The high-level product journey in the mind of PMs. * Understanding the scope of the area and strategy pillars * Approach to stakeholder management and governance * Building the digital product roadmap * Launching MVP * Approach to optimize the product * Measuring ROI * Problem solved? * What to build next

1. The high-level product journey in the mind of PMs
by Kerem Kocak
kkeremkocakk@gmail.com
www.productconsultancy.info
https://www.linkedin.com/in/kerem-product-manager/

2. The product journey in the mind of PMs…
Company
Vision
Product
Vision and
Strategy
Business
Objective
Business
Objective
Themes or
Capabilities
Feature &
Sub features
Detailed
Feature
PRDs
Experiment
OKR-
Metrics
OKR-
Metrics
Operating
Model
Sprint
Planning
&
Release
Plan
Product Backlog
Outcome / Customer Roadmap
Feature Roadmap
Cross-
functional
team planning
• Collaborative roadmap sessions with stakeholders (tech-
design-segment-sales-CXOS)
• Organize the features
• Prioritize all in terms of customer value (benefit vs effort)
• Socialize all the steps during roadmap of the product
internally
• Prepare and align all
documents with
engineering, design
team and other
stakeholders
• Orchestrate and plan the
multi functional teams about
their responsibilities
• Following daily standups and
sprint planning and
grooming sessions
• Defining the
product
strategies
inline with with
vison
I believe each steps should be followed because the achievements are aligned with vision & strategy with tracking with
objectives and metrics according to theme or feature release
Investor Engineering Operation Customer Service Marketing GrowthDesign Sales
DATA DRIVEN ANALYSIS

3. Understanding the scope of the area and strategy pillars… (example in e-commerce)
Set the main
features and
capabilities
Value proposition of
these products
Defining the problems
Understand the dynamics of business
and industry
• B2B is growing and changing.
• Digital transactions evolving (fintech)
• Specialty in product categories
• Importance of value added services
• Wide variety of payment methods
• Supply chain for both parties are essential
• Difficulties in financial transaction including
insurance (blockchain smart contracts)
• Reliability of the seller and buyer in the platform
• New geographies and the formation of new trade
• Massive lack of trade finance accessibility
• Personalized offers for trade financing and
insurance for different segments (SMB,
Enterprise – working capital)
• Convenience for
buyer and seller
• Reliable and trust in entire
chain (minimum risk -
identification & KYC)
• Secure payment
platform -
transparency
• Save in time
and money and
resources
• Contextual chat service
• Issue payment request, accept/reject discrepancies, or access
overview of credit limits for trade finance transactions
• Progress tracking and smart contract
• Ease of use
• Dashboard and reporting capabilities
• Automated document preparation
• Payment platform
• Account management
APPROACHTOUNDERSTANDINGTHEAREA
Flexible financing offers for SMEs
(payment terms or options)
Positioning insurance and financing as
VAS and bundle – cross sell options
Mastering the digital
customer experience
SELECTING THE BEST PARTNER
• The digitization of trade and the increasing connectivity to trade platforms
One-stop
shop
1 2 3 4
Strategy

4. Approach to stakeholder management and governance…
Engagement Strategy Stakeholder Mapping Preparation Engagement Action Plan1 2 3 4 5
• Look at your previous
engagements
• Set vision and level of ambition
for future engagement, and
review past engagements
• List your stakeholders
• Analyze the relevance (RACI
model)
• Map the relationships to
objectives
• Focus on long-term goals to
drive the approach,
determine logistics for the
engagement, and set the
rules
• Conduct the engagement
itself, ensuring equitable
stakeholder contributions
and mitigating tension
• Identify
opportunities from
feedback, and
determine actions,
revisit goals
KEYSTAKEHOLDERS
Customer
Business team
Designers
Engineers
Understanding needs
Aligning everyone towards the
needs of the customer
Orchestrate the work with them
Explain the objective with data
Detail understanding of customers, the product, the
technology, the business, and the analytics is a necessity
to do the job well as others rely on for expertise
Build a Relationship with Stakeholders by identifying the
role of stakeholders and prioritize communication
accordingly
InvestorC-Level
1. Make sure that everyone is in the same ship with
sharing responsibilities: same goals and shared
OKRs
2. Define and build operation model how all
stakeholders work collaboratively: the workflows
and processes among the shareholder
3. Involve stakeholders in prioritization and tradeoff
decision: major requirements, feedback and
insightful ideas
4. Regular meetings and workshops:
5. Give stakeholders visibility:

