A Practitionerrsquos Guide to Product Strategy
Pandith Jantakahalli
Contents
1 What to build
2 Actually building what you decide
3 Building
4 Acquiring customers
5 How do you know you are delivering outcomes
6 Beingstaying successful
ndash Sequencing
ldquoBase your strategy on things that do not changerdquo
Jeff Bezos
1 What to Build
bull Determined by customer outcomes competing solutions and your point of view
Start with Customer Outcomes
bull Define customer outcomes using vocabulary that customers would use
bull Customer outcomes have functional emotional and social attributes
ndash Pay attention to context situations motivations constraints and how they are achieving these outcomes today
bull Customers outcomes are not the same as businessoutcomes for your company But they are massively linked
Build on Point-of-View
bull Build is always involves choosing (trade-off )an attribute (or consideration set) based on customer outcome and context
bull Choose attributes based on what is valued by customer (importance) what competition offers (satisfaction)ndash Align with hiring criteriandash Offer a path continuous greater ldquovaluerdquo
bull Point-of-view includes where to draw the line (product scope) and this impacts who your customers are
bull Donrsquot try to be everything for everybody
Image Source Wikipedia
Side Note What is ldquoProductrdquo
bull Every interaction with the prospectcustomer is the ldquoproductrdquo
ndash Marketing messages of all kinds
bull Website blog emails brochures ads
ndash Support interactions
ndash Customer manuals
ndash Traininguser guidesseminars
ndash Communityforumsuser groups
bull Identify all interactions with your product and prioritize and rank for focus
Now that you have decided what to build how to enable building hellip
2 Actually Building What You Decide
bull Having a set of product principles helps with alignmentand cohesion of activities across stakeholders
ndash Products usually have goals and metrics but they do not provide guidelines for action
Product Principles
bull Product principles must be anchored around customer outcomes and point-of-view
bull Helps enablendash Consistent decision making across different stakeholders
at all levels
ndash Prioritization and deployment of resources is easier
ndash Emphasizes PoV
bull Good product principles speaks to how users should feelbefore while after using the product
What to keep in mind while building hellip
3 Building
bull When to build (a featurefunctionality) is as important as what to build
Sequencing
bull Sequence based on impact and effort (project size)
ndash Impact is a function of what outcomes it enables what competition offers
bull Carefully access for compounding of benefits
ndash Impact of multiple small features vs one large feature
bull Example If you are having problems with activation do not focus on projects that drive more traffic
Now that you have built hellip
4 Acquiring Customers
bull Customer acquisition is greatly determined by positioning power of emotion in decision making and strategy to tackle objectionsconcerns
Positioning
bull Position based on outcomes that competition is enabling and your point of view
ndash Note Customers will instinctively place you among alternatives that helps them achieve the same outcome
bull Has a big impact on customer acquisition and pricing especially premium pricing
bull Examples
ndash Positioning the iPad against netbooks
ndash Dog food animal vs like your baby
Power of Emotions
bull ldquoWhen dealing with people remember you are not dealing with creatures of logic but with creatures of emotionrdquo ndash Dale Carnegie
bull People find it extremely difficult to take decisions without emotions
bull Crucial to have a point-of-view on how your customers should feel ndash before during and after using your productndash What can you do the set the right emotionsndash What can you do create the right emotions
bull Do everything you can do to eliminate negative emotions like anxiety ndash before during and after product use
Handling Objections
bull Customers do not buy your products they switch to your productndash Focus on making this switch as easy and painless as possible
bull Customers may have existing behaviorshabits and workflows that may require a lot of time and effort to overcomendash Example
bull Can I easily migrate all my bugstickets over to your product easilybull Should I learn new skills what kind of (negative) impact will this have on
adoption
bull Note Changing customer behavior is hard try and leverage existing behaviors instead of creating new onesndash Increasing motivation is not the same as decreasing friction to
adoptionNow that you have acquired customers what to focus on hellip
5 Delivering Outcomes
bull Buyingpurchasing is not the same as delivering outcomes
bull Consumptionengagementusage is a true indicator of value delivery
bull Reach and frequency of feature usage are critical metrics to track if the product is delivering outcomes
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
Contents
1 What to build
2 Actually building what you decide
3 Building
4 Acquiring customers
5 How do you know you are delivering outcomes
6 Beingstaying successful
ndash Sequencing
ldquoBase your strategy on things that do not changerdquo
Jeff Bezos
1 What to Build
bull Determined by customer outcomes competing solutions and your point of view
Start with Customer Outcomes
bull Define customer outcomes using vocabulary that customers would use
bull Customer outcomes have functional emotional and social attributes
ndash Pay attention to context situations motivations constraints and how they are achieving these outcomes today
bull Customers outcomes are not the same as businessoutcomes for your company But they are massively linked
Build on Point-of-View
bull Build is always involves choosing (trade-off )an attribute (or consideration set) based on customer outcome and context
bull Choose attributes based on what is valued by customer (importance) what competition offers (satisfaction)ndash Align with hiring criteriandash Offer a path continuous greater ldquovaluerdquo
bull Point-of-view includes where to draw the line (product scope) and this impacts who your customers are
bull Donrsquot try to be everything for everybody
Image Source Wikipedia
Side Note What is ldquoProductrdquo
bull Every interaction with the prospectcustomer is the ldquoproductrdquo
ndash Marketing messages of all kinds
bull Website blog emails brochures ads
ndash Support interactions
ndash Customer manuals
ndash Traininguser guidesseminars
ndash Communityforumsuser groups
bull Identify all interactions with your product and prioritize and rank for focus
