Driving Product Growth with Customer Interviews in 20 days

Guest Post by: Jeffrey Owens (Mentee, Session 4, The Product Mentor) [Paired with Mentor, Chris Butler]


In the startup mindset of move fast and break things (thanks Mark Zuckerberg), often times customer interviews and getting to know how users interact with your application fall behind. At SpotHero, we have recently graduated from the “startup” product style of push as many things through as possible to a more mature and calculated product lifecycle. Product vision, no longer determined by emotion, rather derived from sound metrics – is executed through the product roadmap, with clear and measurable goals in mind.

Determining what goes into your product roadmap to execute on this vision can be boiled down to two things: quantitative and qualitative research. From a planning perspective, quantitative research and feedback is pretty straight-forward – note: I didn’t say easy. Ensure all correct funnels and events are being tracked, analyze, and pull out key trends (to over-simplify).

The “art” of determining the product roadmap comes through qualitative research. Being able to pull the pain, motivations, problems and reasonings behind every user interaction in the application and finding tangible solutions to these problems is both critical and challenging.

Knowing minimal amounts of what was involved in customer interviews and gathering qualitative feedback, Chris Butler, my mentor and friend pointed me toward the Jobs-to-be-Done (JTBD) methodology. If you’re not familiar you can find it here: JTBD Interview Structure

Like Newton’s first law of motion – an object at rest will stay at rest – often the hardest part is finding where to start, and then actually starting. Personally, I have found it easiest to put together a quick project (product) plan that lays out clear goals with target dates, helping me reach towards a goal. The 20 day plan begins here:

Image result for plan

Day 1: Create User Segments

Creating users segments is the act of defining groups of customers that use your application, usually based on purchasing behaviors. After much deliberation, I eventually narrowed down my user segments from 6 to a more manageable 3. The process was simple – find the majority users and optimize for them. I found the other segments I created were around edge cases, which ultimately would be uncovered in talking to the primary users.

  1. Segment 1 – Users who have purchased monthly parking through SpotHero and still parked

  2. Segment 2 – Users who purchased monthly parking through SpotHero and cancelled

  3. Segment 3 – Considered purchasing, but didn’t

  4. Segment 4 – Users who started purchasing monthly through SpotHero and decided to stop

  5. Segment 5 – Users who are thinking of purchasing monthly parking, don’t know about SpotHero

  6. Segment 6 – People who buy enough daily parking to make the switch to monthly parking make sense

Day 2-3: Communication Plans for Segments

  1. Segment 1 – Pull list of users from database and offer customers $30 off future monthly purchase in order to have a 15-20 minute conversation with us.

  2. Segment 2 – Pull list of users from database and offer customers a $25 amazon gift card in exchange for a 15-20 minute conversation with us.

  3. Segment 3 – Using our analytics tool find users who dropped off in our sales funnel before purchasing, and reach out offering a $25 amazon gift card to have a 15-20 minute conversation with us.

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Day 4: Determining Budget

Of all the things, this one was the most unclear to me. I wasn’t sure how to get the conversation started, and when I did, it never really went anywhere. To resolve this, I did three things

  1. Pulled numbers on the impact of monthly parking for the company’s GMV

    1. This shows the value of reaching out to customers and justifies the cost for providing credit or some sort of gift card.

  2. Determine how many users I needed to talk to in order to reach qualitative significance

    1. 4-7 users per segment will get you all the information you need. Usually after 1-2 conversations, any glaring needs become apparent. Conversations 3-7 confirm and provide additional insights.

  3. Proposed number value of how much each outreach would cost

    1. Segment 1 – $30 in monthly credit

    2. Segment 2 – $25 Amazon gift card

    3. Recording Software – $10

    4. Total Budget – $395

Day 5-7: Scripts for Interviews

Simultaneously with budgeting, I started building the scripts for the customer interviews using the recommended JTBD framework. The general framework I followed was:

  1. Introductions – get to know the customer’s background

  2. Point-of-Purchase – bring them back to the moment they purchased

  3. Finding first thought – what made they want to make the purchase

  4. Building Considerations – what were all the options they explored to solve the problem

  5. Searching – what was their experience looking for monthly parking with us

  6. Booking – what was their experience like when booking

  7. Post-Purchase – what was their experience after purchasing parking with us

    1. Cancellation Recap (if applicable) – what caused them to cancel their reservation

  8. General Questions – allow them to give feedback and ask questions

Day 7-17: Getting People on the Phone

Getting people on the phone was easier than I thought – once there was an incentive. I had originally tried outreach to customers to get on the phone without an incentive, and did not get a single person to email back. Once I introduced and incentive, I was amazed by how many people want to talk for $30 off parking/$25 dollar Amazon gift card. Beyond the expected cancellations and rescheduling, I was able to get my goal of 5-7 users per segment.

Recording the Interviews

Image result for recordingFirst thing to lay out – record your interviews! I cannot iterate this enough. Not only can others in the organization listen to these interviews, but taking notes during the conversation takes away from the interview and makes the interview very choppy as you scramble to write down everything the customer says.

During the interview, I found it was good to stick to the script as overall architecture and gave good reference points to go back to, but the most useful product information came from the tangents or stories that occurred only through natural conversation. The script should act as a guide, not the thing you read to customers, get their response and move on. Don’t be afraid to go into rabbit holes or pry a little more. Know when you’ve gone too far, and reference back to your script to bring the conversation back.

Day 18-19: Reviewing Feedback and Building Roadmap

By the 2nd conversation you’ll notice hints of trends and by the 3rd or 4th conversation you will be able to confirm. Even if you product is “flawless” – which it isn’t – customers (or all to often, investors) will find issues with it. The key is to listen for their problems and not their solutions. Chris taught me a great prioritization technique through questions:

  1. How much time do users spend on this problem or trying to solve this problem?

  2. How frequent do users run into this problem?

  3. What’s the impact of this problem?

  4. Will this problem stop users from using your product?

  5. Would a solution for this problem drastically change consumer behavior?

Answering these questions helps you put an apples-to-apples comparison against all the feedback you get from customers. A good equation for determining priority (higher the number, the higher the priority):

# times occurs * seconds it takes customer to solve + 100 if deters user = significance

The output will give you a list of problems in priority. You still need to determine if these can be solved with or without product solutions.

Wrapping it up

As you’re looking at your product roadmap, it’s important to make sure those solutions being built to achieve this roadmap are being built for the users of your product. I DO NOT promote the product roadmap being a list of static features that solves the problems. Rather, the roadmap should be a nimble document that lists out the problems you plan to solve for customers in priority order.