5. Building digital product roadmap…
Problem based
Roadmap
I prefer to use CUSTOMER based ROADMAP although the methodology depends on multiple factors such as the
maturity of the product and market, the organization and the ambition of the investors.
Identifies the right problems to solve, and a good
order in which to prioritize them, to move as
quickly as possible toward product-market fit
MVP (monitoring the trips, assessing the driver behavior, security
and valet mode etc) and the other needs and requirements (UBI -
user based insurance, discounts for different vendors, OTT
applications etc) - Turkcell
Feature based
Roadmap
Identifies and explores solutions to a relatively brief
list of items from long term roadmap and tracking
success per expectations as the team iterates
Defined all features, functions and sub features, and the PRDs
were well prepared in order to accomplish the success of the
platform in realistic timelines by prioritizing opportunities to
focus on driving maximum value with 2 SW developers
Customer based
Roadmap*
Describes the path to delivering narrow set of
benefits of customer that my entire organization is
committed to and puts customers first
Conducted a design thinking approach in order to revamp and
revisit all our user journeys (customer, driver and operation
users), and address the dependencies, assumptions and pain
points by Tigerspike to create customer based roadmap
What it is…? How it was…?
* Mixed with agile methodology
WHY?
Provides a
continuity of
customer benefits
Faciliates especially
customer face
stakeholder
colloboration
Helps with
priorisation better
Helps to convice
C level and
stakeholder
Unburdens the
product backlog
1 2 3 4 5
Addresses the
goals and the
customer
problems
6

6. Launching MVP…
Concept Feasibility Roadmap Development Testing Deployment
Launch
Preparation
Idea
1 2 3 4 5 6 7 8
G2G1G0
Scope and Strategy
OK?
Development
Decision?
Approval of
Idea
• Requirement
s analysis
• Product /
Service high
level
strategy
• New /
existing
product
interaction
• Alignment
with DSS
Technology
vision
• Market research
• Stakeholder
opinions
• Sectoral &
general law and
tax opinion
• Sales,
marketing, C&
EM views
• Financial
feasibility
approval
• Purchase Board
Approval
• Framework
agreement
approval
• Idea Screening
Report
• Product Concept
Doc.
• Market research report
• Market Req. document
• Product definition
• Product Strategy
• Business case
• Profitability analysis
• Contracts
• Product Req. Doc.
• Detailed
design with
project plan
and SPOCs
• ICT resource
planning
• Detailed project plan
• Working groups
• Vendor
evaluation
• Technical Specs
• Production
• Prototyping
• Improvements
• UATs
• UX / UI tests
• Improveme
nts
• UATs
• UX / UI
tests
• Product Dev.
Schedule
• Product Req. Doc.
• Trial
Production
• Product
testing report
• UX reports
• Readiness
report
• Product launch plan
• Product launch
budget
• Product ROI forecast
• Launch date
• Marketing
Plan
• Sales training
• Dist. Plan
• Launch
activities
G3
Ready
to launch?
P
Idea worth
to Invest?
On Time and
Successful
Launch
OBJECTIVE
Activities in responsibility Shared responsibility Responsible for monitoring