Now that you have decided what to build how to enable building hellip
2 Actually Building What You Decide
bull Having a set of product principles helps with alignmentand cohesion of activities across stakeholders
ndash Products usually have goals and metrics but they do not provide guidelines for action
Product Principles
bull Product principles must be anchored around customer outcomes and point-of-view
bull Helps enablendash Consistent decision making across different stakeholders
at all levels
ndash Prioritization and deployment of resources is easier
ndash Emphasizes PoV
bull Good product principles speaks to how users should feelbefore while after using the product
What to keep in mind while building hellip
3 Building
bull When to build (a featurefunctionality) is as important as what to build
Sequencing
bull Sequence based on impact and effort (project size)
ndash Impact is a function of what outcomes it enables what competition offers
bull Carefully access for compounding of benefits
ndash Impact of multiple small features vs one large feature
bull Example If you are having problems with activation do not focus on projects that drive more traffic
Now that you have built hellip
4 Acquiring Customers
bull Customer acquisition is greatly determined by positioning power of emotion in decision making and strategy to tackle objectionsconcerns
Positioning
bull Position based on outcomes that competition is enabling and your point of view
ndash Note Customers will instinctively place you among alternatives that helps them achieve the same outcome
bull Has a big impact on customer acquisition and pricing especially premium pricing
bull Examples
ndash Positioning the iPad against netbooks
ndash Dog food animal vs like your baby
Power of Emotions
bull ldquoWhen dealing with people remember you are not dealing with creatures of logic but with creatures of emotionrdquo ndash Dale Carnegie
bull People find it extremely difficult to take decisions without emotions
bull Crucial to have a point-of-view on how your customers should feel ndash before during and after using your productndash What can you do the set the right emotionsndash What can you do create the right emotions
bull Do everything you can do to eliminate negative emotions like anxiety ndash before during and after product use
Handling Objections
bull Customers do not buy your products they switch to your productndash Focus on making this switch as easy and painless as possible
bull Customers may have existing behaviorshabits and workflows that may require a lot of time and effort to overcomendash Example
bull Can I easily migrate all my bugstickets over to your product easilybull Should I learn new skills what kind of (negative) impact will this have on
adoption
bull Note Changing customer behavior is hard try and leverage existing behaviors instead of creating new onesndash Increasing motivation is not the same as decreasing friction to
adoptionNow that you have acquired customers what to focus on hellip
5 Delivering Outcomes
bull Buyingpurchasing is not the same as delivering outcomes
bull Consumptionengagementusage is a true indicator of value delivery
bull Reach and frequency of feature usage are critical metrics to track if the product is delivering outcomes
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
ldquoBase your strategy on things that do not changerdquo
Jeff Bezos
1 What to Build
bull Determined by customer outcomes competing solutions and your point of view
Start with Customer Outcomes
bull Define customer outcomes using vocabulary that customers would use
bull Customer outcomes have functional emotional and social attributes
ndash Pay attention to context situations motivations constraints and how they are achieving these outcomes today
bull Customers outcomes are not the same as businessoutcomes for your company But they are massively linked
Build on Point-of-View
bull Build is always involves choosing (trade-off )an attribute (or consideration set) based on customer outcome and context
bull Choose attributes based on what is valued by customer (importance) what competition offers (satisfaction)ndash Align with hiring criteriandash Offer a path continuous greater ldquovaluerdquo
bull Point-of-view includes where to draw the line (product scope) and this impacts who your customers are
bull Donrsquot try to be everything for everybody
Image Source Wikipedia
Side Note What is ldquoProductrdquo
bull Every interaction with the prospectcustomer is the ldquoproductrdquo
ndash Marketing messages of all kinds
bull Website blog emails brochures ads
ndash Support interactions
ndash Customer manuals
ndash Traininguser guidesseminars
ndash Communityforumsuser groups
bull Identify all interactions with your product and prioritize and rank for focus
Now that you have decided what to build how to enable building hellip
2 Actually Building What You Decide
bull Having a set of product principles helps with alignmentand cohesion of activities across stakeholders
ndash Products usually have goals and metrics but they do not provide guidelines for action
Product Principles
bull Product principles must be anchored around customer outcomes and point-of-view
bull Helps enablendash Consistent decision making across different stakeholders
at all levels
ndash Prioritization and deployment of resources is easier
ndash Emphasizes PoV
bull Good product principles speaks to how users should feelbefore while after using the product
What to keep in mind while building hellip
3 Building
bull When to build (a featurefunctionality) is as important as what to build
Sequencing
bull Sequence based on impact and effort (project size)
ndash Impact is a function of what outcomes it enables what competition offers
bull Carefully access for compounding of benefits
ndash Impact of multiple small features vs one large feature
bull Example If you are having problems with activation do not focus on projects that drive more traffic
Now that you have built hellip
4 Acquiring Customers
bull Customer acquisition is greatly determined by positioning power of emotion in decision making and strategy to tackle objectionsconcerns
Positioning
bull Position based on outcomes that competition is enabling and your point of view
ndash Note Customers will instinctively place you among alternatives that helps them achieve the same outcome
bull Has a big impact on customer acquisition and pricing especially premium pricing
bull Examples
ndash Positioning the iPad against netbooks
ndash Dog food animal vs like your baby
Power of Emotions
bull ldquoWhen dealing with people remember you are not dealing with creatures of logic but with creatures of emotionrdquo ndash Dale Carnegie
bull People find it extremely difficult to take decisions without emotions
