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Product Management 101

The document provides an overview of essential product management techniques, emphasizing the role of a product manager in discovering valuable, usable, and feasible products. It outlines methods for identifying user problems, finding solutions, and prioritizing tasks using various tools and frameworks. The importance of studying user behavior and demographics, as well as effective collaboration with stakeholders, is also highlighted throughout the content.

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PRODUCT MANAGEMENT 101 Actionable tools & techniques to discover, design & launch great products + + =
Goal of this deck: Providing you with a toolbox of concrete product management techniques so you can build great products 2
What is Product Management? 3
“The job of a Product Manager is to discover a product that is valuable, usable and feasible” Marty Cagan Partner, Silicon Valley Product Group 4
“The job of a Product Manager is to discover a product that is valuable, usable and feasible” 5 “Discover” means that the Product Manager identifies problems and finds appropriate product-related solutions, working closely with business stakeholders, designers and developers. He’s neither a designer nor a developer.
“The job of a Product Manager is to discover a product that is valuable, usable and feasible” 6 “Valuable” means that the Product Manager needs to find solutions that are viable from a business perspective. He often needs to find product-market fit.
“The job of a Product Manager is to discover a product that is valuable, usable and feasible” 7 “Usable” means that the Product Manager needs to find solutions that makes sense for users: they need to be simple and engaging. To reach this goal he often works with UX designers.
“The job of a Product Manager is to discover a product that is valuable, usable and feasible” 8 “Feasible” means that the Product Manager needs to find solutions that are technically realistic. That’s why he works closely with software engineers, who will assess whether they’re able to code the envisioned solution.
9 That’s why we often find this meme to describe the job of a Product Manager
10 “A good product manager must be experienced in at least one, passionate about all three, and conversant with practitioners in all.” Martin Eriksson Founder, MindTheProduct
“The product manager is the CEO of the product” Ben Horowitz Founder, Andreessen Horowitz 11 Another frequent phrase to describe the job of a Product Manager
12 “The product manager is the CEO of the product” A controversial phrase because it led some PMs to think they can act like bosses
13 But if we look at the number of teams a PM can interact with in their job, the comparison with a CEO sometimes makes sense Source: CEO of the Product Revisited
Resources to go further “CEO of the Product Revisited” (Silicon Valley Product Group) “Product Managers - You Are Not The CEO of Anything” (MindTheProduct) “The Minimum Viable Product Manager” (The Black Box of Product Management) “The 99 Types of Product Managers” (Product:belief) 14
Now that you understand what a Product Manager (PM) does, let’s start! 15
16 Identifying problems Finding solutions Prioritizing solutions Testing and launching
17 Identifying problems Finding solutions Prioritizing solutions Testing and launching
18 Identifying problems To your users you shall listen Data you shall measure
19 To your users you shall listen Data you shall measure Identifying problems
20 How likely are your users to recommend your product to a friend? Data Users’ voice 1. NPS = Net Promoter Score Identifying problems
21 -21 68614240 Sources: NPS Benchmarks, Statista Data Users’ voice 1. NPS = Net Promoter Score Identifying problems Data Users’ voiceIdentifying problems
22 Implement it in your product from scratch or use these tools Data Users’ voice 1. NPS = Net Promoter Score Identifying problems Data Users’ voiceIdentifying problems
23 Check how your app ratings evolve over time appbot is a great tool to do so Data Users’ voice 1. NPS = Net Promoter Score Identifying problems Data Users’ voiceIdentifying problems
24 Those are great tools to measure the general feeling about your product... Data Users’ voice NPS, App ratings Identifying problems Data Users’ voiceIdentifying problems Overall satisfaction of your product
25 ...But you’ll only get powerful insights by navigating through the dark waters of your product Data Users’ voice Behaviour of your users Demographics of your users Identifying problems Data Users’ voiceIdentifying problems Overall satisfaction of your product Behaviour of your users Demographics of your users
26 Rayman and the Raving Rabbids, first released in 2006, has been quite a successful release, acclaimed by video game players. Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Overall satisfaction of your product
27 But when Ubisoft digged into user behaviour, they realised a majority of players where only playing the dance mini-game, which was only a small feature of the main game. Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Overall satisfaction of your product Behaviour of your users
28 Hence Ubisoft decided to launch Just Dance, a game dedicated to dancing, in 2009. Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems
29 Just Dance is Ubisoft’s 2nd biggest hit, just behind Assassin’s Creed. They’ve sold over 55 millions copies of their game! Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems
Hence the importance of studying user behaviour, not just user satisfaction! Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Demographics of your users Overall satisfaction of your product Behaviour of your users Demographics of your users
How to study user behaviour? Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Demographics of your users Demographics of your users Overall satisfaction of your product Behaviour of your users Demographics of your users
32 Use the AARRR framework Data Users’ voice Startup Metrics for Pirates by Dave McClure on SlideShare (2007) Identifying problems Data Users’ voiceIdentifying problems
33 For each category, try to identify 1 or 2 key metrics that are important to your business Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Startup Metrics for Pirates by Dave McClure on SlideShare (2007)
34 Beware of vanity metrics Only measuring acquisition doesn’t tell you if your product is convincing users to sign up… Traffic might be artificially driven by a strong marketing push! Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems VANITY Startup Metrics for Pirates by Dave McClure on SlideShare (2007)
35 Sanity is good but not enough! Measuring activation enables you to check if you convinced users to give your product a try. But it won’t tell you if they’re hooked in the long run. Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems VANITY SANITY Startup Metrics for Pirates by Dave McClure on SlideShare (2007)