Customer needs change, and what you think is the most important today, will not be the same importance 1 month out, certainly not 3 months out. Set expectations within your organization that the product culture and roadmap will be to solve the biggest problems currently facing your customers. I challenge you to go no further than 3 months out and to always be gathering customer feedback both quantitative and qualitative to make a product that best solves your customer’s current problems.

Image result for feedback


With all the above being said – we don’t work in a vacuum. Things come up, priorities change, and ultimately leads to many reasons why it won’t get done or can’t get done in 20 days.

Here are some things that got in the way for me, and how I worked around it.


Depending on your product culture, you may have more than one product you are focusing on. In my case it shifted many times throughout the twenty day period – our internal admin tool, monthly focus on web, external admin tool for parking operators to bugs and general run-the-business type features.

Key is to keep laser focus. It’s ok to miss a couple days, but similar to working out; the more days you miss, the harder it is to return. Be transparent with others in your organization about what you are doing, and don’t be afraid to tell people no or not right now. Make sure you are clear on the why and benefits what you are doing brings to the company.


This was probably the hardest part for me. One week I was focusing on one tool, the next another. Each of them shifting in priority based on our internal and external needs. Each had its weight of being top priority.

We’re product managers for a reason – we can decipher the important from the unimportant (and hopefully everything in between). Only one thing can be top priority. Make sure if something is bumping it off top priority, it truly is top priority. Working on one-off projects that come up – i.e. fires or must-have features – generally don’t lead to moving the needle. Ask yourself if you’re firefighting or product managing. Avoid the former when at all possible.


This is a fun one. You go out, do all your research, and you hit a wall because there aren’t enough design resources, engineering resources, data science resource, whatever resources… you get the point.

Don’t let this stop you, and should certainly not be an excuse. Do what you can to get it to the point where you could hand it off, and if it never makes it there – that means there were other priorities that took it’s place. If this is your top priority, make it the top priority of your teams to get it done.

Remember, as the product manager, you represent the customers needs in every decision you make. The best way to arm yourself with what the customers are currently facing is to get in front of them and have a conversation. This not only builds brand loyalty, but ensures that your product will be solving real problems. You have the power to get in front of them – if you don’t, someone else will.

About Jeffrey Owens
JeffOwensProduct artisan, aspiring Entrepreneur; adventure and travel connoisseur. Jeff Owens is on a quest. Reach out to learn more.




More About The Product Mentor
TPM-Short3-Logo4The Product Mentor is a program designed to pair Product Management Mentors and Mentees around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…

Better Decisions. Better Products. Better Product People.

Each Session of the program runs for 6 months with paired individuals…

  • Conducting regular 1-on-1 mentor-mentee chats
  • Sharing experiences with the larger Product community
  • Participating in live-streamed product management lessons and Q&A
  • Mentors and Mentees sharing their product management knowledge with the broader community

Sign up to be a Mentor today & join an elite group of product management leaders!

Check out the Mentors & Enjoy!

Jeremy Horn
The Product Guy


How to transition from a Product Manager to a Product Leader

Guest Post by: Avinash Bajaj (Mentee, Session 4, The Product Mentor) [Paired with Mentor, Nis Frome]


So, you did whatever it took to become a Product Manager. Either you stumbled your way into product management, or you planned your way through. Whatever the case maybe, you are here now. You have done it.

Now, how do you transition yourself from a product guy to the product guy in your organization? How do you get others to respect the area that you love? How do you grow yourself and shape the organization around a product culture to make it more sustainable, more scalable and more efficient?

That is where I was – I was the first Product Manager in my organization, and now I have managed to carve a new Product Management discipline/department in the organizational structure.

Below are some of the takeaways of the experience that can hopefully help others who are at a similar transition phase of their lives:

(*Note: These are my personal experiences. These certainly do not mean this is the only way to follow, but hopefully these can help give guidelines on how some actions worked for me)

1.Challenge the Status Quo

Image result for status quo

If you want to become a Product Leader, act like one, NOW! When you are a Product Manager, your product is your business. But as a Product Leader, everything is your business. Just because things are a certain way doesn’t mean they should be. Ask questions – lots of them. Challenge assumptions and theories. Be bullish and aggressive in proposing product ideas, but at the same time, be stable and dependable to execute on those ideas. Don’t go into the position looking specifically to change everything. Give it a chance and try to understand why the ‘established’ practices exist. But don’t be afraid to challenge them and reconfigure them.

2.Be Entrepreneurial

entrepreneurial-growth-in-greener-industries-caption-image[1]I heard somewhere that great Product Leaders make great Entrepreneurs. I don’t know if that is true, but what has been true in my case is the attitude of “It’s better to ask forgiveness than permission”. As product managers, we often need to, have to, take decisions. But as Product Leaders, your decisions matter a lot more. There is more on the line. So we cannot be afraid to take hard calls if needed, and we have to be able to stand our ground and back ourselves when such a time comes.

Another aspect that is equally important for Product Leaders is the tendency to almost “walk” into chaotic, conventionally troublesome situations – that could mean standing up for a Product Manager colleague and taking the heat if something goes wrong, or, taking responsibility to solve a problem which you just became aware of, something that does not strictly lie within your product roadmap/portfolio.

3. Delegate and Support

As a Leader, you don’t have to take all decisions, in fact please don’t take all decisions. Learn to accept that people closest to certain topics are best to take those decisions. Your job is to lead and support those decisions – you don’t have to know 100% on the topic but you need to know enough to support the business case around those decisions. There is a reason you work with experts in areas that are not your expertise. As PMs you naturally learn to do this on a smaller scale, but as a product leader, you have to learn to inspire and teach PMs to get this awareness early on.

About Avinash Bajaj
AvinashBajajSean Echevarria is Head of Products by day and passionate about making a difference in the field of education.




More About The Product Mentor
TPM-Short3-Logo4The Product Mentor is a program designed to pair Product Management Mentors and Mentees around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…

Better Decisions. Better Products. Better Product People.

Each Session of the program runs for 6 months with paired individuals…

  • Conducting regular 1-on-1 mentor-mentee chats
  • Sharing experiences with the larger Product community
  • Participating in live-streamed product management lessons and Q&A
  • Mentors and Mentees sharing their product management knowledge with the broader community

Sign up to be a Mentor today & join an elite group of product management leaders!

Check out the Mentors & Enjoy!

