intro to Product Management - Launch48 Pre-Accelerator WeekJanna Bastow
This document discusses principles for developing products and startups. It provides quotes emphasizing the importance of developing the market before the product, using an iterative process where product, design, and engineering work together, owning the development process rather than being owned by it, and learning fast rather than failing fast. The quotes come from experts in venture capital, product management, design, and government digital services.
Measuring What Matters in Your Product by Amazon Product Leader.pdfProduct School
The document discusses how to determine the right product metrics by focusing on outcomes rather than outputs. It recommends setting a North Star Metric to align the team and measure overall product growth. Feature metrics should support the North Star Metric. OKRs and KPIs can provide goals and feedback to track progress towards objectives. Proxy, counter, and leading/lagging indicators can also be used to balance metrics and point to future success or friction. The key is to not just measure but communicate the value of metrics and celebrate wins.
Brand Box 1 - Know Your Business - The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 1 - Know Your Business 2. Credits 3. Contents 4. Introduction 5. Introduction 6. The Authors 7. Who do they work for? 8. How To 9. User's Guide 10. Actions from insights 11. An apology 12. Getting started 13. Familiarity exercises 14. Flip flop 15. Raw creativity 16. Infinity stairs 17. Necker cube 18. Are you sure of what you see? 19. Are you sure cont... 20. Are you sure cont... 21. Actions from insights 22. Let's get started 23. A bit about brands 24. What is a brand 25. A brand is more than just the product 26. Apple 27. Brands are like clothes hooks 28. Why brand building is so important 29. Brand building 30. Why bother? 31. Commitment beyond belief 32. Lovemark theory 33. Why do people need brands 34. 5 Ways brands can influence consumers 35. Identical products seeming different 36. Positive expectations 37. Inspire loyalty 38. Influence the price 39. The bad news 40. What are some brands in your world 40. So how do I build a brand? 41. Brand Roles 42. Roles cont... 43. Roles cont... 44.Glossary of terms 45. Brand Experience 46. What does brand experience mean 47. Functional benefits 48. Emotional benefits 49. Experience: Functional and emotional 50. Positioning and value propositions 51. Welcome to jargon land! 52. Features, value propositions and positioning 53. Features, benefits and Implications 54. How do you provide value 55. Value proposition 56. What do you do with value propositions 57. Example: Impulse 58. Example: Jaguar 59. Positioning: The battle for your mind 60. Brand Identity and positioning 61. The battle for the mind 62. Effective positioning 63. Positioning principles 64. Positioning: USP and ESP 65. USP: What is it? 66. ESP: What is it? 67. Example: Kleenex 68. Positioning: How is it done? 69. Developing a brand position 70. Positioning principles 71. Positioning: Work over time 72. BMW Case study 73. BMW The ultimate driving machine 74. Be relevant 75. Challenger brands 76. Positioning as a challenger brand 77. Positioning as a challenger brand 78. Positioning traps 79. Positioning pitfalls 80. Repositioning 81. Minds are hard to change 82. Brand Archetypes 83. Brand Archetypes 84. Brand Archetypes 85. The 12 archetypes 86. The 12 cont... 87. The 12 cont... 88. Brand Archetypes 89. Brand Archetypes 90. 3-Step tool to finding your archetype 91. 3- Step tool cont... 92. An archetype example 93. Additional archetypes 94. Additional archetypes 95. What do I do with my archetype 96. Naming brands 97. Names names names 98. The power of the name 99. The ear and the eye 100. How the ear failed 101. So how do you choose a good name 102. Give a dog a good name 103. Brand protection and strength 104. Protecting your value 105. Real brand value 106. Brand strength 107. Value to customers 108. Short term benefit and long term risk 109. Brand extensions 110. How strong is my brand 111. Leveraging your brand 112. Types of extensions ...
Ria Sankar - How to Build Winning Products - Product School Bellevue - 83018 Ria Sankar
ProductSchool offers part-time courses in product management, coding, data, digital marketing, and blockchain in 14 campuses across cities in the US, Canada, and the UK, as well as online. It has graduated over 5,000 alumni. The speaker discusses various product management frameworks like Jobs Theory, Blue Ocean Strategy, Porter's Five Forces, BCG Matrix, and Kano Model. She also covers different user research methods like focus groups, surveys, remote studies, message testing, and cohort analysis. The presentation concludes with discussing Lean UX and AARRR metrics.
How to Build Winning Products by Microsoft Sr. Product ManagerProduct School
In this talk, Ria introduced the audience to the heart, mind and soul of Product Management: Customer Obsession, Metrics, and Product Sense. She discussed a broad understanding of top research methods, product management frameworks and metrics used by Product Managers at Facebook and Microsoft.