7. Launching MVP (lesson learned)…
Identifying
the needs and
problems
Research and
Observe
Prioritize
Insights
Concepts &
User Journeys
Hypothesis Built (Agile)
Test &
Feedback
New Ideas
Learnings Benefits Downfalls
• Choosing the right pricing model MVP: At
Turkcell, pricing and the packages were really
important for early adopters since they were
price sensitive because the hardware is a bit
expensive due to the fluctuation in currency.
We subsidized 25% of the OBD cost and charge
monthly subscription in launch stage.
• Building a MVP with major development: At
gigbi, I learnt that there was no need for
development of sophisticated automation or
micro services in MVP launch stage since
business could be run without them. (like
Zendesk)
• Choosing Revenue Streams: At Turkcell, while
working on the MVP, I learnt that there were
different types of revenue generation points
that the product should have been launched
with addressing the potential streams
• Getting MVP to market quickly: At gigbi, one
of the biggest takeaway was to shoot the
platform to market in an agile and fast way.
• Early testing opportunity : At gigbi, we were
late to launch but we gathered very valuable
feedbacks from users and vendors, and tested
that the idea worked. We created different
journey for vendor/performer.
• Product-market fit validation: At Turkcell, soft
launching with MVP proved that there was a
need in the consumer market and product was
functional and usable although there was a
room to add more services and features.
• Less time and budget-friendly: At gigbi, we
launch the online marketplace platform
without any payment solutions in a very short
of time compared to other established start
ups and managed our costs in our budget limit.
• Build relationship with customer ASAP: For all
companies, launching a MVP had created
valuable connections with users and helped
me to understand what will be the next step in
the product development roadmap
• Don’t waste time on features and focus on the
core capabilities to test and run the idea: we
tried to build all features for carwash service
but we haven’t launched and proved the
business case.
• Don’t burn money for building MVP: At gigbi,
we spent money and time on building new
categories and we focused on user and vendor
onboarding more than normal.
• Make market research and understand the
user need: At Du, we haven’t conducted a
market research for smart city services
requirements among the gov. entities.
Therefore we couldn’t reach proper solution
especially data solutions and launch in Dubai
Pulse Platform.
• Involve all parties for prioritizing the features
in documented way: At Turkcell, I faced a
situation that corporate sales team didn’t
agree on not having B2B version of Kopilot in
the soft launch.

8. Approach to optimize the product…
• Data driven approach which is linked with product OKRs in certain periods and monitoring the figures of your key metrics in
both quantitative and qualitative forms.
Product optimization decisions without understanding your base and having data insights into your decisions can lead
to misinterpretation of results and confusion
Know your
goals
Define the
metrics
Organize the
data
Perform
statistical
analysis
Make
decision for
optimization
Identify what
metrics are
Measure metrics
Baseline values
Evaluate metrics
Upside Potantial
(Highest ROI)
Select top
metric
Iterate
& Learn
Acquisition
Retention
REVENUE
Activation
Product
Referal
• Analytical tools and
automation
• Tools for tracking the
figures daily, weekly,
monthly basis
• Sharing the results with
stakeholders mainly
engineering
• Evaluating the impact
on ROI
ALWAYS CHECK ALL
PROCESS AND RESULTS
ARE ALIGNED WITH
COMPANY OKRs

9. Approach to optimize the product… (example in delivery service)
• Referal rate and retention rate are the two of the crucial metrics that I tracked to measure gigbi product market-fit after launch.
Increasing the rates of target vendors in the platform.
• What % of the vendor/performer still refer and stay in the platform
Retention Referral
HighLevelAnalysis
andbaselinevalues
Profit = Revenue - Cost
Paying Users x ARPU
New paying users + Repeat paying users
Trial user x Conversition rate
(SEO &SEM visitors + Viral visitors) x Trial conversition rate
Previous paying users x (1-churn rate)
60%
80%
• Subscription model (yearly) – it was implemented seperately
before the other actions below
• The churn rate decreased to 45% in one Quarter
• No listing fee until first order
• Adding new features like video & contact info etc.
• Secure payment solution with les commision
• Promoting new users in category listing
Choosing the most upside potential metric that you can move the needle that offers best revenue and return on
investment is very crucial before taking actions on optimization
Active
Users
Prospective
Users
Order
Process
Users
invite download fail
Succeed
don’t download
% of
active
users
% of user
refer: 1%
# of Referals
per user: 1,5
Download
rate
% of user
placed an
order: 80%
• Referral campaigns for 3 months with 100 AED cash back for each
referral which was placed an order
• Referral rate increased to 5%
• # of per referrals per user reached to 4
Optimization
SUCCESS FAILURE Low ROI