Jeremy Horn
The Product Guy

A Designer’s Perspective on Working with Product Managers

Guest Post by: David Pasztor


A product manager just stopped by the desk of the designer on a lazy Thursday afternoon. The designer showed him something, and they started discussing a new feature’s design loudly. The manager used wide gestures to show where he wanted to move certain elements. The developers sitting nearby just watched the show for the first time, but after a while they stood up to join the party one by one. Soon the whole team was standing behind the designer’s screen shouting new ideas and tips about the layout, the colors, the icons, the fonts and everything else. The designer just took a deep breath and hid his face behind his hands. He thought it will be an easy Thursday.


I’ve been in this situation while I worked with various product teams as a designer. I also know how much effort these team put into finding out how to work with developers. Unfortunately design is a completely different world and what works with devs does not work with designers. So after growing our design team at UX studio from 2 to 20 people, I share my learnings with you about how to work with designers.

How to give designers tasks and keep them motivated?

Just like engineers, designers are also problem solvers. We like to get painful user problems to solve. You can ask me to change the color somewhere or put a button on a screen, and I will probably do that, but I really like to get challenging problems where I can do my research build prototypes, do user tests, and come up with a solution that will raise our product to the next level. So give designers bigger challenges like: “We should redesign the sign up flow to decrease drop-offs” or “add a new reporting module to this business app, so users can easily present their results”.

Designers and UX researchers will be motivated if you give them important product issues to solve. Frame them from the user’s perspective, and tell them why the given problem is worth it to be solved.

Also give them free hand with the solution and enough time to go through their process. Many people think design is just a quick task before development, which is not true in many cases.

When you give them a task, the best designers will always ask back instantly “why?”. Not because they don’t trust your judgment, but because they will ask for every small detail and background information that will help them during the design process.

What to expect from a design team?

Designers can help product people a lot. Let’s take a look at all the things we can do to make your life easier.

The role of design is to build a bridge between humans and technology, so a design team’s most important goal is to get to know your customers really well. That’s why we have UX researchers working besides designers, because good design needs a lot of research. The design team has to bring new insights from your customers all the time. They have to know and communicate what are their pains and needs. The design team should also deliver insights from your products or prototypes. They have to tell you what people understand (or don’t understand) in your product, where do they get stuck, and what are the annoying usability issues. This is essential to design a product that works well.


Agile development doesn’t just mean faster turnarounds and sprints. In an agile product team everyone is aware of the customer’s problem we solve, and everyone can make decision and react on issues. Design workshops, like persona, jobs-to-be-done or customer journey workshops can help the team to get a better understanding of customer’s pains and needs. These workshops are fun, and they are also useful to align the team and get everyone on the same page. You can expect your design team to facilitate these workshops when you start developing a new product or reach a bigger milestone.

Designers can help with validating new feature or product ideas. The best designers always adjust the sophistication of their work to the given design phase. When they work on a new feature, they start with paper sketches to communicate ideas quickly, then they do clickable prototypes to test different solutions with real users. These are low-fidelity materials, the goal is to get feedback quickly. But when time comes to development designer can also create pixel-perfect, detailed UI design plans.


Designers are not the genius artist types any more, like you see on Mad Men. The best designers are not the ones who create one concept and push it through the whole team with a cool presentation. The best designers always explore many different solutions for a problem and share them with the team. They can tell you what are the advantages and disadvantages of each one. They also share research and test results, and they let the team choose the best direction together.

Designers has to work well with developers. The truth is noone likes to read written documentations, so the final UI design and the clickable wireframes are the best specifications for any software feature. As they say, an image worth thousand words, and a prototype worth thousand meetings. It is just easier to understand and can save you from many misunderstandings. The best designers also use tools like Zapier or Avocode to help coders to get the necessary parameters from the design files.

What do designers expect from a product manager?

It’s a no-brainer, but the most important thing a good product manager can give to its team is clear goals. We have to know the vision we have behind the product, which means who do we design it for and what problems do we solve with it? Besides the long-term goals, a simple, high-level roadmap is also good, to communicate the most important areas we have to cover to achieve our goals. The goals and the roadmap has to be crystal clear to everyone in the team, not just designers.

Design takes place in the early-phase of the product development, when we still have many open questions. So unfortunately it is difficult (if not impossible) to predict the time certain design tasks will need. Sometimes we just need a few iterations, sometimes a lot more. Don’t expect designers to do perfect job for the first time, no one can. Let them do their design rounds, as many as they need. One more week of design is not a big cost for a feature that will serve your customers for years.

Designers and researcher will ask you to access existing customers. Give them the chance to visit or talk to real customers. It is impossible to design for someone who you’ve never met. Designers are usually very good in communication and empathy, so you don’t have to worry, they won’t bite your precious clients.


The design team will also need access to usage statistics. Sometimes it is enough to share your analytics tools, but in some other cases they will have questions you can’t answer with these, so a database expert will have to help them and dig into raw data.

Design is not just a task you give out to your designers, it will need your active participation. First of all, be available on online and offline channels, because designers will have many questions while they work. You will also have to attend design meetings. In our UX minimum checklist we propose week-long design sprints with a design meeting every week, where the product manager and someone from the developers are there. Designers will also do workshops time to time where product people, or sometimes the whole product team has to attend.

Designers will also ask for feedback frequently. Feedback is essential part of design, so please spend some time with it. Designers are used to getting feedback from many different people, so you don’t have to be too polite, honesty is more important. You are welcome to tell your concerns, but you also have to highlight the things you like. The best is to use the 3+3 formula: tell the 3 things you like in the design and the 3 areas you would improve. The best designers will always ask you why you like or not like certain things. This is a very important question, because it will help them to understand your thoughts and step forward. So if you want to give good feedback tell designers why you love or hate something. If it is hard to describe your thoughts by words, you can still look for other good or bad examples on the internet. Saying “I miss the wow effect from this website” will not really help the designers. Show them an other site that has the “wow effect”, and they will understand better what you mean.

I hope these tips will help you to work together with your beloved designers and UX researchers. Just treat them well, and they will do an enormous job to make your product successful. If you want to learn more about UX you can also download our ebook: a product manager’s guide to UX design.

