Learning how to properly show your product is crucial when you want to build an innovation culture inside your product company. While the level of innovation inside companies statistically decreases as the companies get bigger, champions in innovation systematically apply a culture of experimentation as well as a culture of discovery techniques. One of the underlying initiatives is to show your product to your real or prospective users and customers as well as other stakeholders.
Have you ever worked on a project where customers or internal teams were looking to “have it all”? If the answer is affirmative then this prioritization framework is for you.
This post is useful for both non-technical founders and technical talents (product managers and engineers) working on projects founded by non-technical founders. This is meant to be an invitation to retrospection and diffuse thinking.
It is generally recognized that finding your customers and engaging in meaningful conversations with them is easier once you have a shipped product no matter what the market culture is. However, putting a process in place to talk to your customer (a.k.a internal interviewees) is always beneficial.
Finding the right candidates that match your identified target groups when you are in the ideation phase of your startup is one of the operations that can be extremely painful and subject to strong bias if not driven by a substantial level of rationality and why not objectivity.
Customer segmentation is the practice of dividing a customer base into groups of individuals that are similar in specific ways relevant to marketing, such as age, gender, interests, and spending habits. (taken from salesforce.com)
Believe it or not, “pre” and “post” product-market fit are two different worlds that require different approaches, different mindsets, different budgets, and, of course, different resources in your team. While no one can argue with regards to the awesomeness of finding product-market fit, executing a confirmed plan can be tricky since we all know “the devil is in the details”.
The idea of interviewing customers is the heart of product management and is key in a competition-driven market and one of the healthy ways to find differentiation points with respect to your competition. From the multiple customer interview types, there are 4 types any product manager should know:
Customer development is the practice of establishing a continuous and iterative communication line with your customers so that you can come up with ideas and feedback. Successful product managers test and validate product ideas with regard to the market.
A feature table helps product managers differentiate their products with regard to the competition. It is a synthetic and easy to digest report that can be used to communicate a differentiated MVP description in line with a clear value proposition when facilitating product strategy team meetings.