10. Measuring ROI… (example in delivery service)
• Revenue from acquiring new
B2B customers
• Reduction in cost in operation
by automation and online
• Increase in cus. Satisfaction:
Increase in B2B retention rate
• Increase in user engagement:
Scheduling more orders
Value Cost
• Engineering and Development
Cost: 1 squad consists of 2
backend, 1 frontend developers, 1
product manager
• Maintenance Cost: Allocation of
shared services
• COS
• Gain from develop other
feature or product:
Building oil change service
High Level Measurement for B2B Product ROI
- - Time
Online
Delivery
B2B
Platform
• Majority of fills per day coming
from B2B customer and the
market is more attractive than
B2C
• Low truck and driver utilization
rate due to assignment for B2B
• Churn rate was increasing
• Stable # of order per customer
Baseline
Values
&
Reasons
• Enough workforce in the company
• tech employees
• Less project time and already
planned roadmap
• Already built and paid services to
be allocated in the company
• Other pipeline projects like
RFID implementation,
Building oil change, battery
change and tire change
services
• The NPV was of these
projects was much less
than B2B portal
• The market and margins are
not attractive

11. Measuring ROI (example in delivery service)…
TOTAL VALUE 28,879,968
REVENUE 22,464,000
Number of additional customer 1000
# of vehicle per customer 120
# of fills per week per vehicle (current) 1.3
Price per fill 3
COST OPTIMIZATION 3,900,000
Increase in utilization 30%
Operational Cost 13,000,000
CUSTOMER SATISFACTION 269,568
Improvement in churn 30%
Current Churn Rate 4%
USER ENGAGEMENT 2,246,400
increase in # of order 10%
Value Cost
ROI CALCULATION for 1 year
TOTAL COST 15,728,000
ENGINEERING COST 360,000
3 employee (4 months) 360,000
EMPLOYEE COST 1,080,000
1 product, 1 design, 1 customer service 1,080,000
MAINTENANCE COST 288,000
Shared services 288,000
COGS 14,000,000
ROI: 85%

12. Problem solved?...
Company
Vision
ROI
The iteration continues by updating or revising of each components above and product manager can think the problem
of a customer, product or a feature are solved when bigger problem come out.
Breadth of
USE
Frequency
of USE
Depth of
USE
Efficiency Saticfaction

13. What to build next…
Make sure
you have
good data
analytics in
place
• After validating the idea and the business case in terms of value, I have used couple ways to decide what will be developed
and improved for better achievements of the product.
Build
continuous
user feedback
loops
Revisit the
user journey
to identify
larger
opportunities
Use data to
identify
where funnel
metrics
needed to be
improved
Prioritize
features by
identifying
delighters and
basic needs
Assess the
market and
competition
Conduct the
feasibility and
ROI studies
1 2 3 4 5 6 7
• By using first 5 of the ways, the outputs showed us that we need a proper routing and dispatching algorithm because of the
delayed orders and customer complaints, churn on due to the unacceptable delays and operational costs of the fleet in terms
of utilization and unit economics.
WHO
B2C Customer
Fleet Supervisor
WHY
Delayed orders
Complain ticket
Churn due to delay
Truck utilization
WHAT
Building a proper
routing algorithm for
replacing greedy one
provided by vendor
WHERE
The problems occur
between placing
order and order
completion
WHEN
The solution was
suppoed to be
tackled urgently, but
postponed due to
change in strategy