This document outlines different product management roles and their responsibilities. It focuses on the key roles of product manager and product marketer. The product manager focuses on users, solving problems, and working with development. Their KPI is cost and they generate and validate ideas. The product marketer focuses on buyers, selling products, and working with sales and marketing. Their KPI is revenue and they plan marketing and messaging. Both roles contribute to gross margin. The document also briefly outlines other product roles like product strategist and product analyst that may share some responsibilities.
Combating Burnout as a Product Manager by CNN Director of ProductProduct School
The document discusses ways for product managers to combat burnout. It outlines some unique challenges product managers face, such as being responsible for communication across departments and managing expectations through delivering bad news. It then provides tips for tackling burnout, such as identifying the specific job aspects that are draining, taking strategic time off, resisting negative reinforcement, getting organized, and managing work-life balance. The document emphasizes assessing fit and being willing to change roles if needed to prevent burnout.
The document outlines Zac Hays' presentation on product strategy. It discusses the differences between vision, strategy, and roadmaps. It then provides an overview of BuildingConnected's strategy to first build a network through bid management, grow their SaaS business, and expand into new marketplaces. Finally, it outlines a 5-step process for defining a product strategy, including determining product-market fit, identifying defensive moats, selecting a strategic path, sequencing objectives, and stress testing the strategy.
7 steps for creating the ultimate product-led growth strategy
A practical guide for B2B product leaders
Mickey Alon, Former CEO and co-founder of Insightera, CPO and co-founder of Aptrinsic (Gainsight PX).
From talk to CTO School in NYC
- what is good product management
- how engineering can be a good partner to product (and how to structure product leadership)
- how to hire
Mercury is the closest planet to the Sun and the smallest planet. Saturn is composed mostly of hydrogen and helium. Jupiter is a gas giant and the biggest planet in the Solar System. Neptune is the farthest planet from the Sun and the fourth largest planet. Venus has a beautiful name and is the second planet from the Sun.
As products and technologies continue to evolve, so too does the role of Product Management. We take a look at what Product Management is in 2016 and also ask some product experts and influencers what it will look like in the future.
There are several perspectives and strategies regarding branding. Branding involves differentiating products and services from competitors through names, symbols, and images to build brand identity and equity over time. Marketers aim to position brands to create a desired image in consumers' perspectives. Consumers develop perceptions of brand culture and value beyond just product attributes. There are various models for structuring relationships between brands, product lines, and portfolios, including product brands, line brands, range brands, umbrella brands, source brands, and endorsing brands. Building strong brand equity relies on developing brand awareness, desirable associations, loyalty, and share of category expenditure over time.
This document summarizes key concepts related to product management. It defines a product, classifies products as goods, services, or ideas. It describes defining new products based on business needs and constraints. Product management is defined as dealing with planning, forecasting, and marketing a product throughout its lifecycle stages of introduction, growth, maturity, and decline. The roles of product management include analyzing markets, defining product features, driving new products, and activities from strategic to tactical levels.
This document summarizes a workshop on creating compelling value propositions. The agenda covers understanding customer value through exercises on customer jobs, pains, and gains. It discusses assessing whether products and services relieve customer pains and create gains. The workshop teaches rebuilding value propositions based on customer insight and crafting effective messaging. Participants work through worksheets and are given a case study example. The goal is to help attendees develop value propositions that clearly communicate why customers should choose their offerings over competitors.
Roman Pichler is a product management consultant and author with 15 years of experience teaching product managers. He helps companies establish effective product management functions and advises on agile and lean practices. The document discusses Pichler's approach to product strategy, which involves defining a product vision, understanding the target market and product needs, choosing an innovation strategy, considering the product lifecycle, making the product stand out, capturing the strategy, and testing it through a build-measure-learn process.
A/B Testing for New Product Launches by Booking.com Sr PMProduct School
This document discusses A/B testing strategies for new product launches. It begins by explaining what A/B testing is and why companies use it. For new products, qualitative data is more important than quantitative data in the early stages. A minimum viable product (MVP) should be launched to create a foundation for A/B testing. Iterative testing can introduce other features to determine the winning variant, and holdouts can measure long-term success. Other validation methods like focus groups and beta testing are also discussed. The key is to qualify feedback before extensive A/B testing and measure performance over the long run.
This document provides an overview of building an MVP (minimum viable product). It defines MVPs as the smallest product that can be built to test assumptions and quickly learn through the build-measure-learn process. The document discusses types of MVPs and why they are useful for starting the learning process quickly without investing a lot of time and money. It poses questions to help identify the core customer segment, their main problem, and essential product features to include in an MVP. Finally, it provides exercises for workshopping ways to test and validate an MVP.
This document discusses key aspects of product management including defining the role of a product manager, common frameworks used in product definition and design such as Facebook's three questions, jobs to be done framework, product canvas, and design thinking. It also covers prioritization frameworks like MoSCoW and RICE, different types of product metrics like north star metric, behavioral metric and success metric, and the AARRR pirate metrics framework. The document provides an overview of processes, methodologies and metrics used in planning, developing and measuring success of products.