bull Crucial to have a point-of-view on how your customers should feel ndash before during and after using your productndash What can you do the set the right emotionsndash What can you do create the right emotions
bull Do everything you can do to eliminate negative emotions like anxiety ndash before during and after product use
Handling Objections
bull Customers do not buy your products they switch to your productndash Focus on making this switch as easy and painless as possible
bull Customers may have existing behaviorshabits and workflows that may require a lot of time and effort to overcomendash Example
bull Can I easily migrate all my bugstickets over to your product easilybull Should I learn new skills what kind of (negative) impact will this have on
adoption
bull Note Changing customer behavior is hard try and leverage existing behaviors instead of creating new onesndash Increasing motivation is not the same as decreasing friction to
adoptionNow that you have acquired customers what to focus on hellip
5 Delivering Outcomes
bull Buyingpurchasing is not the same as delivering outcomes
bull Consumptionengagementusage is a true indicator of value delivery
bull Reach and frequency of feature usage are critical metrics to track if the product is delivering outcomes
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
1 What to Build
bull Determined by customer outcomes competing solutions and your point of view
Start with Customer Outcomes
bull Define customer outcomes using vocabulary that customers would use
bull Customer outcomes have functional emotional and social attributes
ndash Pay attention to context situations motivations constraints and how they are achieving these outcomes today
bull Customers outcomes are not the same as businessoutcomes for your company But they are massively linked
Build on Point-of-View
bull Build is always involves choosing (trade-off )an attribute (or consideration set) based on customer outcome and context
bull Choose attributes based on what is valued by customer (importance) what competition offers (satisfaction)ndash Align with hiring criteriandash Offer a path continuous greater ldquovaluerdquo
bull Point-of-view includes where to draw the line (product scope) and this impacts who your customers are
bull Donrsquot try to be everything for everybody
Image Source Wikipedia
Side Note What is ldquoProductrdquo
bull Every interaction with the prospectcustomer is the ldquoproductrdquo
ndash Marketing messages of all kinds
bull Website blog emails brochures ads
ndash Support interactions
ndash Customer manuals
ndash Traininguser guidesseminars
ndash Communityforumsuser groups
bull Identify all interactions with your product and prioritize and rank for focus
Now that you have decided what to build how to enable building hellip
2 Actually Building What You Decide
bull Having a set of product principles helps with alignmentand cohesion of activities across stakeholders
ndash Products usually have goals and metrics but they do not provide guidelines for action
Product Principles
bull Product principles must be anchored around customer outcomes and point-of-view
bull Helps enablendash Consistent decision making across different stakeholders
at all levels
ndash Prioritization and deployment of resources is easier
ndash Emphasizes PoV
bull Good product principles speaks to how users should feelbefore while after using the product
What to keep in mind while building hellip
3 Building
bull When to build (a featurefunctionality) is as important as what to build
Sequencing
bull Sequence based on impact and effort (project size)
ndash Impact is a function of what outcomes it enables what competition offers
bull Carefully access for compounding of benefits
ndash Impact of multiple small features vs one large feature
bull Example If you are having problems with activation do not focus on projects that drive more traffic
Now that you have built hellip
4 Acquiring Customers
bull Customer acquisition is greatly determined by positioning power of emotion in decision making and strategy to tackle objectionsconcerns
Positioning
bull Position based on outcomes that competition is enabling and your point of view
ndash Note Customers will instinctively place you among alternatives that helps them achieve the same outcome
bull Has a big impact on customer acquisition and pricing especially premium pricing
bull Examples
ndash Positioning the iPad against netbooks
ndash Dog food animal vs like your baby
Power of Emotions
bull ldquoWhen dealing with people remember you are not dealing with creatures of logic but with creatures of emotionrdquo ndash Dale Carnegie
bull People find it extremely difficult to take decisions without emotions
bull Crucial to have a point-of-view on how your customers should feel ndash before during and after using your productndash What can you do the set the right emotionsndash What can you do create the right emotions
bull Do everything you can do to eliminate negative emotions like anxiety ndash before during and after product use
Handling Objections
bull Customers do not buy your products they switch to your productndash Focus on making this switch as easy and painless as possible
bull Customers may have existing behaviorshabits and workflows that may require a lot of time and effort to overcomendash Example
bull Can I easily migrate all my bugstickets over to your product easilybull Should I learn new skills what kind of (negative) impact will this have on
adoption
bull Note Changing customer behavior is hard try and leverage existing behaviors instead of creating new onesndash Increasing motivation is not the same as decreasing friction to
adoptionNow that you have acquired customers what to focus on hellip
5 Delivering Outcomes
bull Buyingpurchasing is not the same as delivering outcomes
bull Consumptionengagementusage is a true indicator of value delivery
bull Reach and frequency of feature usage are critical metrics to track if the product is delivering outcomes
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
Start with Customer Outcomes
bull Define customer outcomes using vocabulary that customers would use
bull Customer outcomes have functional emotional and social attributes
ndash Pay attention to context situations motivations constraints and how they are achieving these outcomes today
bull Customers outcomes are not the same as businessoutcomes for your company But they are massively linked
Build on Point-of-View
bull Build is always involves choosing (trade-off )an attribute (or consideration set) based on customer outcome and context
bull Choose attributes based on what is valued by customer (importance) what competition offers (satisfaction)ndash Align with hiring criteriandash Offer a path continuous greater ldquovaluerdquo