36 Retention = Reality If your product retains users in the long term, this means you’ve probably managed to solve a real problem. That’s what investors are looking for! Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems VANITY SANITY REALITY Startup Metrics for Pirates by Dave McClure on SlideShare (2007)
37 One of BlaBlaCar’s value incentivizes its employees to constantly look for reality metrics. Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems
38 Data Users’ voice Retention is often measured in cohorts Identifying problems Data Users’ voiceIdentifying problems
39 Data Users’ voice Retention is hard! Weekly retention by industry (source: Mixpanel) Identifying problems Data Users’ voiceIdentifying problems
40 Data Users’ voice If you want to know more about this topic, my friend Adrien Montcoudiol has worked on great decks about AARRR strategies Identifying problems Data Users’ voiceIdentifying problems
Studying your users’ behaviour is insightful but can hide some realities Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Demographics of your users Overall satisfaction of your product Behaviour of your users Demographics of your users
42 Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems On paper, Facebook activity metrics look bright... Source: Statista
43 Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems But if you look at specific demographics, Facebook is losing its grip on young people Source: Bloomberg 2015 71% 51% 2018 Percent of kids ages 13-17 using Facebook
44 Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Hence Facebook’s reaction: launching (or acquiring) new products to retaliate against new entrants seducing teenagers vs
45 Hence the importance of studying user demographics, not just users’ behaviour! Data Users’ voice Behaviour of your users Demographics of your users Identifying problems Data Users’ voiceIdentifying problems Overall satisfaction of your product Behaviour of your users Demographics of your users
46 Which tools to use? 👍 Enables to standardize the trackers among many services 👎 Expensive Data Users’ voice Tracking tool Analytics tools BI tools 👍 Easy to setup dashboards 👎 No history 👎 You can’t track everything (e.g. sales, marketing data) 👍 You can literally track everything 👍 Keeps history before setup 👎 Harder to setup dashboards Identifying problems Data Users’ voiceIdentifying problems
47 To your users you shall listen Data you shall measure Identifying problems
48 Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Why listening to your users? It helps companies to stay on top of their customers’ pain points
49 Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems The Tesla example: 6 days from customer feedback to PR announcement
50 Those tools will help you listen to your users Data Users’ voice Customer support App Stores Social listening UX analytics Identifying problems Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems
51 Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Example of an internal analytics tool developed at BlaBlaCar thanks to the customer support team, by using Google Forms and Spreadsheets
52 What if I build something from scratch? Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems
53 Build a pool of “beta testers” who are interested in your feature / product New feature on an existing product 5-10 beta testers New product 50-100 beta testers Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems
54 Data Users’ voice Keep track of your beta testers in a lightweight CRM Notion is an amazing tool to create these kind of tables and link them with notes, to-do’s, calendars… Identifying problems Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems
55 Test your ideas as often as possible with your beta testers ✅ Define what do you want to validate / discover ✅ Recruit the right users (avoid UX experts) ✅ Ask them about their problems, not their solutions ✅ Build a scenario (tasks they have to complete) ✅ Don’t influence them (avoid yes/no questions) ✅ Observe first, then ask Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems
56 Data you shall measure: - NPS, app ratings - AARRR framework - Behaviour and demographics To recap To your users you shall listen - Customer support - App reviews - Social listening - Build a pool of beta testers Identifying problems
57 Identifying problems Finding solutions Prioritizing solutions Testing and launching
58 Finding solutions Benchmark other products Do design sprints Use the right tools
59 Finding solutions Benchmark other products Do design sprints Use the right tools
60 Drawing on paper will enable you to : ✅ Express your ideas quickly ✅ Trash the irrelevant ones ...without spending days figuring out details that are unnecessary at this stage (colors, fonts, size of buttons, etc.) 1. Drawing Tools BenchmarkFinding solutions Sprints
61 Low-fi prototyping will enable you to: ✅ Turn an idea into an interactive user flow without design or code ✅ Test your idea with real users 2. Prototyping (Low-Fidelity) Tools BenchmarkFinding solutions Sprints
62 2. Prototyping (Low-Fidelity) Some tools you can use My favourite one Tools BenchmarkFinding solutions Sprints
63 Benchmark other products Do design sprints Use the right tools Finding solutions
64 💡 Finding solutions Tools Benchmark Sprints Source : Laws Of UX Tools BenchmarkFinding solutions Sprints
65 💡 Finding solutions Tools Benchmark Sprints Example: To display items on a map, no one has reinvented the wheel... Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
66 💡 Finding solutions Tools Benchmark Sprints What to benchmark? Get inspired from the world’s largest and most talented product teams: Consumer apps B2B companies Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
67 💡 Finding solutions Tools Benchmark Sprints Check out UX patterns on those sites: https://pageflows.com/ https://pttrns.com/ http://littlebigdetails.com/ What to benchmark? Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
68 💡 Finding solutions Benchmark other products Do design sprints Use the right tools Finding solutions
69 Design sprints enable you to iterate fast to find the right feature, before building anything 💡 Finding solutions Tools Benchmark Sprints The Design Sprint by Google Ventures Tools BenchmarkFinding solutions Sprints
70 💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints Here’s the agenda of a design sprint week
71 💡 Finding solutions Tools Benchmark Sprints See Identifying problems ⏫ Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
72 💡 Finding solutions Tools Benchmark Sprints The Crazy 8’s is a great brainstorming method Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
73 💡 Finding solutions Tools Benchmark Sprints The Crazy 8’s is a great brainstorming method Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
74 💡 Finding solutions Tools Benchmark Sprints See Prioritizing solutions ⏬ Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
75 💡 Finding solutions Tools Benchmark Sprints See Finding solutions ⏫ Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