About the Author

david-pasztor.jpgDavid Pasztor designs digital products for more than 10 years. He is the founder of UX studio, a 20-person user experience company in Budapest. They have Berlin, London and US-based startups within their clients, as well as international brands like HBO. David also teaches design on his own design course, and he was invited as guest lecturer to various universities

4 Lessons That Set My Mind About Becoming a Product Manager

Guest Post by: Sean Echevarria (Mentee, Session 3, The Product Mentor) [Paired with Mentor, Dustin Levy]

Image result for product managerTwo years ago I threw myself into the deep end of the Silicon Alley tech scene here in NYC. I joined a growing user experience agency called Motivate Design, without having any real knowledge about UX and its function within product strategy. And I caught what some might say was the product bug! I signed up to be a mentee for the third session of The Product Mentor to learn how to break into the space even more.

The session has given me the chance to gather a lot of industry knowledge and have great conversations with my mentor. His advice and the know-how shared by others through the live stream presentations have made me think a lot about whether product management was the path that I wanted to take in my career. But before I tell you what my next steps are, let me share with you the top four lessons I’ve learned by participating in this program.


Image result for ideas from anywhereThis is a belief that I’ve always had well before being in the tech space, but it seems that we live in a world where this concept is still not fully supported by everyone. Companies still isolate innovation to a lab or a new product development team, and the reality is that ideas can come from anyone whether they work within engineering, sales, marketing, etc. The ability of a PM to pull ideas from everyone and filter them to meet customer needs is truly the mark of someone who knows what they’re doing. 


This didn’t come to me as a surprise; I would say that in the UX space you should always start with research so that you can gather insights that will drive your design process. That being said, coming from a company that focuses on qualitative research methodologies (usability testing, in-depth interviews, and Friendship Groups™) it was interesting to hear that one of the balancing acts that PMs deal with regularly is the balance between qualitative and quantitative research. However, it seemed that it was unanimous that a great PM will do their best to conduct both and collect as much data as possible, even if they have to be resourceful.


Image result for soft skillsYou hear it time and time again from successful entrepreneurs that you hire for passion and the person and then skills come secondary. And I’ve always found that interesting considering we still live in a world that highlights all skills and accomplishments via the dreaded resume (can’t really show passion there). However, after several conversations with my mentor and other product managers it was quite apparent that this rang true for them. The ability to communicate effectively with a wide breadth of different people and make sure that everyone was working towards a common goal is one of if not the most crucial part of the job.


It seems that no two product managers are the same, but each one did have a similar lesson to share with me. That is, if you’re a good product manager be ready to “take responsibility when things go wrong, and give away any credit when things go right”. This was something that was advised to me time and time again, with the underlying notion that if I want to be a product manager, it better be because I truly care about making products that users love and help improve a business and not because I want credit for building a popular app.

As I continue to learn and grow from those who’ve participated in this session of The Product Mentor and others who have been nice enough to share their insights with me, what I originally only thought I wanted is now what I’m sure I want, and I look forward to growing into a role where I can help bring delight and simplicity to users all over the world through product management.

Image result for glory

About Sean Echevarria
Sean Paul EchevarriaSean Echevarria is currently the Manager, Talent Brand for Jet.com, the shopping site dedicated to saving you money. He also is the co-founder of The UX Lab, a UX Meetup with over 3400 members nationwide and is constantly volunteering and collaborating with the tech/startup community. Before coming to NYC, he co-founded a startup and helped build a million dollar valuation for a patent pending redesign of the standard jar, lovingly called Jar~with~a~Twist. He aspires to take his current product management skill set within the physical space and merge it with his knowledge of the UX digital space to join a growing product team with the right mission.

More About The Product Mentor
TPM-Short3-Logo4The Product Mentor is a program designed to pair Product Management Mentors and Mentees around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…

Better Decisions. Better Products. Better Product People.

Each Session of the program runs for 6 months with paired individuals…

  • Conducting regular 1-on-1 mentor-mentee chats
  • Sharing experiences with the larger Product community
  • Participating in live-streamed product management lessons and Q&A
  • Mentors and Mentees sharing their product management knowledge with the broader community

Sign up to be a Mentor today & join an elite group of product management leaders!

Check out the Mentors & Enjoy!

Jeremy Horn
The Product Guy

The Deal with Agile

Guest Author: Jay Fox

Big week! The company I work for, The Deal (www.thedeal.com), launched a product  that I have been working on for nearly a year that creates LinkedIn-like functionality for people in the deal-making space using our proprietary data.

Not only is this the biggest new product launch for the company in 5 years, but it represents our first effort in transitioning from waterfall to agile development process. I am extremely impressed with our development team in making this transition – and while we have a long ways to go – we are operating much more efficiently than before.

How the transition has worked to our benefit…

Pre-agile: Long, detailed (read: boring), spec docs taking months to write were handed over to dev, who would take months to write code, and then business side would only see the product when it was in test, right before the given launch date. This caused a lot of frustration for the business side when the envisioned product was not achieved, and even more frustration for the dev side when deadlines were missed.

Post-agile: No spec docs, just weekly product development meetings in which daily scrums between business and dev side were summed up and discussed. I used wireframes to communicate design intent, and people in the meeting could give real-time feedback.

Pre-agile: Virtual Chinese wall existed between dev and business side with communication only happening in formal setting once a week at company-wide meetings. Biz side usually think one thing while dev side thinks another. Usually we wouldn’t find out what the other side was thinking until it was too late and deadlines has passed…

Post-agile: Frequent communication with dev team both in weekly formal setting and in daily chats by the water cooler. Much more open atmosphere of tossing ideas back and forth about design, UI, UX, and dev challenges. Collaboration is the name of the game. I believe this is the sole reason the product that launches tomorrow is meeting its deadline.

Pre-agile: Clients only got involved once the product or feature "went live." Feedback then went into an endless ticket cycle that was never implemented.

Post-agile: Dev set up a client testing site that allowed us to "beta" the new product early on in the development cycle. I even showed clients mock-ups before the testing site was available. This helped define what features we needed to be "launch ready". Plus, even after we launch tomorrow, we will still iterate frequently based on feedback. No long ticket process.

Here’s a screenshot of the main tool:


A few things we are still working out…

  • How can we be truly agile when a large part of our development is outsourced to a team in India? Going back and forth on tweaks following client input was difficult and often ended up in a game of telephone where what was communicated wasn’t what we ended up getting. This process ultimately didn’t affect the launch date but still wasn’t as smooth as I would have liked. Would appreciate folks sharing thoughts or similar experiences in the comments. 
  • I had a hard time getting client input throughout – pinning them down was tough and so iterating through input was not easy. Ultimately, we will launch the product, then get client input and decide if we’ve got an MVP or if we need to go back to the drawing board. I suppose this is a bastardized version of agile 🙂
  • We were operating without a UX design team – it was really me, the project manager, and the developer, none of which have hard UX experience. Any thoughts? Again, please share in the comments.