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
1. The document discusses the concept of "Disruption®" which refers to surprising the market in a positively different way to achieve a shared vision and accelerate business growth by breaking conventions.
2. It emphasizes that incremental improvements will only lead to incremental results, while disruption aims for a 10x breakthrough in areas like marketing, products/services, and business models.
3. The key takeaways are to make people the differentiator, create and nurture a unique culture, and find real problems to solve to create real value for customers.
Intro to Product Management - Launch48 Pre-Accelerator WeekJanna Bastow
This document discusses principles for developing products and startups. It provides quotes emphasizing the importance of developing the market before the product, using an iterative process where product, design, and engineering work together, owning the development process rather than being owned by it, and learning fast rather than failing fast. The quotes come from experts in venture capital, product management, design, and government digital services.
Measuring What Matters in Your Product by Amazon Product Leader.pdfProduct School
The document discusses how to determine the right product metrics by focusing on outcomes rather than outputs. It recommends setting a North Star Metric to align the team and measure overall product growth. Feature metrics should support the North Star Metric. OKRs and KPIs can provide goals and feedback to track progress towards objectives. Proxy, counter, and leading/lagging indicators can also be used to balance metrics and point to future success or friction. The key is to not just measure but communicate the value of metrics and celebrate wins.
Brand Box 1 - Know Your Business - The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 1 - Know Your Business 2. Credits 3. Contents 4. Introduction 5. Introduction 6. The Authors 7. Who do they work for? 8. How To 9. User's Guide 10. Actions from insights 11. An apology 12. Getting started 13. Familiarity exercises 14. Flip flop 15. Raw creativity 16. Infinity stairs 17. Necker cube 18. Are you sure of what you see? 19. Are you sure cont... 20. Are you sure cont... 21. Actions from insights 22. Let's get started 23. A bit about brands 24. What is a brand 25. A brand is more than just the product 26. Apple 27. Brands are like clothes hooks 28. Why brand building is so important 29. Brand building 30. Why bother? 31. Commitment beyond belief 32. Lovemark theory 33. Why do people need brands 34. 5 Ways brands can influence consumers 35. Identical products seeming different 36. Positive expectations 37. Inspire loyalty 38. Influence the price 39. The bad news 40. What are some brands in your world 40. So how do I build a brand? 41. Brand Roles 42. Roles cont... 43. Roles cont... 44.Glossary of terms 45. Brand Experience 46. What does brand experience mean 47. Functional benefits 48. Emotional benefits 49. Experience: Functional and emotional 50. Positioning and value propositions 51. Welcome to jargon land! 52. Features, value propositions and positioning 53. Features, benefits and Implications 54. How do you provide value 55. Value proposition 56. What do you do with value propositions 57. Example: Impulse 58. Example: Jaguar 59. Positioning: The battle for your mind 60. Brand Identity and positioning 61. The battle for the mind 62. Effective positioning 63. Positioning principles 64. Positioning: USP and ESP 65. USP: What is it? 66. ESP: What is it? 67. Example: Kleenex 68. Positioning: How is it done? 69. Developing a brand position 70. Positioning principles 71. Positioning: Work over time 72. BMW Case study 73. BMW The ultimate driving machine 74. Be relevant 75. Challenger brands 76. Positioning as a challenger brand 77. Positioning as a challenger brand 78. Positioning traps 79. Positioning pitfalls 80. Repositioning 81. Minds are hard to change 82. Brand Archetypes 83. Brand Archetypes 84. Brand Archetypes 85. The 12 archetypes 86. The 12 cont... 87. The 12 cont... 88. Brand Archetypes 89. Brand Archetypes 90. 3-Step tool to finding your archetype 91. 3- Step tool cont... 92. An archetype example 93. Additional archetypes 94. Additional archetypes 95. What do I do with my archetype 96. Naming brands 97. Names names names 98. The power of the name 99. The ear and the eye 100. How the ear failed 101. So how do you choose a good name 102. Give a dog a good name 103. Brand protection and strength 104. Protecting your value 105. Real brand value 106. Brand strength 107. Value to customers 108. Short term benefit and long term risk 109. Brand extensions 110. How strong is my brand 111. Leveraging your brand 112. Types of extensions ...
Ria Sankar - How to Build Winning Products - Product School Bellevue - 83018 Ria Sankar
ProductSchool offers part-time courses in product management, coding, data, digital marketing, and blockchain in 14 campuses across cities in the US, Canada, and the UK, as well as online. It has graduated over 5,000 alumni. The speaker discusses various product management frameworks like Jobs Theory, Blue Ocean Strategy, Porter's Five Forces, BCG Matrix, and Kano Model. She also covers different user research methods like focus groups, surveys, remote studies, message testing, and cohort analysis. The presentation concludes with discussing Lean UX and AARRR metrics.