76 💡 Finding solutions Tools Benchmark Sprints 1. The Usability Testing Session 1. Welcome (4 min) 2. Questions to the user (3 min) 3. Give context (3 min) 4. User tries the feature (30 min) 5. Summary and questions (5 min) 👍 Deep insights 👎 Heavy logistics to organize Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
77 💡 Finding solutions Tools Benchmark Sprints 2. The “Guerilla Testing” 5 minutes focused on the core feature you want to test 👍 Easy to organize 👍 Forces to get out of the building 👎 Insights are more superficial than real usability tests 👎 Users are less targeted Read more: Usability Testing gone wild (BlaBlaCar) Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
78 💡 Finding solutions When you’re convinced of what to build, you should work with a product designer to build the “high fidelity” version of your feature Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
79 💡 Finding solutions Build interfaces... ...& animate them with a prototype Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
80 Benchmark other products - Reference consumer/B2B apps - UI/UX patterns directories Do design sprints - Sketch: The Crazy 8’s - Test: Usability and Guerilla testing Use the right tools - Draw - Prototype (low fidelity) To recap Finding solutions
81 Identifying problems Finding solutions Prioritizing solutions Testing and launching
82 Prioritizing solutions Build a roadmapAssess the cost/benefit
83 Prioritizing solutions Build a roadmapAssess the cost/benefit
84 Cost/benefit Roadmap Cost/benefit = Estimating Return on investment for each project Source: Ruthless Prioritization (The Black Box of Product Management) Prioritizing solutions
85 Prioritizing solutions ⚖ Cost/benefit Roadmap Cost/benefit = Estimating Return on investment for each project Unfortunately, this isn’t always as simple... Source: Ruthless Prioritization (The Black Box of Product Management) Cost/benefit RoadmapPrioritizing solutions
86 Prioritizing solutions ⚖ Cost/benefit Roadmap “Customer value” is a mix of value for the company and value for its customers. You need to find the right balance! Cost/benefit RoadmapPrioritizing solutions Value for the company Value for the customers Ideally all product initiatives should be in this area, but that’s not always the case...
87 Prioritizing solutions ⚖ Cost/benefit Roadmap Some companies implement features that generate short-term value but destroy their credibility in the long run Cost/benefit RoadmapPrioritizing solutions Those are often called “UX dark patterns”
88 Prioritizing solutions ⚖ Cost/benefit Roadmap The balance between “value for the company” and “value for the user” is what differentiates: Read more: The 6 Types of Product Teams You’ll Be Working In User-centered product teams Growth-centered product teams vs Cost/benefit RoadmapPrioritizing solutions
89 Prioritizing solutions ⚖ Cost/benefit Roadmap Many other prioritization methods are available out there… Source: RICE: simple prioritization for product managers (Intercom) - Reach: How many people will this impact? - Impact: How much will this impact each person? - Confident: How confident are you in your estimates? - Effort: How many “person-month” will this take? The “RICE” framework Cost/benefit RoadmapPrioritizing solutions
90 Prioritizing solutions ⚖ Cost/benefit Roadmap There’s no ideal recipe... You should iterate on your own prioritization framework! Cost/benefit RoadmapPrioritizing solutions
91 Prioritizing solutions Build a roadmapAssess the cost/benefit
92 Prioritizing solutions ⚖ Cost/benefit Roadmap What is a roadmap? Cost/benefit RoadmapPrioritizing solutions
93 Prioritizing solutions ⚖ Cost/benefit Roadmap Turning this messy list of projects into a visual summary Prioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions
94 Prioritizing solutions ⚖ Cost/benefit Roadmap Why a roadmap? It enables the product team to plan and communicate the view of the future that you have for your product. Above 50 employees, it becomes critical to build consistent, focused roadmaps. Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions
95 Prioritizing solutions ⚖ Cost/benefit Roadmap A few tips on building roadmaps Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions
96 Prioritizing solutions ⚖ Cost/benefit Roadmap Avoid GANTT diagrams Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions They are a source of headaches and never respected
97 Prioritizing solutions ⚖ Cost/benefit Roadmap As much as possible, avoid giving deadlines More about this topic: Running in Circles (Basecamp) Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions In software, requirements often change and there’s a high part of technical uncertainty that makes it tricky to announce a launch date too much in advance.
98 Prioritizing solutions ⚖ Cost/benefit Roadmap As much as possible, avoid giving deadlines Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions Front publicly shows the projects currently being coded but doesn’t give any deadline. More about this topic: Running in Circles (Basecamp)
99 Prioritizing solutions ⚖ Cost/benefit Roadmap Source: Talk from Paul Adams, VP Product at Intercom, during Inside Intercom Tour 2017 (Paris) Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions Intercom’s compromise to work in harmony with marketing and sales → Announcing a list of prioritized projects every quarter → Announcing launch dates 2 weeks in advance
100 Prioritizing solutions ⚖ Cost/benefit Roadmap Focus on problems, not on features Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions
101 Prioritizing solutions ⚖ Cost/benefit Roadmap Prefer visual roadmaps over spreadsheets Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions
102 Prioritizing solutions ⚖ Cost/benefit Roadmap Ex: Slack Platform’s open roadmap Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions
103 Prioritizing solutions ⚖ Cost/benefit Roadmap Great tools to build roadmaps Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions
104 Build a roadmap - Avoid GANTT diagrams - Avoid deadlines - Use visual tools like Trello or Notion To recap Assess the cost/benefit - Estimate benefit for users/company and product/tech effort - Get inspired from other prioritization methods (e.g. RICE) Prioritizing solutions
105 Identifying problems Finding solutions Prioritizing solutions Testing and launching
106 Testing and launching Soft launch A/B testsSmoke tests
107 Testing and launching Soft launch A/B testsSmoke tests
108 Soft launchSmoke tests A/B tests Smoke tests enable you to validate your concept with your users without engaging in software development. (sometimes also called “Proof of Concept - PoC) Testing and launching
109 Building and launching Soft launchSmoke tests A/B tests The “Fake Door” Soft launchSmoke tests A/B testsTesting and launching Maze is measuring the appetence of its users for a “Hire Testers” feature with a button that redirects to a message telling us it’s not ready yet.