Thanks & would love to hear what you think!

Guest Author Bio

Jay Fox has been involved in financial and legal industry product development for nearly 5 years and has recently assumed the role of product director at The Deal (www.thedeal.com). The Deal is a media company owned by The Street (of Jim Cramer fame) that reports on M&A, Private Equity, regulatory issues, and restructuring. Follow Jay on twitter @FoxNY1 or on LinkedIn at http://lnkd.in/c2we8c.

On the Track to Success

Guest Author: Raj Moorjani

Hi, my name is Raj Moorjani, and I am the Director of Marketing at Tracks, and basically the Product Person, for a cool mobile application called Tracks (http://bit.ly/tracksapp). Recently, I took a course in Product Management at General Assembly, created and taught by Jeremy Horn, to more effectively communicate my product ideas to the rest of the company.  Below is my story.

First, some background

Tracks is a way for people to make group photo albums (tracks) in a collaborative way. The app launched at TC Disrupt in May of 2011.  It began as a way for users to share photos around any event or experience in a private way. The app has evolved over the last couple of years, as we have better understood how people use it.

Back in January of 2013, I sat down and analyzed various metrics and KPIs such as Cohort, engagement time, retention, K-factor, and Cycle Plots. By doing a data first approach to product development I came up with a list of improvements we can add to the app.

The list of ideas I jotted down:

From this point, I had a brief discussion with the CEO, and then it was announced that we would be launching a 2.5 version of Tracks in the springtime!

On Track

Fortunately, I had signed up for the Product Management class at GA taught by Jeremy Horn. I learned the tools to be able to more effectively communicate my ideas to the rest of the Tracks team.

The top product ideas I wanted to focus on were:

  • Public Tracks (making it an option for users to make public as well as private Tracks).
  • Redesign of the Track list
  • Track it (ability for users to track any photo they discover to their own account).
  • Refining Twitter Invites (invites sent via Twitter).

I started drawing up the wireframes…

I imagined a redesigned home screen. Focused on the photos and the varying sizes of the pics changing depending upon popularity of them.
The “Track it” button (later renamed to ReTrack) would allow users to take any public photo in the app and place it in their own Track or album.

Here the Track it button would be placed below the photo.

After hitting the button, the user is taken to a screen to select where to put the photo.
Wireframe of a ReTracked photo from the perspective of a user.
Improved invites sent via Twitter by taking advantage of the Twitter card functionality. Instead of just showing a link in a tweet, a Twitter card shows a whole photo with descriptive text. The whole area is clickable to any website. 

Tracks 2.5 – What ended up being built

This is the main activity screen that shows all the Tracks.
Implementation of Public Tracks. Discovering any track around specific tags such as Fun, Love, Friends, etc…
Tap the share button under the photo.
After hitting the Share button, you see an option for ReTrack.
After hitting the ReTrack button the user is taken to this screen to select where to ReTrack the entry to.

Track to Success

Launch Day and Apple’s Feature on April 16th, 2013!

Then got some great press …

Now, I am heavily involved in the product direction of the app and we’re working on some really big things for the next version.

Thanks & stay tuned!

Guest Author Bio

Raj Moorjani, Director of Marketing, brings more than ten years of digital media experience in both mobile and web environments. He is proficient in employing state-of-the-art data analytic tools to evaluate and increase user acquisition and engagement. For the Tracks mobile applications (iOS, Android, and Windows), he has used Cohort, ETL, K-factor, retention, funnel, cycle plot, and engagement analyses, resulting in a one hundred percent increase in social connections and installs since the app’s initial product launch. His technical skill set includes expertise in wireframing, storyboarding, and developing roadmaps and preparing FRDs to help implement viral growth strategies. Specific product development contributions to Tracks are Public Tracks, ReTrack, and Twitter Cards implementation. Follow him on Twitter @rajmoor .

The Product Guy: Astonishin’ in 2010!


Wow! Another year of The Product Guy is now coming to a close… an awesomely astonishin’ 2010! Together we explored many exciting products and enjoyed the perspectives from very smart guest bloggers, from startups to user experience to modular innovation and more — all while getting to meat and speak with many of The Product Guy’s steadily growing readership.

And, once again, let’s take a brief look at the top posts that made this year on The Product Guy so awesomely astonishin’…

#10 Stribe to be Instantly More Social

Recently, The Product Guy had the opportunity to interview Kamel Zeroual, CEO of Stribe — Gold prize winner at Le Web ‘09. And he covered topics ranging from this Paris-based startup’s origins to where it is going and how it is planning to get there.


#9 brainmates Interview with The Product Guy

Two weeks ago I was interviewed by Janey Wong over at brainmates for their brainrants blog. We touched on some really good Product Management topics in which I think you would be interested.

So, here it is, reblogged straight from Australia…


#8 Why Startups are Agile and Opportunistic – Pivoting the Business Model

Startups are inherently chaotic. The rapid shifts in the business model is what differentiates a startup from an established company. Pivots are the essence of entrepreneurship and the key to startup success. If you can’t pivot or pivot quickly, chances are you will fail.


#7 Quick-MI Worksheet: Spreadsheet to Sustained Online Success

Over the past few years I’ve been discussing Quick-MI. Now, through the help of Google Docs, I’m sharing the Quick MI Worksheet to make it even easier for you to apply Quick-MI to your products, track progress, and share the results with your team. The Quick-MI Worksheet automatically performs all the necessary calculations and summarizes the product for you.

#6 Modular Innovation 201

The products and concepts that constitute Modular Innovation are those that connect, enable, produce, enhance, extend, and make use of these relationships and, in turn, users’ online experiences with them. Let’s get to understand them better.


#5 Facebook PDQ

In answering the question of Usability, "Can I use it?" the sub-category of Page Load plays an instrumental part. Facebook is one such excellent example of a web product with Prompt Page Load Time.


#4 Automating the Path to a Better User Experience

Quick-UX evaluates the degree to which a product successfully addresses the following 3 questions: Can I use it? (Usability), Should I use it? (Usefulness), and Do I want to use it? (Desirability). Now, through the help of Google Docs, as I did the other week with the release of the Quick-MI Worksheet, I’m sharing the Quick-UX Worksheet to make it even easier and faster …


#3 jQuery ThreeDots: yayQuery Plugin of the Week!