How to Build Winning Products by Microsoft Sr. Product ManagerProduct School
In this talk, Ria introduced the audience to the heart, mind and soul of Product Management: Customer Obsession, Metrics, and Product Sense. She discussed a broad understanding of top research methods, product management frameworks and metrics used by Product Managers at Facebook and Microsoft.
How to leverage your work with a Product Mindset - Mark Opanasiuk.pdfMark Opanasiuk
How to leverage your work with a Product Mindset - Mark Opanasiuk
1. What is a Product Mindset?
2. Product Thinking Mindset on Personal level.
3. Product Mindset on Organization level.
This workshop slide deck describes the tools and methods for conducting market research for new products and services, including market sizing, forecasting, concept testing, demand estimates, price tests. Learn how to identify potential customers, answer key questions such as: their interest in your products/services, how much they are willing to pay, what they value, how to reach them and deliver that value.
This slide deck describes how to conduct market research to identify potential customers, test product concepts and value propositions, and pricing. Do research to answer key questions for new product market success: 1) who are your customers, 2) what is your value proposition and what are customers willing to pay; 3) how will you win customers and retain them at a profitable rate? Once you have answered these questions, you are on your way to a successful customer discovery and development process.
Presented at Ford's 2017 Global IT Learning Summit (GLITS)Ron Lazaro
Presentation Details: The best way to think about product discovery is to think about it in relation to product delivery. It's not possible to build a product without doing both discovery and delivery. Discovery encompasses all the activities that we do to decide what to build. It includes all the decisions we make to decide what to build next, whereas delivery is all the activities we do to write code, package releases, ship products. It's how we deliver value to our customers.
Key takeaway for the participants will be to help them understand the difference between Product Discovery and Product Delivery and how to apply techniques in doing both.
Digital marketing strategy involves developing a plan to promote a brand and achieve goals using digital channels. It builds on traditional marketing strategies and integrates both online and offline tactics. An effective strategy considers factors like the target market, competitors, and core competencies. It also sets objectives, chooses appropriate digital tactics, and defines metrics to measure success. Regular monitoring and optimization is important to ensure the strategy continues meeting its goals over time.
Lean startup, customer development, and the business model canvasgistinitiative
The document discusses key concepts in lean startup methodology, including building business models focused on customer development rather than business plans, developing minimum viable products to test hypotheses, and using an iterative build-measure-learn process. It provides examples of how startups should focus on building products that solve customer pains and create gains rather than features, and emphasizes conducting customer interviews to gather evidence and test hypotheses about the business model.
Did you know that you can develop awesome products with zero product specifications ? We have recently quantified the gains for a product we built using Lean Startup and MVP approach and were pleasantly surprised to find that we could quantify minimum 47% gain in time-to-market, 32% cost savings, 55% improvement in product quality and 40% gain in business value as compared to traditional product development methods.
Necessary Elements of Digital Marketing to Grow Your BusinessDigital Vidya
Care about how to leverage 'Necessary Elements of Digital Marketing to Grow Your Business'. You will find this deck presented by the industry expert Srihari Palangala, Director and Head of Marketing at EMC during Webinar for Digital Vidya. Interested in attending similar Webinar Live? Register Now at http://www.digitalvidya.com/webinars/
This document discusses innovation, idea generation, prototyping, testing, sourcing and manufacturing. It begins by exploring inspiration behind globally adopted products and services. It then covers the innovation process including analyzing trends, testing prototypes, and sourcing and manufacturing options. The document outlines learning from industry professionals about developing products, services and concepts. It also discusses managing quality through total quality management.
Task maps. Customer journeys. Cognitive walk-throughs. All are artifacts of our process of seeking understanding about our users that we likely create on a regular basis. But how can we better connect that work to the process of web site data collection and analysis?
Learn how we can adapt our existing process and artifacts to drive the definition of what user data we need to collect, as well as how to better analyze and validate what we do, including:
- Using existing site analytics to set a behavioral baseline.
- Defining what we want to measure based on task maps and other UX artifacts.
The result? Consensus on user behavior as expressed through data that can be used to tell the evolving story about our users and create better products for them.
Creating Disruptive Strategies In Legacy ProductsJulie Anne Reda
This document outlines a framework for developing disruptive product strategies when gaps need to be closed. It discusses setting working agreements between product management, engineering and marketing; conducting research through secondary sources, user input and organizational data; analyzing the data through SWOT, Porter's Five Forces and prioritizing a roadmap. It then provides examples of developing strategies by looking at related technologies, leveraging an organization's assets and talents, and addressing underserved needs. The importance of articulating a clear value proposition and differentiating features is emphasized.