110 Building and launching Soft launchSmoke tests A/B tests The “Mechanical Turk” Soft launchSmoke tests A/B testsTesting and launching Wealthfront is an automated investment service firm. When they launched back in 2008, the “automation” was just plain old humans sitting at desks. (Source: Tivix)
111 Building and launching Soft launchSmoke tests A/B tests The “Mechanical Turk” Soft launchSmoke tests A/B testsTesting and launching Amazon Mechanical Turk enables you to hire a on-demand workforce to perform such manual tasks, before you have an up-and-running technology.
112 Building and launching Soft launchSmoke tests A/B tests Ads Soft launchSmoke tests A/B testsTesting and launching Launch an advertising campaign, for example, with Google Adwords or Facebook Ads. The landing page doesn’t need to be good-looking. Your only goal is evaluating if people are interested in the product based on the ads. More about this topic: Validating Product Ideas Through Lean User Research
113 Building and launching Soft launchSmoke tests A/B tests The “Pre-Order” Soft launchSmoke tests A/B testsTesting and launching Before embarking on a costly development, you can measure the appetence for a product and get some working capital by getting your customers to pre-order your product.
114 Building and launching Soft launchSmoke tests A/B tests Video Soft launchSmoke tests A/B testsTesting and launching Before the technology behind Dropbox existed, its CEO Drew Houston demonstrated how Dropbox works, with a simulation he made on his computer, and recorded with a screencast video. He gathered 75K signups within a day.
115 Testing and launching Soft launch A/B testsSmoke tests
Building and launching Soft launchSmoke tests A/B tests 116 Launch gradually to avoid backlash / anticipate any tech issues 1% of your users then 5% then 20% then 50% finally 100% Building and launching Soft launchSmoke tests A/B testsSoft launchSmoke tests A/B testsTesting and launching
Building and launching Soft launchSmoke tests A/B tests 117 Facebook tests most features in New Zealand (2M users) before rolling out globally Building and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsSoft launchSmoke tests A/B testsTesting and launching
118 Testing and launching Soft launch A/B testsSmoke tests
Building and launching Soft launchSmoke tests A/B tests 119 A/B testing (= testing 2+ variations of the same page, by splitting the traffic) can be used for a feature launch if you have doubts about how it’s going to impact some metrics. Building and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsSoft launchSmoke tests A/B testsTesting and launching
Building and launching Soft launchSmoke tests A/B tests 120 Airbnb oftens A/B tests page redesigns before fully rolling them out Building and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsSoft launchSmoke tests A/B testsTesting and launching More about this topic: Experiments at Airbnb
Building and launching Soft launchSmoke tests A/B tests 121 A/B testing should be used with caution. It be can be very tempting to test many things (Content, placement of a button, forms, navbar / menus) and become quickly time-consuming, defocusing from the core features bringing value to your users. Building and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsSoft launchSmoke tests A/B testsTesting and launching
122 Soft launch - Progressive roll-out - Small markets A/B tests - Use them in case of strong doubt - Use them with caution! Smoke tests - The Fake Door - The Mechanical Turk - Ads, Pre-Order, Video To recap Testing and launching
123 Get in touch @lucdid lucas.didier@gmail.com linkedin.com/in/lucdid Enjoyed this presentation? I’m available to help you on your product strategy & user experience!

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Product Management 101

  • 1.
    PRODUCT MANAGEMENT 101 Actionabletools & techniques to discover, design & launch great products + + =
  • 2.
    Goal of thisdeck: Providing you with a toolbox of concrete product management techniques so you can build great products 2
  • 3.
    What is ProductManagement? 3
  • 4.
    “The job ofa Product Manager is to discover a product that is valuable, usable and feasible” Marty Cagan Partner, Silicon Valley Product Group 4
  • 5.
    “The job ofa Product Manager is to discover a product that is valuable, usable and feasible” 5 “Discover” means that the Product Manager identifies problems and finds appropriate product-related solutions, working closely with business stakeholders, designers and developers. He’s neither a designer nor a developer.
  • 6.
    “The job ofa Product Manager is to discover a product that is valuable, usable and feasible” 6 “Valuable” means that the Product Manager needs to find solutions that are viable from a business perspective. He often needs to find product-market fit.
  • 7.
    “The job ofa Product Manager is to discover a product that is valuable, usable and feasible” 7 “Usable” means that the Product Manager needs to find solutions that makes sense for users: they need to be simple and engaging. To reach this goal he often works with UX designers.
  • 8.