bull Point-of-view includes where to draw the line (product scope) and this impacts who your customers are
bull Donrsquot try to be everything for everybody
Image Source Wikipedia
Side Note What is ldquoProductrdquo
bull Every interaction with the prospectcustomer is the ldquoproductrdquo
ndash Marketing messages of all kinds
bull Website blog emails brochures ads
ndash Support interactions
ndash Customer manuals
ndash Traininguser guidesseminars
ndash Communityforumsuser groups
bull Identify all interactions with your product and prioritize and rank for focus
Now that you have decided what to build how to enable building hellip
2 Actually Building What You Decide
bull Having a set of product principles helps with alignmentand cohesion of activities across stakeholders
ndash Products usually have goals and metrics but they do not provide guidelines for action
Product Principles
bull Product principles must be anchored around customer outcomes and point-of-view
bull Helps enablendash Consistent decision making across different stakeholders
at all levels
ndash Prioritization and deployment of resources is easier
ndash Emphasizes PoV
bull Good product principles speaks to how users should feelbefore while after using the product
What to keep in mind while building hellip
3 Building
bull When to build (a featurefunctionality) is as important as what to build
Sequencing
bull Sequence based on impact and effort (project size)
ndash Impact is a function of what outcomes it enables what competition offers
bull Carefully access for compounding of benefits
ndash Impact of multiple small features vs one large feature
bull Example If you are having problems with activation do not focus on projects that drive more traffic
Now that you have built hellip
4 Acquiring Customers
bull Customer acquisition is greatly determined by positioning power of emotion in decision making and strategy to tackle objectionsconcerns
Positioning
bull Position based on outcomes that competition is enabling and your point of view
ndash Note Customers will instinctively place you among alternatives that helps them achieve the same outcome
bull Has a big impact on customer acquisition and pricing especially premium pricing
bull Examples
ndash Positioning the iPad against netbooks
ndash Dog food animal vs like your baby
Power of Emotions
bull ldquoWhen dealing with people remember you are not dealing with creatures of logic but with creatures of emotionrdquo ndash Dale Carnegie
bull People find it extremely difficult to take decisions without emotions
bull Crucial to have a point-of-view on how your customers should feel ndash before during and after using your productndash What can you do the set the right emotionsndash What can you do create the right emotions
bull Do everything you can do to eliminate negative emotions like anxiety ndash before during and after product use
Handling Objections
bull Customers do not buy your products they switch to your productndash Focus on making this switch as easy and painless as possible
bull Customers may have existing behaviorshabits and workflows that may require a lot of time and effort to overcomendash Example
bull Can I easily migrate all my bugstickets over to your product easilybull Should I learn new skills what kind of (negative) impact will this have on
adoption
bull Note Changing customer behavior is hard try and leverage existing behaviors instead of creating new onesndash Increasing motivation is not the same as decreasing friction to
adoptionNow that you have acquired customers what to focus on hellip
5 Delivering Outcomes
bull Buyingpurchasing is not the same as delivering outcomes
bull Consumptionengagementusage is a true indicator of value delivery
bull Reach and frequency of feature usage are critical metrics to track if the product is delivering outcomes
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
Build on Point-of-View
bull Build is always involves choosing (trade-off )an attribute (or consideration set) based on customer outcome and context
bull Choose attributes based on what is valued by customer (importance) what competition offers (satisfaction)ndash Align with hiring criteriandash Offer a path continuous greater ldquovaluerdquo
bull Point-of-view includes where to draw the line (product scope) and this impacts who your customers are
bull Donrsquot try to be everything for everybody
Image Source Wikipedia
Side Note What is ldquoProductrdquo
bull Every interaction with the prospectcustomer is the ldquoproductrdquo
ndash Marketing messages of all kinds
bull Website blog emails brochures ads
ndash Support interactions
ndash Customer manuals
ndash Traininguser guidesseminars
ndash Communityforumsuser groups
bull Identify all interactions with your product and prioritize and rank for focus
Now that you have decided what to build how to enable building hellip
2 Actually Building What You Decide
bull Having a set of product principles helps with alignmentand cohesion of activities across stakeholders
ndash Products usually have goals and metrics but they do not provide guidelines for action
Product Principles
bull Product principles must be anchored around customer outcomes and point-of-view
bull Helps enablendash Consistent decision making across different stakeholders
at all levels
ndash Prioritization and deployment of resources is easier
ndash Emphasizes PoV
bull Good product principles speaks to how users should feelbefore while after using the product
What to keep in mind while building hellip
3 Building
bull When to build (a featurefunctionality) is as important as what to build
Sequencing
bull Sequence based on impact and effort (project size)
ndash Impact is a function of what outcomes it enables what competition offers
bull Carefully access for compounding of benefits
ndash Impact of multiple small features vs one large feature
bull Example If you are having problems with activation do not focus on projects that drive more traffic
Now that you have built hellip
4 Acquiring Customers
bull Customer acquisition is greatly determined by positioning power of emotion in decision making and strategy to tackle objectionsconcerns
Positioning
bull Position based on outcomes that competition is enabling and your point of view
ndash Note Customers will instinctively place you among alternatives that helps them achieve the same outcome
bull Has a big impact on customer acquisition and pricing especially premium pricing
bull Examples
ndash Positioning the iPad against netbooks
ndash Dog food animal vs like your baby
Power of Emotions