The goal of this presentation is to give attendees a deeper understanding of usability testing so they can leverage it in their own work. The material will shed light on what is important to the research buyer and will help the research provider to better understand how to plan, moderate, and report on a usability study. It will also provide information on where they can go to learn more about this very practical qualitative method.
Kay will cover what a usability test is and when to use it, the key planning steps, the language around it, and the unique insights this method produces. She will also discuss the various approaches a market researcher can take when running a usability study at different points in a product’s development (e.g., concept, early prototype, released product).
Understanding customers is a fundamental activity of professional Product Management. There are many ways of gathering research that will help develop this understanding and this "Briefly Explained" presentation provides context to the What, Why and When of these different methods.
Rapid User Research - a talk from Agile 2013 by Aviva RosensteinAviva Rosenstein
Doing user research before and during development helps inform your choices about strategy (what to build) as well as tactics (how to build it)-- and it doesn't have to slow down your development process . In fact some rapidly executed research can speed up your time to market by reducing the need to refactor late in a project.
This presentation includes practical information to help product owners and developers quickly get inside the heads of their users, validate product ideas and improve the usability of their software at warp speed. The talk included tips and techniques for recruiting research participants, shadowing and interviewing users effectively, getting valuable feedback on product concepts and information architecture, and rapidly iterating on the user interface to improve usability. They discussed remote testing tools that help teams evaluate if users can successfully achieve their goals with their designs, and reviewed best practices collecting feedback from users after launch.
How to Use Data to Drive Product Decisions by PayPal PMProduct School
The document summarizes a presentation by a PayPal product manager on using data to drive product decisions. The presentation covers how PayPal's product managers use various data sources and analysis techniques like funnel analysis, cohort analysis, segmentation analysis, and A/B testing to minimize fraud losses while ensuring a good user experience. It provides examples of the types of insights and questions that can be answered through different data analysis approaches to help identify issues, prioritize opportunities, and measure the success and impact of product changes.
This document outlines Lean UX principles and processes. Some key points:
- Lean UX follows principles of design thinking, agile development, and lean startup to improve user experience through cross-functional collaboration, continuous learning and iteration.
- Teams are small, focused on solving one problem at a time through hypothesis-driven experiments rather than predefined features. The goal is to learn from users, not just produce outputs.
- The process involves declaring assumptions, creating minimum viable products to test hypotheses, running experiments to get user feedback, and using insights to iterate quickly through small batches.
- Personas, user stories and features are defined based on the problem statement and assumptions to guide collaborative design and rapid protot
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
Building Retrieval-Augmented Generation (RAG) systems with open-source and custom AI models is a complex task. This talk explores the challenges in productionizing RAG systems, including retrieval performance, response synthesis, and evaluation. We’ll discuss how to leverage open-source models like text embeddings, language models, and custom fine-tuned models to enhance RAG performance. Additionally, we’ll cover how BentoML can help orchestrate and scale these AI components efficiently, ensuring seamless deployment and management of RAG systems in the cloud.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Ocean lotus Threat actors project by John Sitima 2024 (1).pptxSitimaJohn
Ocean Lotus cyber threat actors represent a sophisticated, persistent, and politically motivated group that poses a significant risk to organizations and individuals in the Southeast Asian region. Their continuous evolution and adaptability underscore the need for robust cybersecurity measures and international cooperation to identify and mitigate the threats posed by such advanced persistent threat groups.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Things to Consider When Choosing a Website Developer for your Website | FODUUFODUU
Choosing the right website developer is crucial for your business. This article covers essential factors to consider, including experience, portfolio, technical skills, communication, pricing, reputation & reviews, cost and budget considerations and post-launch support. Make an informed decision to ensure your website meets your business goals.
CAKE: Sharing Slices of Confidential Data on BlockchainClaudio Di Ciccio
Presented at the CAiSE 2024 Forum, Intelligent Information Systems, June 6th, Limassol, Cyprus.
Synopsis: Cooperative information systems typically involve various entities in a collaborative process within a distributed environment. Blockchain technology offers a mechanism for automating such processes, even when only partial trust exists among participants. The data stored on the blockchain is replicated across all nodes in the network, ensuring accessibility to all participants. While this aspect facilitates traceability, integrity, and persistence, it poses challenges for adopting public blockchains in enterprise settings due to confidentiality issues. In this paper, we present a software tool named Control Access via Key Encryption (CAKE), designed to ensure data confidentiality in scenarios involving public blockchains. After outlining its core components and functionalities, we showcase the application of CAKE in the context of a real-world cyber-security project within the logistics domain.