    “The job ofa Product Manager is to discover a product that is valuable, usable and feasible” 8 “Feasible” means that the Product Manager needs to find solutions that are technically realistic. That’s why he works closely with software engineers, who will assess whether they’re able to code the envisioned solution.
  • 9.
    9 That’s why weoften find this meme to describe the job of a Product Manager
  • 10.
    10 “A good productmanager must be experienced in at least one, passionate about all three, and conversant with practitioners in all.” Martin Eriksson Founder, MindTheProduct
  • 11.
    “The product manageris the CEO of the product” Ben Horowitz Founder, Andreessen Horowitz 11 Another frequent phrase to describe the job of a Product Manager
  • 12.
    12 “The product manageris the CEO of the product” A controversial phrase because it led some PMs to think they can act like bosses
  • 13.
    13 But if welook at the number of teams a PM can interact with in their job, the comparison with a CEO sometimes makes sense Source: CEO of the Product Revisited
  • 14.
    Resources to gofurther “CEO of the Product Revisited” (Silicon Valley Product Group) “Product Managers - You Are Not The CEO of Anything” (MindTheProduct) “The Minimum Viable Product Manager” (The Black Box of Product Management) “The 99 Types of Product Managers” (Product:belief) 14
  • 15.
    Now that youunderstand what a Product Manager (PM) does, let’s start! 15
  • 16.
  • 17.
  • 18.
    18 Identifying problems To yourusers you shall listen Data you shall measure
  • 19.
    19 To your usersyou shall listen Data you shall measure Identifying problems
  • 20.
    20 How likely areyour users to recommend your product to a friend? Data Users’ voice 1. NPS = Net Promoter Score Identifying problems
  • 21.
    21 -21 68614240 Sources: NPSBenchmarks, Statista Data Users’ voice 1. NPS = Net Promoter Score Identifying problems Data Users’ voiceIdentifying problems
  • 22.
    22 Implement it inyour product from scratch or use these tools Data Users’ voice 1. NPS = Net Promoter Score Identifying problems Data Users’ voiceIdentifying problems
  • 23.
    23 Check how yourapp ratings evolve over time appbot is a great tool to do so Data Users’ voice 1. NPS = Net Promoter Score Identifying problems Data Users’ voiceIdentifying problems
  • 24.
    24 Those are greattools to measure the general feeling about your product... Data Users’ voice NPS, App ratings Identifying problems Data Users’ voiceIdentifying problems Overall satisfaction of your product
  • 25.
    25 ...But you’ll onlyget powerful insights by navigating through the dark waters of your product Data Users’ voice Behaviour of your users Demographics of your users Identifying problems Data Users’ voiceIdentifying problems Overall satisfaction of your product Behaviour of your users Demographics of your users
  • 26.
    26 Rayman and theRaving Rabbids, first released in 2006, has been quite a successful release, acclaimed by video game players. Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Overall satisfaction of your product
  • 27.
    27 But when Ubisoftdigged into user behaviour, they realised a majority of players where only playing the dance mini-game, which was only a small feature of the main game. Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Overall satisfaction of your product Behaviour of your users
  • 28.
    28 Hence Ubisoft decidedto launch Just Dance, a game dedicated to dancing, in 2009. Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems
  • 29.
    29 Just Dance isUbisoft’s 2nd biggest hit, just behind Assassin’s Creed. They’ve sold over 55 millions copies of their game! Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems
  • 30.
    Hence the importanceof studying user behaviour, not just user satisfaction! Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Demographics of your users Overall satisfaction of your product Behaviour of your users Demographics of your users
  • 31.
    How to studyuser behaviour? Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Demographics of your users Demographics of your users Overall satisfaction of your product Behaviour of your users Demographics of your users
  • 32.
    32 Use the AARRRframework Data Users’ voice Startup Metrics for Pirates by Dave McClure on SlideShare (2007) Identifying problems Data Users’ voiceIdentifying problems
  • 33.
    33 For each category,try to identify 1 or 2 key metrics that are important to your business Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Startup Metrics for Pirates by Dave McClure on SlideShare (2007)
  • 34.
    34 Beware of vanitymetrics Only measuring acquisition doesn’t tell you if your product is convincing users to sign up… Traffic might be artificially driven by a strong marketing push! Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems VANITY Startup Metrics for Pirates by Dave McClure on SlideShare (2007)
  • 35.
    35 Sanity is goodbut not enough! Measuring activation enables you to check if you convinced users to give your product a try. But it won’t tell you if they’re hooked in the long run. Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems VANITY SANITY Startup Metrics for Pirates by Dave McClure on SlideShare (2007)
  • 36.
    36 Retention = Reality Ifyour product retains users in the long term, this means you’ve probably managed to solve a real problem. That’s what investors are looking for! Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems VANITY SANITY REALITY Startup Metrics for Pirates by Dave McClure on SlideShare (2007)
  • 37.
    37 One of BlaBlaCar’svalue incentivizes its employees to constantly look for reality metrics. Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems
  • 38.
    38 Data Users’ voice Retentionis often measured in cohorts Identifying problems Data Users’ voiceIdentifying problems
  • 39.
    39 Data Users’ voice Retentionis hard! Weekly retention by industry (source: Mixpanel) Identifying problems Data Users’ voiceIdentifying problems
  • 40.
    40 Data Users’ voice Ifyou want to know more about this topic, my friend Adrien Montcoudiol has worked on great decks about AARRR strategies Identifying problems Data Users’ voiceIdentifying problems
  • 41.
