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How to Optimize Your Product Metrics for Growth by Dan Olsen

Userpilot

Many companies invest heavily in acquiring new customers, yet still struggle with growth. According to product expert Dan Olsen , it’s because their “bucket” — the product itself — is leaky. The product manager’s roles and responsibilities Being a product manager often means balancing multiple priorities.

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11 Onboarding Gamification Examples to Engage & Retain Users

Userpilot

Onboarding gamification is the key to transforming a dull process into an engaging one. When the process feels complicated, it becomes easy for a new user to lose interest before they experience the true value of your product. What is onboarding gamification? Launching a new product. Why use a gamified onboarding process?

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Scaling a Product Organization

The Product Guy

Guest Post by: Carlos Ruiz (Mentee, Session 11, The Product Mentor) [Paired with Mentor, Nis Frome]. For product leaders, that means taking a step back to build a team that can be customer-centric and deliver ongoing innovation to the market. Low accountability Limited visions of the product by PMs. Low transparency.

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9 User Onboarding Strategies to Increase Customer Lifetime Value

Userpilot

Ever wonder why some products instantly click with users while others get abandoned faster than New Year’s resolutions? The secret often lies in those crucial first moments – your user onboarding. Well, when onboarding new users, that approach is about as effective as trying to fit everyone into the same pair of pants.

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14 Important Mobile App Metrics to Track (+ Benchmarks)

Userpilot

Without measuring and aggressively improving the right mobile app metrics, youll struggle to stay afloat. This article will cover 14 metrics to help you achieve just that. Overview: Mobile app analytics metrics Below is a quick summary of the mobile metrics every PM should be tracking. The competition is stiff.

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Ship outcomes, not just features, with the Product Impact Framework

Intercom, Inc.

Our industry is in the midst of a big philosophical debate about the fundamental way of thinking about how we build our products, with the focus shifting from the outputs of what we build to the business outcomes generated by those outputs. The Product Impact Framework felt like a natural progression from features to outcome.

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Delete to Accelerate: Transforming Your Product with a Reverse Roadmap

The Product Coalition

Then, hearing the idea repeated — delete, delete, delete — I started to think about products in general and roadmaps specifically. Why do we leave in old features rather than trimming the product- holding onto them like that comfortably worn, cherished old sweater? We don’t plan for simplification. How do we solve this problem?

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