Paper: https://doi.org/10.1007/978-3-031-61000-4_16
CAKE: Sharing Slices of Confidential Data on Blockchain
Intro to Product Management
1. Part-time Product Management Courses in
San Francisco, Silicon Valley, Los Angeles, New York, Austin,
Boston, Seattle, Chicago, Denver, London, Toronto
www.productschool.com
3. +5000
Alumni Graduated
across 14
Campuses
· San Francisco
· Silicon Valley
· New York
· Los Angeles
· Santa Monica
· Orange County
· Austin
· Boston
· Boulder
· Chicago
· Denver
· Seattle
· Toronto (Canada)
· London (UK)
10. What does a Product Manager do?
Source: https://www.onedesk.com/product-manager-meme/
11. “Mini-CEO” responsible for overseeing and leading
teams through product planning, feature definition and
execution
Plan
DefineExecute
User Research: Identify underlying
user needs
Frameworks: Structure and
frame problem spaces
Metrics: Prioritize features,
Validate hypotheses
13
2
14. Categories of User Research
By research source
• Primary
• Secondary
• Third party
By type of insights
• Qualitative
• Quantitative
• Behavioral
By context
• Contextual
• Scripted
15. Landscape of research methods by type of insights
What people do
What people say
Why & How to
improve
How many & how
much
Behavioral
Qualitative
N=10 N=Thousands+
Quantitative
Reference: Christian Rohrer 2014
N=Hundreds
Optimize /
improve existing
product
Build a new
product
16. What people do
What people say
Why & How to
improve
How many & how
much
Legend
Behavioral
Qualitative
Quantitative
N=10
N=Thousands+
N=Hundreds
Ethnographies
SurveysEye-tracking
Observations
Diary Studies
Task History
Longitudinal Studies
Path & Click Analysis
Panel studies
Cohort Analysis
Focus groups
Scripted Remote Studies
Concept-value tests
Message testing
Landscape of research methods by sample size
Reported Behavior
Actual Behavior
Optimize / improve
existing product
Build a new
product
18. Top research methods used @Microsoft
1. Focus Groups
1. Unmoderated studies
1. Surveys
1. Message testing
1. Cohort Analysis
19. • When to use:
• Deep qualitative feedback on complicated experiences
• Directional feedback in early product development
•PM provides:
• Research questions
• Sample experiences – mockups, prototypes, competitors
• Participant screening (i.e. women <34 that use Prime Now app on iPhone
weekly)
• Optional: Pre-work
•Variations:
• Moderated remote studies, diary studies & customer journals
1. Focus groups
20. • When to use:
• Validating results of focus groups
• Comparing design options
• Prioritize features during design, before
development begins
•PM provides:
• List of multiple-choice Q&A (few open-ended Qs)
• Sample experiences
• Participant screening
•Variations:
• Concept value tests
2. Surveys
21. • When to use:
• For more detailed feedback than surveys
• Budget or resource constraints
• Message testing, Usability study of prototypes
•PM provides:
• Research questions
• Sample experiences
• Participant screening
•Variations:
• Diary studies
• Customer journals or Ethnographies
3. Remote Studies
22. • When to use:
• When planning go-to-market activities
• Prioritize among message alternatives to land the best story with
consumers
•PM provides:
• List of canvases: Banner Ads, headers, in-product alerts
• List of channels: social, email, blogs, influencers
• List of messages for each type of canvas & channel
• GTM-ready experiences
• Participant screening
•Variations:
• Conversion rate optimization using Persado or competitors
4. Message testing
23. • When to use:
• Deeply understand user behavior of an existing or newly
launched product
•PM provides:
• Work closely with Data Scientist to define the problem
statement, research questions, and cohort type (gender, location,
start date)
• Research questions
• Metrics to measure: Engagement, Revenue, Returning Usage
• User screening (i.e. users who visited Prime Day deals during
crash window)
•Variations:
• Path or clickstream analysis, Task histories
• Longitudinal studies, A/B Tests
5. Cohort Analysis
24. Takeaways / Things to remember
Pros Cons When to use
Qualitative research –
moderator driven
focus groups
Great for brainstorming, discovering
latent needs
Experienced moderators distill key
insights
Expensive Early product envisioning
Qualitative research –
remote studies
Good for unearthing pain points,
concept value testing
Cheaper than moderator-led focus
groups
Operational aspects of group chat
tool can be challenging
Best for 1:1 observations
Early product envisioning, Design, best
for message testing
Quantitative research
- surveys
Quantitative validation of known
pain points and concepts
Best for feature prioritization
Does not represent actual user
behavior
Post qualitative research for product
development
Behavioral analyses Quantify actual user behavior (how
much, how often)