    Studying your users’behaviour is insightful but can hide some realities Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Demographics of your users Overall satisfaction of your product Behaviour of your users Demographics of your users
  • 42.
    42 Data Users’ voiceIdentifyingproblems Data Users’ voiceIdentifying problems On paper, Facebook activity metrics look bright... Source: Statista
  • 43.
    43 Data Users’ voiceIdentifyingproblems Data Users’ voiceIdentifying problems But if you look at specific demographics, Facebook is losing its grip on young people Source: Bloomberg 2015 71% 51% 2018 Percent of kids ages 13-17 using Facebook
  • 44.
    44 Data Users’ voiceIdentifyingproblems Data Users’ voiceIdentifying problems Hence Facebook’s reaction: launching (or acquiring) new products to retaliate against new entrants seducing teenagers vs
  • 45.
    45 Hence the importanceof studying user demographics, not just users’ behaviour! Data Users’ voice Behaviour of your users Demographics of your users Identifying problems Data Users’ voiceIdentifying problems Overall satisfaction of your product Behaviour of your users Demographics of your users
  • 46.
    46 Which tools touse? 👍 Enables to standardize the trackers among many services 👎 Expensive Data Users’ voice Tracking tool Analytics tools BI tools 👍 Easy to setup dashboards 👎 No history 👎 You can’t track everything (e.g. sales, marketing data) 👍 You can literally track everything 👍 Keeps history before setup 👎 Harder to setup dashboards Identifying problems Data Users’ voiceIdentifying problems
  • 47.
    47 To your usersyou shall listen Data you shall measure Identifying problems
  • 48.
    48 Data Users’ voiceIdentifyingproblems Data Users’ voiceIdentifying problems Why listening to your users? It helps companies to stay on top of their customers’ pain points
  • 49.
    49 Data Users’ voiceIdentifyingproblems Data Users’ voiceIdentifying problems The Tesla example: 6 days from customer feedback to PR announcement
  • 50.
    50 Those tools willhelp you listen to your users Data Users’ voice Customer support App Stores Social listening UX analytics Identifying problems Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems
  • 51.
    51 Data Users’ voiceIdentifyingproblems Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Example of an internal analytics tool developed at BlaBlaCar thanks to the customer support team, by using Google Forms and Spreadsheets
  • 52.
    52 What if Ibuild something from scratch? Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems
  • 53.
    53 Build a poolof “beta testers” who are interested in your feature / product New feature on an existing product 5-10 beta testers New product 50-100 beta testers Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems
  • 54.
    54 Data Users’ voice Keeptrack of your beta testers in a lightweight CRM Notion is an amazing tool to create these kind of tables and link them with notes, to-do’s, calendars… Identifying problems Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems
  • 55.
    55 Test your ideasas often as possible with your beta testers ✅ Define what do you want to validate / discover ✅ Recruit the right users (avoid UX experts) ✅ Ask them about their problems, not their solutions ✅ Build a scenario (tasks they have to complete) ✅ Don’t influence them (avoid yes/no questions) ✅ Observe first, then ask Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems Data Users’ voiceIdentifying problems
  • 56.
    56 Data you shallmeasure: - NPS, app ratings - AARRR framework - Behaviour and demographics To recap To your users you shall listen - Customer support - App reviews - Social listening - Build a pool of beta testers Identifying problems
  • 57.
  • 58.
    58 Finding solutions Benchmark other products Dodesign sprints Use the right tools
  • 59.
    59 Finding solutions Benchmark other products Dodesign sprints Use the right tools
  • 60.
    60 Drawing on paperwill enable you to : ✅ Express your ideas quickly ✅ Trash the irrelevant ones ...without spending days figuring out details that are unnecessary at this stage (colors, fonts, size of buttons, etc.) 1. Drawing Tools BenchmarkFinding solutions Sprints
  • 61.
    61 Low-fi prototyping willenable you to: ✅ Turn an idea into an interactive user flow without design or code ✅ Test your idea with real users 2. Prototyping (Low-Fidelity) Tools BenchmarkFinding solutions Sprints
  • 62.
    62 2. Prototyping (Low-Fidelity) Sometools you can use My favourite one Tools BenchmarkFinding solutions Sprints
  • 63.
    63 Benchmark other products Do design sprints Usethe right tools Finding solutions
  • 64.
    64 💡 Finding solutionsTools Benchmark Sprints Source : Laws Of UX Tools BenchmarkFinding solutions Sprints
  • 65.
    65 💡 Finding solutionsTools Benchmark Sprints Example: To display items on a map, no one has reinvented the wheel... Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
  • 66.
    66 💡 Finding solutionsTools Benchmark Sprints What to benchmark? Get inspired from the world’s largest and most talented product teams: Consumer apps B2B companies Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
  • 67.
    67 💡 Finding solutionsTools Benchmark Sprints Check out UX patterns on those sites: https://pageflows.com/ https://pttrns.com/ http://littlebigdetails.com/ What to benchmark? Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
  • 68.
    68 💡 Finding solutions Benchmarkother products Do design sprints Use the right tools Finding solutions
  • 69.
    69 Design sprints enableyou to iterate fast to find the right feature, before building anything 💡 Finding solutions Tools Benchmark Sprints The Design Sprint by Google Ventures Tools BenchmarkFinding solutions Sprints
  • 70.
    70 💡 Finding solutionsTools Benchmark SprintsTools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints Here’s the agenda of a design sprint week
  • 71.
    71 💡 Finding solutionsTools Benchmark Sprints See Identifying problems ⏫ Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
  • 72.