I’ve been a fan of yayQuery since shortly after their initial podcast episode. Therefore, you can imagine my surprise and elation when I heard them announce that my ThreeDots plugin was this week’s jQuery Plugin of the Week… almost falling down the stairs as I listened this past Friday while entering the subway here in NYC.


#2 jQuery Plugin: CuteTime, C’est Magnifique! (v 1.1) [UPDATE]

I am very pleased to announce the latest major update to the CuteTime jQuery plugin. CuteTime provides the ability to easily: convert timestamps to ‘cuter’ language-styled forms (e.g. yesterday, 2 hours ago, last year, in the future!), customize the time scales and output formatting, and update automatically and/or manually the displayed CuteTime(s).

In addition to the inclusion of French CuteTime in this latest release, version 1.1 features: ISO8601 date timestamp compliance, insertions using the %CT% pattern of computed numbers within the CuteTime cuteness, support for all foreign language characters and HTML, Spanish CuteTime translations, courtesy of Alex Hernandez, richer demos and test, improved settings flexibility of the CuteTime function, documentation updates (corrections and clarifications).


#1 jQuery Plugin: Give Your Characters a NobleCount

In my quest I have been on the lookout for a jQuery plugin that would provide the ability to: (1) provide real-time character counts, (2) enable easy to customize visual behaviors, and … While there are other similar tools out there, none adequately met these goals. Therefore, I created the jQuery NobleCount plugin.




This year The Product Group grew beyond all possible expectations! Now with 600+ active members in NYC we Product People of all sorts and levels of experience to meet, interact, and network, in a laid-back, conversational environment on first Thursday of each month. Thank you to our sponsors, Balsamiq Studios, RYMA Technology, and Sunshine Suites, and to every one of you who attend, engage and help make The Product Group the astonishin’ success it has become!

IMG_0700 IMG_0705 IMG_0713

Happy New Year!

Jeremy Horn 
The Product Guy

How to Hold Kickass Virtual Meetings

clip_image002_thumb1Guest Post by Saeed Khan

One of the core activities for Product Management  is to get out of the office and gain first hand understanding of needs of customers and partners, and other issues in the market  There’s little that can substitute for good field research.

Having said that, getting out of the office to collect primary information is not always possible. There are many reasons including lack of travel budget, lack of time and distributed teams (on your side as well as for your customer/partner).

So, whether we wanted it or not, we had to deal with these issues and still get the research done. Here’s how we did it.

Planning & Recruiting for Kickass Virtual Meetings

Holding the virtual meeting

After all this effort, make sure you make the best of the time you have with the customer. The fact that they are virtual means you have to keep them engaged during the meeting or they will drift off and do other things and you won’t get the information you need.

I had one virtual meeting where one of the participants was furiously typing away in the background. Clearly they were not paying attention to what we were discussing. When I mentioned the background typing noise — hoping they’d stop and listen — the person apologized and announced he’d mute his phone! Not a good sign. Needless to say we didn’t get much from that person.

So here’s what you can do to maximize the value of the virtual meeting.

1. Guide the discussion with a simple slide deck

The purpose of the deck (prepared in advance) is to structure and guide the discussion and should contain the following:

  • Agenda with topics of discussion and allocated time
  • 1 slide per discussion topic
  • Key questions to answer for each topic

This deck should NOT be a marketing or detailed technical slide deck. That’s a mistake that many people make. The purpose of the meeting is to hear from the customer, not to present to them.

The agenda should list the allocated time for each discussion topic and this will be used to control the discussion and ensure the meeting time is used wisely.

The key questions come from the planning phase of the project.

Overall, keep the deck short and simple. It should facilitate discussion, not be the focus of it.

2. Appoint a lead speaker from your side

If you have multiple people from your company attending the call (in my calls, we had up to 6 people from our company), appoint 1 person as the leader. It will likely be the Product Manager, but whomever it is, set the ground rule (in advance amongst your team) that the leader guides the discussion, and keeps it moving forward. Others can certainly chime in and ask the customer follow up or clarification questions as needed.

This has two benefits. First it stops people from your side from stepping on top of one another during the session; and second, for the customer, it provides some coherence in the conversation flow. Overall, it keeps the discussion organized and flowing.

3. Appoint a time keeper

Have someone (other than the leader), be a timekeeper. Whether the meeting is short or long, this person’s role is to watch the clock and remind the leader when the agenda is falling behind schedule. The agenda timings are not set in stone, but if time is short, use it to focus on the important areas of discussion.

4. Record the call/webinar

Something you can do with a virtual meeting that you can’t do with a face-to-face meeting is record the entire event.  Recording the event frees you (and others) from furiously taking notes during the event. I’ve only met a few people who can take good notes in real-time.  One had a previous career as a stenographer!

Make sure you get the customer’s permission to record the event. Make it clear to them that the recording is only for note taking purposes and it won’t be distributed or used for any other reasons.

Some customers may decline but most won’t, and take my word for it, particularly for a longer meeting, when you review the recording after the fact, you’ll hear comments or statements from the conversation that you missed when it was live.

5. If taking notes, have more than 1 person take notes

If the customer declines to be recorded, then have at least 2 note takers ready and waiting. Why two? Neither note taker will be able to capture 100% of the call. With 2 people taking notes, each will capture points that the other missed.

Also, when consolidating notes after the meeting, if there are discrepancies between the two, it may identify areas of confusion or that need follow-up with the customer.

6. Have interactive exercises to collect input

A dialogue and Q&A type meeting will help you collect information, but information can be collected in a variety of ways. And particularly for a more in-depth (i.e. longer) meeting, exercises help break the tedium of a long discussion.

Exercises can be quite varied, but anything that helps collect data you need in your research, AND is simple to execute online is fair game.

In my work, we conducted some simple stack-ranking exercises of potential product features — including items that the customers had raised themselves earlier in the call. This was well received by the customers and it helped us collect some quantitative information that we could use in our requirements process.

The kinds of exercises are up to you, but make sure they are easy to understand and execute online, and the collected data can be consolidated easily and analysed across the customers you speak with.

7. Finish on time

This goes back to point 3 above (Appoint a time keeper), but make sure you finish on time, or worst case, if you see you are running behind, ask in advance if the customer can extend the call by 5-10 minutes. Most customers I’ve met are very busy and don’t have a lot of extra time.

Additionally, it’s unprofessional in my view to let your own meeting run over. If you can’t finish the full meeting in the allotted time, AND the customer can’t stay on, thank them for their time and either request a short follow up, or collect the rest of your info via email.