Needs investments in
instrumentation and data collection
Post launch
27. Why Frameworks?
• Find your niche
• Build consensus with popular
frameworks
Customer
CompetitiveBusiness
Niche
28. Landscape of Product Management Frameworks
Customer
• AAARRR / AARM / REAN /
AIDA
• RFM
• HEART
• Jobs Theory
• Fogg Behavior Model
(Hooked)
• Lean UX
Business & Decision making
• 4 Ps
• SWOT
• Pricing: 5 Cs
• Kano Model
• BCG Matrix
Competitive
• Porter’s 5 forces
• Blue Ocean Strategy
• McKinsey 7 degrees of
Freedom - Growth
29. Why would you hire a milkshake?
https://hbswk.hbs.edu/item/clay-christensens-milkshake-marketing
Image: McDonalds.com
30. Jobs Theory
Seeing tasks from a customer lens vs. product lens
#1
Functional
“Help me wake up
with the best coffee
at consistent
quality”
Social
“Give me a place to
connect with my
friends”
Emotional
“Help me treat
myself
at the end of a long
day”
31. Jobs Theory: Framework
Deeply understand the customer
• What’s their Situation “When”: skills, wealth, time, demographic, spending habits?
• What’s their Motivations and Expected outcomes
1
Identify the high-priority job-to-be-done
• How does the customer do the job today?
• What barriers prevent the customer from doing it (well)?
2
Frame your value proposition
• Relative to competing solutions, where does our solution meet the bar?
• Where to delight?
• Where can our solution be below the bar?
3 Identify related emotional, social and functional jobs
4
32. Jobs Theory guides you to ask the right question and frame the
topmost user need
Framing: WHEN <…> I WANT <…> SO I CAN <…>
https://design.org/wp-content/uploads/2016/11/Jobs-To-Be-Done-Framework.jpg
Jobs
Main Job
Functional
Emotional
Social
Emotional
Related
Jobs
33. Case Study: Immediate Clinic
• Time to appointment
• Time to care
• Cost of treatment
• Effective treatment
• Provider expertise
From: Yelp.com
WHEN my daughter is hurt, I WANT immediate care SO I CAN relax knowing that she is pain-free
34. Jobs Theory: Summary & Takeaways
• An innovative approach to solving customer problems
• Framing the customer’s problem in 3 dimensions:
• Situation “When..”
• Motivation “I want to..”
• Expected Outcome “…so I can …”
• Identify where your product needs to compete vs. delight vs. compromise
• Great framework as you prepare for focus groups
35. Blue Ocean Strategy
Systematic approach to finding uncontested markets or creating new demand
From: cirquedusoleil.com
#2
2 types of blue oceans:
1. Launch completely new industries e.g. Amazon
with online book retailing, ebay with online
auctions
1. Expand boundaries of existing industry e.g.
Cirque du Soleil
Read more: https://www.blueoceanstrategy.com/bos-moves/cirque-du-soleil/
36. Blue Ocean Strategy: Four Actions Framework
•Which factors that
the industry has long
competed on should
be eliminated?
•Which factors should
be created that the
industry has never
offered?
•What factors were a
result of competing
against other
industries and can be
reduced?
•What factors should
be raised well above
the industry's
standard?
Raise Reduce
EliminateCreate
1. Similar to Jobs Theory, considers when a
“job” or a “factor” is good enough or can
be eliminated
1. Modern take on classic Porter’s 5 Forces
1. Focus on strategic decision making than
competitor analysis
37. Case Study: iPhone
• Computing power
• Ease of use
• Easy to carry
• Always on
• Built-in camera
Source:
https://i.ytimg.com/vi/U3i7TTX5SRI/hqdefault.jpg
After years of competing with the PC, Steve Jobs expanded market boundaries to Mobile. Disrupted the camera
industry. Build incredible momentum and market cap bringing together Devices & Services
38. Jobs Theory & Blue Ocean: Recap
• Complementary frameworks
• Use Jobs Theory first to deeply understand what the customers are trying to get done, their
circumstances, desired outcomes, and constraints
• Use Blue Ocean to identify a unique market space that delights customers and is hard for
competitors to replicate
• Goal: Avoid head-to-head competition
39. From: cdn.slidemodel.com
Porter’s Five Forces
Classic theory of competitive analysis to win
#3
1. Threat of new Entrants
2. Threat of Substitutes
3. Bargaining power of Buyers
4. Bargaining power of
Suppliers
5. Rivalry among Competitors
41. Blue Ocean vs. Porter’s Forces
Read more: http://www.richardsona.com/blog/2010/7/7/what-you-can-learn-from-virgin-americas-strategy-canvas.html
42. From: businessnewsdaily.com
BCG Matrix
Useful for strategic planning to decide where to invest your $$
#4
1. Milk the Cash Cows
1. Divest in the Dogs
1. Spend on the Stars
1. Experiment with Question Marks
43. BCG Matrix in the Product Lifecycle
1. Most products start as question
marks
1. If market share is low, they will
absorb lot of cash
1. Some question marks, become
dogs while other grow to be
stars and cash cows
Source: https://www.slideshare.net/9579764806/bcg-matrix-with-example
45. BCG Matrix - Applications
1. Mini-CEO mindset
1. Macro - Managing product features within product, or products
within product area
1. Micro - manage attributes within a feature
1. Understanding and making career choices
46. From: mindtheproduct.com
Kano Model
Famous ASQ methodology to understand and classify customer needs
#5
Customers don’t
know to ask for
this
“Must” be met to
avoid
unhappiness
Customer
“wants” for
happiness
47. Source: foldingburritos.com/kano-model
Feature present
How would you feel if our battery life was longer 8 hours?