bull ldquoWhen dealing with people remember you are not dealing with creatures of logic but with creatures of emotionrdquo ndash Dale Carnegie
bull People find it extremely difficult to take decisions without emotions
bull Crucial to have a point-of-view on how your customers should feel ndash before during and after using your productndash What can you do the set the right emotionsndash What can you do create the right emotions
bull Do everything you can do to eliminate negative emotions like anxiety ndash before during and after product use
Handling Objections
bull Customers do not buy your products they switch to your productndash Focus on making this switch as easy and painless as possible
bull Customers may have existing behaviorshabits and workflows that may require a lot of time and effort to overcomendash Example
bull Can I easily migrate all my bugstickets over to your product easilybull Should I learn new skills what kind of (negative) impact will this have on
adoption
bull Note Changing customer behavior is hard try and leverage existing behaviors instead of creating new onesndash Increasing motivation is not the same as decreasing friction to
adoptionNow that you have acquired customers what to focus on hellip
5 Delivering Outcomes
bull Buyingpurchasing is not the same as delivering outcomes
bull Consumptionengagementusage is a true indicator of value delivery
bull Reach and frequency of feature usage are critical metrics to track if the product is delivering outcomes
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
Side Note What is ldquoProductrdquo
bull Every interaction with the prospectcustomer is the ldquoproductrdquo
ndash Marketing messages of all kinds
bull Website blog emails brochures ads
ndash Support interactions
ndash Customer manuals
ndash Traininguser guidesseminars
ndash Communityforumsuser groups
bull Identify all interactions with your product and prioritize and rank for focus
Now that you have decided what to build how to enable building hellip
2 Actually Building What You Decide
bull Having a set of product principles helps with alignmentand cohesion of activities across stakeholders
ndash Products usually have goals and metrics but they do not provide guidelines for action
Product Principles
bull Product principles must be anchored around customer outcomes and point-of-view
bull Helps enablendash Consistent decision making across different stakeholders
at all levels
ndash Prioritization and deployment of resources is easier
ndash Emphasizes PoV
bull Good product principles speaks to how users should feelbefore while after using the product
What to keep in mind while building hellip
3 Building
bull When to build (a featurefunctionality) is as important as what to build
Sequencing
bull Sequence based on impact and effort (project size)
ndash Impact is a function of what outcomes it enables what competition offers
bull Carefully access for compounding of benefits
ndash Impact of multiple small features vs one large feature
bull Example If you are having problems with activation do not focus on projects that drive more traffic
Now that you have built hellip
4 Acquiring Customers
bull Customer acquisition is greatly determined by positioning power of emotion in decision making and strategy to tackle objectionsconcerns
Positioning
bull Position based on outcomes that competition is enabling and your point of view
ndash Note Customers will instinctively place you among alternatives that helps them achieve the same outcome
bull Has a big impact on customer acquisition and pricing especially premium pricing
bull Examples
ndash Positioning the iPad against netbooks
ndash Dog food animal vs like your baby
Power of Emotions
bull ldquoWhen dealing with people remember you are not dealing with creatures of logic but with creatures of emotionrdquo ndash Dale Carnegie
bull People find it extremely difficult to take decisions without emotions
bull Crucial to have a point-of-view on how your customers should feel ndash before during and after using your productndash What can you do the set the right emotionsndash What can you do create the right emotions
bull Do everything you can do to eliminate negative emotions like anxiety ndash before during and after product use
Handling Objections
bull Customers do not buy your products they switch to your productndash Focus on making this switch as easy and painless as possible
bull Customers may have existing behaviorshabits and workflows that may require a lot of time and effort to overcomendash Example
bull Can I easily migrate all my bugstickets over to your product easilybull Should I learn new skills what kind of (negative) impact will this have on
adoption
bull Note Changing customer behavior is hard try and leverage existing behaviors instead of creating new onesndash Increasing motivation is not the same as decreasing friction to
adoptionNow that you have acquired customers what to focus on hellip
5 Delivering Outcomes
bull Buyingpurchasing is not the same as delivering outcomes
bull Consumptionengagementusage is a true indicator of value delivery
bull Reach and frequency of feature usage are critical metrics to track if the product is delivering outcomes
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
2 Actually Building What You Decide
bull Having a set of product principles helps with alignmentand cohesion of activities across stakeholders
ndash Products usually have goals and metrics but they do not provide guidelines for action
Product Principles
bull Product principles must be anchored around customer outcomes and point-of-view
bull Helps enablendash Consistent decision making across different stakeholders
at all levels
ndash Prioritization and deployment of resources is easier
ndash Emphasizes PoV
bull Good product principles speaks to how users should feelbefore while after using the product
What to keep in mind while building hellip
3 Building
bull When to build (a featurefunctionality) is as important as what to build
Sequencing
bull Sequence based on impact and effort (project size)
ndash Impact is a function of what outcomes it enables what competition offers
bull Carefully access for compounding of benefits
ndash Impact of multiple small features vs one large feature
bull Example If you are having problems with activation do not focus on projects that drive more traffic
Now that you have built hellip
4 Acquiring Customers
bull Customer acquisition is greatly determined by positioning power of emotion in decision making and strategy to tackle objectionsconcerns
Positioning
bull Position based on outcomes that competition is enabling and your point of view
ndash Note Customers will instinctively place you among alternatives that helps them achieve the same outcome