And finally…

Once you’ve completed each call, hold a short debrief with your team to review the call and identify anything notable that was learned, as well as anything that should be improved on future calls. This is especially important in the first couple of virtual meetings you have with the team. Once you work out the kinks, you’ll find the meetings flow well, end in a timely manner, and you collect valuable information from your customers.

Subscribe now (click here) to make sure you don’t miss any part of this series exploring the art of the Customer Virtual Meeting, as well as other insightful posts from The Product Guy.


Saeed has over 20 years of experience in the software industry with experience in , product management, product marketing, development and education. Having worked in both Toronto and Silicon Valley, at both technology startups and public companies, Saeed has contributed to the success of a broad range of organizations. He has written a number of articles for Pragmatic Marketing’s publications and is co-founder of ProductCamp Toronto. Saeed is based in Toronto Canada, and can be reached via his blog at http://www.onproductmanagement.net


Interested in being a Guest Blogger on The Product Guy? Contact me.

Planning & Recruiting for Kickass Virtual Meetings

clip_image002Guest Post by Saeed Khan

One of the core activities for Product Management  is to get out of the office and gain first hand understanding of needs of customers and partners, and other issues in the market  There’s little that can substitute for good field research.

Face to face meetings are difficult

Having said that, getting out of the office to collect primary information is not always possible. There are many reasons including lack of travel budget, lack of time and distributed teams (on your side as well as for your customer/partner).

And it’s this last situation, with geographically distributed team that makes face-to-face meetings incredibly difficult.

But virtual meetings are no substitute to live, face to face meetings. You can’t read body language over the phone/web; you can’t just get up and "whiteboard" a discussion topic;  you can’t make sure the attendees aren’t ignoring you and simply working on email.

I recently completed a series of in-depth customer engagements (2-3 hours minimum per customer + follow ups) for some new product areas I’m researching. With the exception of one customer, all of the meetings were done via phone and webinar.

There were several reasons for this that included all of the reasons listed above.

In a few cases, the customer team members were geographically separate — London and New York, Boston and Dallas, Seattle and San Francisco — so it was impossible to actually be face-to-face with the customer.

In other cases, the meetings were broken over 2 sessions to accommodate customer schedules. It’s difficult for many customers to find 2 or 3 hour uninterrupted blocks of time.

So, whether we wanted it or not, we had to deal with these issues and still get the research done. Here’s how we did it.


As with any task, proper planning is key.

1. Clearly identify your goals.

  • What are the key questions that must be answered from these customer meetings?
    • Think of the decisions you will need to make with the collected data and then use that to formalize the questions.
    • What teams or stakeholders will need to use the findings of the research?

2. Who can provide the needed information?

  • Who are the people at your customer sites that you want to speak with?
    • e.g. What are their roles? Are they the users, buyers, managers etc? And in the case of the users, are there different types of users? e.g. administrators, business analysts, developers etc.?
    • Who specifically are the targets for your discussions?

3. Are there specific customer profiles you must speak with?

  • New vs. longtime customers?
  • Large vs. small
  • Vertical specific?
  • Use case specific?
  • Technology specific?
  • etc.

4. How many customer meetings do you need to hold to collect the necessary amount of information?

  • If your objective is to speak to enough customers to start to identify patterns amongst them, then you should target at least 5-7 customers of a similar profile.
  • Depending on your product, market, target audience and objectives, you may need more than that to get the data.


Getting customers to agree to meet — particularly for anything over 30-60 minutes — is like a sales process. You need to start with 2x-3x the number of customers you need to eventually speak with, and then get the necessary number to commit to meetings.

If you need to speak with 8-10 customers, you’ll probably have to solicit between 20-30 customers. Some may not want to speak with you :-(, for others the timing will be bad, and yet for others, particularly ones with distributed teams themselves, the logistics of coordinating schedules may be a problem. Timing — holidays (summer and end of year) as well as seasonal or quarterly busy periods — will also contribute to your success rate.

To maximize your chances, do the following:

1. Prepare a brief outline – 1-2 pages maximum – describing:

  • the purpose of the meeting,
  • the attendees from your side (product management, engineering etc.)
  • who you want to speak with on the customer side
  • the key questions you are looking to discuss,
  • what you will do with the information you collect

Usually customers will be interested in having the meeting if the topic is relevant to them, AND if they know something useful will be done with the information, such as influence into the product roadmap.

2. Leverage personal relationships with customers

If you don’t have strong personal relationships with a number of customers, you’re not speaking to enough customers! :-)  But if you do – and let’s assume you do – then contact some of them as a starting point in your recruiting process.

Not only will you increase your chances of getting commitment to the meetings, but these customers will likely make time for you so that you can get your first meetings completed in short order.

Be warned though, don’t abuse the relationships by constantly asking these customers for meetings. Not only will some of them start pushing back, but you also risk skewing your findings by talking to the same customer set time and time again.

3. Involve your sales teams in this process

Send an email or set up a short call with various sales people to let them know what you are doing and why. Ask for their help in making introductions to customers. Share the outline document with them and let them know that they can pass it onto their customers for background information.

4. Connect with the customer directly to assess their suitability

If you get leads (from sales reps or others in your company) contact the customers directly and have a brief information call with them. This will give you a chance to answer their questions, but also to gauge them to see if they fit the profile(s) you defined in your planning process.

This is particularly important if you are planning extended (> 1hour) meetings. You don’t want to waste your time (or theirs) by having a lengthy call and realizing half-way through that their input is not meaningful to your research.

Now that we have Planning & Recruiting down…

In Part 2 we will learn How to Hold that Kickass Virtual Meeting.

Subscribe now (click here) to make sure you don’t miss any part of this series exploring the art of the Customer Virtual Meeting, as well as other insightful posts from The Product Guy.u


Saeed has over 20 years of experience in the software industry with experience in , product management, product marketing, development and education. Having worked in both Toronto and Silicon Valley, at both technology startups and public companies, Saeed has contributed to the success of a broad range of organizations. He has written a number of articles for Pragmatic Marketing’s publications and is co-founder of ProductCamp Toronto. Saeed is based in Toronto Canada, and can be reached via his blog at http://www.onproductmanagement.net


Interested in being a Guest Blogger on The Product Guy? Contact me.

Building strong brands as a Product Manager

image Guest post by Janey Wong.