Feature NOT present
How would you feel if our battery lasted less 8 hours?
Like This would be very helpful to me
Expect This is a basic requirement for me X
Don’t care This would not affect me
Live with This would be a minor inconvenience
Dislike This would be a major problem for me
Like This would be very helpful to me
Expect This is a basic requirement for me
Don’t care This would not affect me
Live with This would be a minor inconvenience
Dislike This would be a major problem for me X
Like Expect Don’t
care
Live
with
Dislike
Like Q D D D S
Expect R I I I E
Don’t
care
R I I I E
Live
with
R I I I E
Dislike R R R R Q
FEATURE PRESENT
FEATURENOTPRESENT
Classifying customer needs
D - Delighters
S – Satisfiers
E – Expectations
X – Don’t care
Q – Questionable
R – Reverse
48. Like Expect Don’t
care
Live
with
Dislike
Like Q D D D S
Expect R I I I E
Don’t
care
R I I I E
Live
with
R I I I E
Dislike R R R R Q
FEATURE PRESENT
FEATURENOTPRESENT
Classifying customer needs
D - Delighters
S – Satisfiers
E – Expectations
X – Don’t care
Q – Questionable
R – Reverse
Must-haves
Line of indifference
49. Case Study: Disney Cruises
• Kids eat free
• Free room service
• Fireworks
• Special acts of kindness
• Towel Animals!
Source: cruises.priceline.com
Further reading: https://sigmazone.com/kanos_model
50. • Analogies
• Personal, social and emotional moments
• 5 Whys
• Free beer
• Under promise, over deliver
• Value stream mapping
• Fishbones
• Voice of customer analysis
See more: bing.com/explore
Finding Delighters
Read more: http://asq.org/learn-about-quality/six-sigma/tools.html
https://www.google.com/doodles
52. KANO: Takeaways and things to remember
• Rigorous approach to identifying and classifying customer needs
• Popularized by ASQ and used widely in LEAN / Six Sigma methodologies
• Supplemented with rigorous behavioral analyses to be effective
• Identifying delighters is tricky, use analogies
53. Lean UX#6
Source: https://www.agriya.com/blog/
Read more: https://www.interaction-design.org
• Quick and iterative
• Focus on users
• Early feedback
• Hypothesis testing
• Focus on
collaboration
Takeaway: If no data or evidence, walk away from an idea
62. A Typical User Journey
DISCOVER RETURN BUY SHARE=+ENGAGE ++
Determine primary and secondary
goals for your feature / product
Pick the features and metrics that
will move the right goal
63. Measuring Feature Discovery
DISCOVER
1. How many total Users
1. How many total Active Users – Daily, Monthly using
feature, How many Active Days
1. What % of total users see feature X
1. Where are the users coming from – entry points,
marketing channels Product Level
User Level
Feature Level
64. Measuring User Engagement
DISCOVER ENGAGE+
1. How many Users are seeing feature X
1. How many Users are clicking or engaging with feature X
1. How many Users leave after seeing feature X (churn, bounce rate)
1. What is a user’s engagement before / after seeing feature X?User Level
Feature Level
65. Measuring User Retention
DISCOVER RETURNENGAGE ++
1. In a 30 day window, how many Users that saw feature X
returned to use feature X
1. In a 30 day window, how many Users that saw feature X
returned to the product AND used a different feature Y
1. For users that saw Feature X, did overall engagement
with product increase?
1. Corollary: Are engaged users of product using feature
X?
Product Level
User Level
66. Measuring Monetization
DISCOVER RETURN BUY+ENGAGE ++
1. What is the customer acquisition cost?
1. What is the average revenue per user?
1. What is the revenue per user for feature X compared
with rest of product?
Product Level
User Level
67. Measuring Advocacy & Fandom
DISCOVER RETURN BUY SHARE=+ENGAGE ++
1. What is the life-time value for the user?
1. Did user refer friends?
1. What is the user saying about the product?
1. What is the revenue per user for the product?Product Level
User Level
68. If you were the product manager for FB Events, what metrics
would you use to measure success?
69. RECAP
Plan
DefineExecute
User Research: Identify underlying
user needs
Frameworks: Structure and
frame problem spaces
Metrics: Prioritize features,
Validate hypotheses
13
2
Start with
Why
How
What