    72 💡 Finding solutionsTools Benchmark Sprints The Crazy 8’s is a great brainstorming method Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
  • 73.
    73 💡 Finding solutionsTools Benchmark Sprints The Crazy 8’s is a great brainstorming method Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
  • 74.
    74 💡 Finding solutionsTools Benchmark Sprints See Prioritizing solutions ⏬ Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
  • 75.
    75 💡 Finding solutionsTools Benchmark Sprints See Finding solutions ⏫ Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
  • 76.
    76 💡 Finding solutionsTools Benchmark Sprints 1. The Usability Testing Session 1. Welcome (4 min) 2. Questions to the user (3 min) 3. Give context (3 min) 4. User tries the feature (30 min) 5. Summary and questions (5 min) 👍 Deep insights 👎 Heavy logistics to organize Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
  • 77.
    77 💡 Finding solutionsTools Benchmark Sprints 2. The “Guerilla Testing” 5 minutes focused on the core feature you want to test 👍 Easy to organize 👍 Forces to get out of the building 👎 Insights are more superficial than real usability tests 👎 Users are less targeted Read more: Usability Testing gone wild (BlaBlaCar) Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
  • 78.
    78 💡 Finding solutions Whenyou’re convinced of what to build, you should work with a product designer to build the “high fidelity” version of your feature Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
  • 79.
    79 💡 Finding solutions Buildinterfaces... ...& animate them with a prototype Tools BenchmarkFinding solutions Sprints💡 Finding solutions Tools Benchmark SprintsTools BenchmarkFinding solutions Sprints
  • 80.
    80 Benchmark other products -Reference consumer/B2B apps - UI/UX patterns directories Do design sprints - Sketch: The Crazy 8’s - Test: Usability and Guerilla testing Use the right tools - Draw - Prototype (low fidelity) To recap Finding solutions
  • 81.
  • 82.
    82 Prioritizing solutions Build aroadmapAssess the cost/benefit
  • 83.
    83 Prioritizing solutions Build aroadmapAssess the cost/benefit
  • 84.
    84 Cost/benefit Roadmap Cost/benefit =Estimating Return on investment for each project Source: Ruthless Prioritization (The Black Box of Product Management) Prioritizing solutions
  • 85.
    85 Prioritizing solutions ⚖Cost/benefit Roadmap Cost/benefit = Estimating Return on investment for each project Unfortunately, this isn’t always as simple... Source: Ruthless Prioritization (The Black Box of Product Management) Cost/benefit RoadmapPrioritizing solutions
  • 86.
    86 Prioritizing solutions ⚖Cost/benefit Roadmap “Customer value” is a mix of value for the company and value for its customers. You need to find the right balance! Cost/benefit RoadmapPrioritizing solutions Value for the company Value for the customers Ideally all product initiatives should be in this area, but that’s not always the case...
  • 87.
    87 Prioritizing solutions ⚖Cost/benefit Roadmap Some companies implement features that generate short-term value but destroy their credibility in the long run Cost/benefit RoadmapPrioritizing solutions Those are often called “UX dark patterns”
  • 88.
    88 Prioritizing solutions ⚖Cost/benefit Roadmap The balance between “value for the company” and “value for the user” is what differentiates: Read more: The 6 Types of Product Teams You’ll Be Working In User-centered product teams Growth-centered product teams vs Cost/benefit RoadmapPrioritizing solutions
  • 89.
    89 Prioritizing solutions ⚖Cost/benefit Roadmap Many other prioritization methods are available out there… Source: RICE: simple prioritization for product managers (Intercom) - Reach: How many people will this impact? - Impact: How much will this impact each person? - Confident: How confident are you in your estimates? - Effort: How many “person-month” will this take? The “RICE” framework Cost/benefit RoadmapPrioritizing solutions
  • 90.
    90 Prioritizing solutions ⚖Cost/benefit Roadmap There’s no ideal recipe... You should iterate on your own prioritization framework! Cost/benefit RoadmapPrioritizing solutions
  • 91.
    91 Prioritizing solutions Build aroadmapAssess the cost/benefit
  • 92.
    92 Prioritizing solutions ⚖Cost/benefit Roadmap What is a roadmap? Cost/benefit RoadmapPrioritizing solutions
  • 93.
    93 Prioritizing solutions ⚖Cost/benefit Roadmap Turning this messy list of projects into a visual summary Prioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions
  • 94.
    94 Prioritizing solutions ⚖Cost/benefit Roadmap Why a roadmap? It enables the product team to plan and communicate the view of the future that you have for your product. Above 50 employees, it becomes critical to build consistent, focused roadmaps. Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions
  • 95.
    95 Prioritizing solutions ⚖Cost/benefit Roadmap A few tips on building roadmaps Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions
  • 96.
    96 Prioritizing solutions ⚖Cost/benefit Roadmap Avoid GANTT diagrams Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions They are a source of headaches and never respected
  • 97.
    97 Prioritizing solutions ⚖Cost/benefit Roadmap As much as possible, avoid giving deadlines More about this topic: Running in Circles (Basecamp) Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions In software, requirements often change and there’s a high part of technical uncertainty that makes it tricky to announce a launch date too much in advance.
  • 98.
    98 Prioritizing solutions ⚖Cost/benefit Roadmap As much as possible, avoid giving deadlines Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions Front publicly shows the projects currently being coded but doesn’t give any deadline. More about this topic: Running in Circles (Basecamp)
  • 99.