A recent blog post titled Fighting the Fast Followers reminded me of a great book I read a several years ago called Eating the Big Fish by Adam Morgan. Eating the Big Fish focuses on marketing communications and how to leverage advertising and other smart marketing tactics to build your brand so you can move from being #2 player to the #1 position for your category. I’ve only take a small fraction of Morgan’s ideas and insights from Eating the Big Fish to share some of my own take-outs from the book from a Product Management perspective.

The market is saturated

The unavoidable truth is there are more products out there for any given category than ever before and the market is increasingly competitive with both direct and indirect competitors fiercely launching products to win your target customers over. Companies that were not competing with you are now becoming a threat – whether that’s Barnes and Nobles’ NOOK versus Amazon’s Kindle, or Apple’s iPad that’s taking over the eReader space, the point is you have to know how to play the game – when the market is tough, the ‘Big Fish’ can afford to play tougher. And, that’s thanks to a strong brand.

Don’t learn the hard way

On 28 April 2010, the Financial Times published a special report on Global Brands. The front-page headline, “Big names prove worth in crisis” by John Gapper. Excerpts from the article include:

  • The underlying value of any brand – the premium commanded by products and services with strong reputations and identities – has not been eliminated by the crisis.
  • “Brands outperform in good times and when there is a recession they do go down, but they come out the other side with a sustainable advantage,” says Joanna Seddon, chief executive of MBO.
  • …well-established luxury goods brands such as Louis Vuitton have kept their value, even if they have not seen the kind of growth they might have hoped for. The value of the Louis Vuitton brand, at $19.8bn, is 2 per cent up on the previous year.
  • So, despite the shock that many experienced following the financial crisis, brands are playing their traditional role of giving companies some cushion against market pressures. They have proved their capacity to retain loyalty among consumers even through downturns.
  • Many brands will experience crises, or simply stagnate, in the coming year and have to claw their way back but the aftermath of the crisis has proven once again an old lesson. Brands may suffer, but they are hard to destroy altogether.

This doesn’t just highlight the fact that strong brands survive tough times, but it also shows that strong brands make a difference to their financial value.

Read the full article at www.ft.com – search for “Big names prove worth in crisis”. There are other interesting highlights in the article.

Here’s some endearment: it’s OK to not be #1

Morgan makes a good point, “We may not be number one, but you don’t want to be in last place. You can’t just be anywhere in the middle – you need to be a strong number 2 – and you can’t do that by being like a smaller version of the big fish.”

So how do we, as Product Managers, do things different from the market leader?

Well the first thing to remember is communicating a message is hard. We have to feel some sympathy for the MarComms team. With all the noise out there we’re not just competing against competitors, we’re also competing for the target market’s attention. And, the target audience probably doesn’t have the time or energy to be completely engaged or interacting with a brand or product. We need to find ways to grab the target markets attention.

The second thing to remember is the product is integral to the brand. You can create a zillion compelling marketing messages to attract people to your product, but if your product doesn’t live up to the message – that’s BIG miscommunication! And, your brand will suffer.

Do the Product Management thing a bit differently

Eating the Big Fish has some great ideas for how to craft your marketing message and activities to capture the target audience’s imagination and grow your brand. I took a few of these ideas and applied them to Product Management.

1. Be a leader in the problem-solving space

Eating the Big Fish Idea: Find ways to break conventions and preconceptions about your product and its category to reposition one’s identity and positioning. Re-frame the category to change the rules on how the customer views your product.

Dig deeper into the consumer’s world and not into the consumer’s preferences and desires to find new insights about what they want. More and more market research is now using ethnography to analyze the consumer’s environment to discover new market problems and product ideas.

I like how HSBC plays with this concept in their advertising – for example:


2. Develop temporary amnesia

Eating the Big Fish Idea: Reinvent key aspects of the product by forgetting what you know.

Forget what features your competitors’ products have. Forget what solutions your product offers. Forget what is currently in the marketplace and how the market perceives a solution to a need. Go back to the market problem and find ways to offer new solutions – the solution could be a product enhancement or modification, but even small changes can have a big impact.

image For example, 3M’s Littman Electronic Stethoscope 3200. It’s not just a stethoscope – it “listens to a patient’s heartbeat, captures the sound for later playback, lets you transmit sounds real-time to your PC, which can then be further analyzed, attached to medical records, or reviewed online with colleagues… The sound-amplifying 3M Littmann Electronic Stethoscope 3200 will not only be able to catch dangerous murmurs and heart defects but will also eliminate more than eight million unnecessary echocardiograms and cardiologist visits a year, saving some $9.4 billion (http://blog.sherweb.com/top-10-tech-invenitons-shaping-2010/).

3. Let your product do the talking

Eating the Big Fish Idea: Invite customers to navigate your brand. Create an emotion-based relationship. Be intense and highly intrusive about what your brand is so your product has to be noticed.

Strong brands demand your attention and so should your product…

image Should I say more?

4. Strike a (juxta)pose

Eating the Big Fish Idea: Make people re-evaluate the product. Put two things together that you wouldn’t expect to find together in a product.

When people think of “fast food” un-favorable associations like ‘unhealthy’ come to mind, but Subway has been able to change how the public perceives their food – let alone the types of available food in the fast food category. Market research shows that Subway is the brand that is “most trusted” as offering healthier food items than any other fast food joint – largely breaking the idea that fast food only offers unhealthy meal options.


5. Cordially invite the MarComms team

Eating the Big Fish Idea: Work closer with your Marcomms team at the beginning of the product development process to leverage advertising and publicity.

Why? Because I doubt many Product Managers do and having the MarComms team buy-in and on-board with your product could mean

  • More time to strategize the marketing and publicity for your product
  • Clearer and aligned product messaging between both teams
  • A side stash of advertising and publicity dollars
  • Creative input, which is nice to have if and when needed
  • Possible access to different ideas and customer insights, and
  • Building a strong brand together

Your product is a tangible representation of your brand to your customers, and the Marcomms team communicates your product and brand to your target customers. It just seems to make sense to work together to build a strong brand that will see your product further at launch and at top of consumers’ minds through tough times.

I’m at lost for an example here. Any Product Managers and Product Marketers out there with thoughts, suggestions, and experiences with working with a Marcomms team early on?

I’d like to thank Adam Morgan for his inspiration for this blog.

Janey Wong is a Product Marketing consultant.  Her expertise is in marketing strategy development and implementation, marketing communications, and product marketing.  She has worked for clients in the fashion, new media, entertainment, and not-for-profit sectors.

Interested in being a Guest Blogger on The Product Guy? Contact me.