bull Has a big impact on customer acquisition and pricing especially premium pricing
bull Examples
ndash Positioning the iPad against netbooks
ndash Dog food animal vs like your baby
Power of Emotions
bull ldquoWhen dealing with people remember you are not dealing with creatures of logic but with creatures of emotionrdquo ndash Dale Carnegie
bull People find it extremely difficult to take decisions without emotions
bull Crucial to have a point-of-view on how your customers should feel ndash before during and after using your productndash What can you do the set the right emotionsndash What can you do create the right emotions
bull Do everything you can do to eliminate negative emotions like anxiety ndash before during and after product use
Handling Objections
bull Customers do not buy your products they switch to your productndash Focus on making this switch as easy and painless as possible
bull Customers may have existing behaviorshabits and workflows that may require a lot of time and effort to overcomendash Example
bull Can I easily migrate all my bugstickets over to your product easilybull Should I learn new skills what kind of (negative) impact will this have on
adoption
bull Note Changing customer behavior is hard try and leverage existing behaviors instead of creating new onesndash Increasing motivation is not the same as decreasing friction to
adoptionNow that you have acquired customers what to focus on hellip
5 Delivering Outcomes
bull Buyingpurchasing is not the same as delivering outcomes
bull Consumptionengagementusage is a true indicator of value delivery
bull Reach and frequency of feature usage are critical metrics to track if the product is delivering outcomes
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
Product Principles
bull Product principles must be anchored around customer outcomes and point-of-view
bull Helps enablendash Consistent decision making across different stakeholders
at all levels
ndash Prioritization and deployment of resources is easier
ndash Emphasizes PoV
bull Good product principles speaks to how users should feelbefore while after using the product
What to keep in mind while building hellip
3 Building
bull When to build (a featurefunctionality) is as important as what to build
Sequencing
bull Sequence based on impact and effort (project size)
ndash Impact is a function of what outcomes it enables what competition offers
bull Carefully access for compounding of benefits
ndash Impact of multiple small features vs one large feature
bull Example If you are having problems with activation do not focus on projects that drive more traffic
Now that you have built hellip
4 Acquiring Customers
bull Customer acquisition is greatly determined by positioning power of emotion in decision making and strategy to tackle objectionsconcerns
Positioning
bull Position based on outcomes that competition is enabling and your point of view
ndash Note Customers will instinctively place you among alternatives that helps them achieve the same outcome
bull Has a big impact on customer acquisition and pricing especially premium pricing
bull Examples
ndash Positioning the iPad against netbooks
ndash Dog food animal vs like your baby
Power of Emotions
bull ldquoWhen dealing with people remember you are not dealing with creatures of logic but with creatures of emotionrdquo ndash Dale Carnegie
bull People find it extremely difficult to take decisions without emotions
bull Crucial to have a point-of-view on how your customers should feel ndash before during and after using your productndash What can you do the set the right emotionsndash What can you do create the right emotions
bull Do everything you can do to eliminate negative emotions like anxiety ndash before during and after product use
Handling Objections
bull Customers do not buy your products they switch to your productndash Focus on making this switch as easy and painless as possible
bull Customers may have existing behaviorshabits and workflows that may require a lot of time and effort to overcomendash Example
bull Can I easily migrate all my bugstickets over to your product easilybull Should I learn new skills what kind of (negative) impact will this have on
adoption
bull Note Changing customer behavior is hard try and leverage existing behaviors instead of creating new onesndash Increasing motivation is not the same as decreasing friction to
adoptionNow that you have acquired customers what to focus on hellip
5 Delivering Outcomes
bull Buyingpurchasing is not the same as delivering outcomes
bull Consumptionengagementusage is a true indicator of value delivery
bull Reach and frequency of feature usage are critical metrics to track if the product is delivering outcomes
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
3 Building
bull When to build (a featurefunctionality) is as important as what to build
Sequencing
bull Sequence based on impact and effort (project size)
ndash Impact is a function of what outcomes it enables what competition offers
bull Carefully access for compounding of benefits
ndash Impact of multiple small features vs one large feature
bull Example If you are having problems with activation do not focus on projects that drive more traffic
Now that you have built hellip
4 Acquiring Customers
bull Customer acquisition is greatly determined by positioning power of emotion in decision making and strategy to tackle objectionsconcerns
Positioning
bull Position based on outcomes that competition is enabling and your point of view
ndash Note Customers will instinctively place you among alternatives that helps them achieve the same outcome
bull Has a big impact on customer acquisition and pricing especially premium pricing
bull Examples
ndash Positioning the iPad against netbooks
ndash Dog food animal vs like your baby
Power of Emotions
bull ldquoWhen dealing with people remember you are not dealing with creatures of logic but with creatures of emotionrdquo ndash Dale Carnegie
bull People find it extremely difficult to take decisions without emotions
bull Crucial to have a point-of-view on how your customers should feel ndash before during and after using your productndash What can you do the set the right emotionsndash What can you do create the right emotions
bull Do everything you can do to eliminate negative emotions like anxiety ndash before during and after product use
Handling Objections
bull Customers do not buy your products they switch to your productndash Focus on making this switch as easy and painless as possible
bull Customers may have existing behaviorshabits and workflows that may require a lot of time and effort to overcomendash Example
bull Can I easily migrate all my bugstickets over to your product easilybull Should I learn new skills what kind of (negative) impact will this have on