    99 Prioritizing solutions ⚖Cost/benefit Roadmap Source: Talk from Paul Adams, VP Product at Intercom, during Inside Intercom Tour 2017 (Paris) Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions Intercom’s compromise to work in harmony with marketing and sales → Announcing a list of prioritized projects every quarter → Announcing launch dates 2 weeks in advance
  • 100.
    100 Prioritizing solutions ⚖Cost/benefit Roadmap Focus on problems, not on features Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions
  • 101.
    101 Prioritizing solutions ⚖Cost/benefit Roadmap Prefer visual roadmaps over spreadsheets Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions
  • 102.
    102 Prioritizing solutions ⚖Cost/benefit Roadmap Ex: Slack Platform’s open roadmap Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions
  • 103.
    103 Prioritizing solutions ⚖Cost/benefit Roadmap Great tools to build roadmaps Prioritizing solutions ⚖ Cost/benefit RoadmapPrioritizing solutions ⚖ Cost/benefit RoadmapCost/benefit RoadmapPrioritizing solutions
  • 104.
    104 Build a roadmap -Avoid GANTT diagrams - Avoid deadlines - Use visual tools like Trello or Notion To recap Assess the cost/benefit - Estimate benefit for users/company and product/tech effort - Get inspired from other prioritization methods (e.g. RICE) Prioritizing solutions
  • 105.
  • 106.
    106 Testing and launching Softlaunch A/B testsSmoke tests
  • 107.
    107 Testing and launching Softlaunch A/B testsSmoke tests
  • 108.
    108 Soft launchSmoke testsA/B tests Smoke tests enable you to validate your concept with your users without engaging in software development. (sometimes also called “Proof of Concept - PoC) Testing and launching
  • 109.
    109 Building and launchingSoft launchSmoke tests A/B tests The “Fake Door” Soft launchSmoke tests A/B testsTesting and launching Maze is measuring the appetence of its users for a “Hire Testers” feature with a button that redirects to a message telling us it’s not ready yet.
  • 110.
    110 Building and launchingSoft launchSmoke tests A/B tests The “Mechanical Turk” Soft launchSmoke tests A/B testsTesting and launching Wealthfront is an automated investment service firm. When they launched back in 2008, the “automation” was just plain old humans sitting at desks. (Source: Tivix)
  • 111.
    111 Building and launchingSoft launchSmoke tests A/B tests The “Mechanical Turk” Soft launchSmoke tests A/B testsTesting and launching Amazon Mechanical Turk enables you to hire a on-demand workforce to perform such manual tasks, before you have an up-and-running technology.
  • 112.
    112 Building and launchingSoft launchSmoke tests A/B tests Ads Soft launchSmoke tests A/B testsTesting and launching Launch an advertising campaign, for example, with Google Adwords or Facebook Ads. The landing page doesn’t need to be good-looking. Your only goal is evaluating if people are interested in the product based on the ads. More about this topic: Validating Product Ideas Through Lean User Research
  • 113.
    113 Building and launchingSoft launchSmoke tests A/B tests The “Pre-Order” Soft launchSmoke tests A/B testsTesting and launching Before embarking on a costly development, you can measure the appetence for a product and get some working capital by getting your customers to pre-order your product.
  • 114.
    114 Building and launchingSoft launchSmoke tests A/B tests Video Soft launchSmoke tests A/B testsTesting and launching Before the technology behind Dropbox existed, its CEO Drew Houston demonstrated how Dropbox works, with a simulation he made on his computer, and recorded with a screencast video. He gathered 75K signups within a day.
  • 115.
    115 Testing and launching Softlaunch A/B testsSmoke tests
  • 116.
    Building and launchingSoft launchSmoke tests A/B tests 116 Launch gradually to avoid backlash / anticipate any tech issues 1% of your users then 5% then 20% then 50% finally 100% Building and launching Soft launchSmoke tests A/B testsSoft launchSmoke tests A/B testsTesting and launching
  • 117.
    Building and launchingSoft launchSmoke tests A/B tests 117 Facebook tests most features in New Zealand (2M users) before rolling out globally Building and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsSoft launchSmoke tests A/B testsTesting and launching
  • 118.
    118 Testing and launching Softlaunch A/B testsSmoke tests
  • 119.
    Building and launchingSoft launchSmoke tests A/B tests 119 A/B testing (= testing 2+ variations of the same page, by splitting the traffic) can be used for a feature launch if you have doubts about how it’s going to impact some metrics. Building and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsSoft launchSmoke tests A/B testsTesting and launching
  • 120.
    Building and launchingSoft launchSmoke tests A/B tests 120 Airbnb oftens A/B tests page redesigns before fully rolling them out Building and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsSoft launchSmoke tests A/B testsTesting and launching More about this topic: Experiments at Airbnb
  • 121.
    Building and launchingSoft launchSmoke tests A/B tests 121 A/B testing should be used with caution. It be can be very tempting to test many things (Content, placement of a button, forms, navbar / menus) and become quickly time-consuming, defocusing from the core features bringing value to your users. Building and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsBuilding and launching Soft launchSmoke tests A/B testsSoft launchSmoke tests A/B testsTesting and launching
  • 122.
    122 Soft launch - Progressiveroll-out - Small markets A/B tests - Use them in case of strong doubt - Use them with caution! Smoke tests - The Fake Door - The Mechanical Turk - Ads, Pre-Order, Video To recap Testing and launching
  • 123.
    123 Get in touch @lucdid lucas.didier@gmail.com linkedin.com/in/lucdid Enjoyedthis presentation? I’m available to help you on your product strategy & user experience!