adoption
bull Note Changing customer behavior is hard try and leverage existing behaviors instead of creating new onesndash Increasing motivation is not the same as decreasing friction to
adoptionNow that you have acquired customers what to focus on hellip
5 Delivering Outcomes
bull Buyingpurchasing is not the same as delivering outcomes
bull Consumptionengagementusage is a true indicator of value delivery
bull Reach and frequency of feature usage are critical metrics to track if the product is delivering outcomes
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
Sequencing
bull Sequence based on impact and effort (project size)
ndash Impact is a function of what outcomes it enables what competition offers
bull Carefully access for compounding of benefits
ndash Impact of multiple small features vs one large feature
bull Example If you are having problems with activation do not focus on projects that drive more traffic
Now that you have built hellip
4 Acquiring Customers
bull Customer acquisition is greatly determined by positioning power of emotion in decision making and strategy to tackle objectionsconcerns
Positioning
bull Position based on outcomes that competition is enabling and your point of view
ndash Note Customers will instinctively place you among alternatives that helps them achieve the same outcome
bull Has a big impact on customer acquisition and pricing especially premium pricing
bull Examples
ndash Positioning the iPad against netbooks
ndash Dog food animal vs like your baby
Power of Emotions
bull ldquoWhen dealing with people remember you are not dealing with creatures of logic but with creatures of emotionrdquo ndash Dale Carnegie
bull People find it extremely difficult to take decisions without emotions
bull Crucial to have a point-of-view on how your customers should feel ndash before during and after using your productndash What can you do the set the right emotionsndash What can you do create the right emotions
bull Do everything you can do to eliminate negative emotions like anxiety ndash before during and after product use
Handling Objections
bull Customers do not buy your products they switch to your productndash Focus on making this switch as easy and painless as possible
bull Customers may have existing behaviorshabits and workflows that may require a lot of time and effort to overcomendash Example
bull Can I easily migrate all my bugstickets over to your product easilybull Should I learn new skills what kind of (negative) impact will this have on
adoption
bull Note Changing customer behavior is hard try and leverage existing behaviors instead of creating new onesndash Increasing motivation is not the same as decreasing friction to
adoptionNow that you have acquired customers what to focus on hellip
5 Delivering Outcomes
bull Buyingpurchasing is not the same as delivering outcomes
bull Consumptionengagementusage is a true indicator of value delivery
bull Reach and frequency of feature usage are critical metrics to track if the product is delivering outcomes
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
4 Acquiring Customers
bull Customer acquisition is greatly determined by positioning power of emotion in decision making and strategy to tackle objectionsconcerns
Positioning
bull Position based on outcomes that competition is enabling and your point of view
ndash Note Customers will instinctively place you among alternatives that helps them achieve the same outcome
bull Has a big impact on customer acquisition and pricing especially premium pricing
bull Examples
ndash Positioning the iPad against netbooks
ndash Dog food animal vs like your baby
Power of Emotions
bull ldquoWhen dealing with people remember you are not dealing with creatures of logic but with creatures of emotionrdquo ndash Dale Carnegie
bull People find it extremely difficult to take decisions without emotions
bull Crucial to have a point-of-view on how your customers should feel ndash before during and after using your productndash What can you do the set the right emotionsndash What can you do create the right emotions
bull Do everything you can do to eliminate negative emotions like anxiety ndash before during and after product use
Handling Objections
bull Customers do not buy your products they switch to your productndash Focus on making this switch as easy and painless as possible
bull Customers may have existing behaviorshabits and workflows that may require a lot of time and effort to overcomendash Example
bull Can I easily migrate all my bugstickets over to your product easilybull Should I learn new skills what kind of (negative) impact will this have on
adoption
bull Note Changing customer behavior is hard try and leverage existing behaviors instead of creating new onesndash Increasing motivation is not the same as decreasing friction to
adoptionNow that you have acquired customers what to focus on hellip
5 Delivering Outcomes
bull Buyingpurchasing is not the same as delivering outcomes
bull Consumptionengagementusage is a true indicator of value delivery
bull Reach and frequency of feature usage are critical metrics to track if the product is delivering outcomes
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
Positioning
bull Position based on outcomes that competition is enabling and your point of view
ndash Note Customers will instinctively place you among alternatives that helps them achieve the same outcome
bull Has a big impact on customer acquisition and pricing especially premium pricing
bull Examples
ndash Positioning the iPad against netbooks
ndash Dog food animal vs like your baby
Power of Emotions
bull ldquoWhen dealing with people remember you are not dealing with creatures of logic but with creatures of emotionrdquo ndash Dale Carnegie
bull People find it extremely difficult to take decisions without emotions
bull Crucial to have a point-of-view on how your customers should feel ndash before during and after using your productndash What can you do the set the right emotionsndash What can you do create the right emotions
bull Do everything you can do to eliminate negative emotions like anxiety ndash before during and after product use
Handling Objections
bull Customers do not buy your products they switch to your productndash Focus on making this switch as easy and painless as possible
bull Customers may have existing behaviorshabits and workflows that may require a lot of time and effort to overcomendash Example
bull Can I easily migrate all my bugstickets over to your product easilybull Should I learn new skills what kind of (negative) impact will this have on
adoption
bull Note Changing customer behavior is hard try and leverage existing behaviors instead of creating new onesndash Increasing motivation is not the same as decreasing friction to
adoptionNow that you have acquired customers what to focus on hellip
5 Delivering Outcomes
bull Buyingpurchasing is not the same as delivering outcomes
bull Consumptionengagementusage is a true indicator of value delivery
bull Reach and frequency of feature usage are critical metrics to track if the product is delivering outcomes
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
Power of Emotions
bull ldquoWhen dealing with people remember you are not dealing with creatures of logic but with creatures of emotionrdquo ndash Dale Carnegie
bull People find it extremely difficult to take decisions without emotions
bull Crucial to have a point-of-view on how your customers should feel ndash before during and after using your productndash What can you do the set the right emotionsndash What can you do create the right emotions
bull Do everything you can do to eliminate negative emotions like anxiety ndash before during and after product use
Handling Objections
bull Customers do not buy your products they switch to your productndash Focus on making this switch as easy and painless as possible
bull Customers may have existing behaviorshabits and workflows that may require a lot of time and effort to overcomendash Example
bull Can I easily migrate all my bugstickets over to your product easilybull Should I learn new skills what kind of (negative) impact will this have on
adoption
bull Note Changing customer behavior is hard try and leverage existing behaviors instead of creating new onesndash Increasing motivation is not the same as decreasing friction to
adoptionNow that you have acquired customers what to focus on hellip
5 Delivering Outcomes
bull Buyingpurchasing is not the same as delivering outcomes
bull Consumptionengagementusage is a true indicator of value delivery
bull Reach and frequency of feature usage are critical metrics to track if the product is delivering outcomes
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
Handling Objections
bull Customers do not buy your products they switch to your productndash Focus on making this switch as easy and painless as possible
bull Customers may have existing behaviorshabits and workflows that may require a lot of time and effort to overcomendash Example
bull Can I easily migrate all my bugstickets over to your product easilybull Should I learn new skills what kind of (negative) impact will this have on
adoption
bull Note Changing customer behavior is hard try and leverage existing behaviors instead of creating new onesndash Increasing motivation is not the same as decreasing friction to
adoptionNow that you have acquired customers what to focus on hellip
5 Delivering Outcomes
bull Buyingpurchasing is not the same as delivering outcomes
bull Consumptionengagementusage is a true indicator of value delivery
bull Reach and frequency of feature usage are critical metrics to track if the product is delivering outcomes
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
5 Delivering Outcomes
bull Buyingpurchasing is not the same as delivering outcomes
bull Consumptionengagementusage is a true indicator of value delivery
bull Reach and frequency of feature usage are critical metrics to track if the product is delivering outcomes
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
Reach (How many people use a feature)
bull Focus on improving feature adoption among all your users
ndash Set targets for adoption by mapping how a feature contributes to delivering customer outcomes
bull Use ldquo5 Whysrdquo technique to understand reasons for poor adoption and take necessary steps to improve adoption
bull Kill features that no one uses or is sparingly adopted
ndash Simplifies the product
ndash Provides tons of flexibility during decision-making
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
Frequency (How many times a feature is used)
bull Focus on improving frequency of usage of all features
ndash Features that are being used all the time by all the users are high leverage features
bull Nir Eyalrsquos ldquoHook Canvasrdquo a great framework for improving frequency of usage of a feature
ndash Trigger action reward investment
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
6 Staying Successful
bull Product success is tied to helping users to become successful
bull Brutal NOs are necessary to maintain focus on customer outcomes and point-of-views
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
Badass Users
bull Think less about product features and more about what attributes makes the user better (become experts)
ndash Help users improve their skills (not in using your product) resolution of experience producing better results
bull Enable them to become experts and provide them with the necessary motivation on their path to become experts
bull Do not drain limited cognitive resources of the users while they use the product they need it for achieving outcomes
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
Saying NO
bull Short term ldquowinsrdquo emergencies just-this-one-time small-half-a-day job are the biggest killers of long term product successndash Working on these short term items automatically means not
working on long term gains
bull Long term success is achieved by tracking changes to desired customer outcomes and changes to the consideration set and building appropriately
bull Before extending scope of the product ensure that all existing gaps are met
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
Featuritis Curve
Image Source Kathy Sierrarsquos Blog
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
Summary
1 What to build
ndash Start with customer outcomes
ndash Build on point-of-view
ndash Side Note It is not only about the product
2 Actually building what you decide
ndash Alignment and cohesion
bull Product principles
3 Building
ndash Sequencing
4 Acquiring customers
ndash Positioning
ndash Handle objections
ndash Harness power of emotions
5 How do you know you are delivering outcomes
ndash ReachFeature adoption
ndash Frequency of feature usage
6 Beingstaying successful
ndash Creating Bad Ass Users
ndash Saying No
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
Sources Acknowledgements
bull Intercomio on Product Management
bull Kathy Sierra on creating Badass Users
bull Articles by Rewired Group on jtbdorg and Alan Klement jtbdinfo
bull Ian MacAllisterrsquos answers on Quora
bull Photos belong to their respective copyright owners
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom
About
Pandith Jantakahalli
Blog
httpwwwjppandithin
httpsmediumcomjppandith
Twitter jppandith
Email jppandith at gmailcom