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How an AI-powered fashion startup achieved product-market fit Watch on YouTube TLDR In this episode, we’re joined by Anya Cheng, former product leader at Meta, eBay, McDonald’s, and Target, and current founder of the AI-powered fashion startup Taelor. ” The problem?
How product managers can adapt core responsibilities across different organizations and contexts Watch on YouTube TLDR Through his research and practical experience at MasterCard, Nishant Parikh identified 19 key activities that define the role of software product managers. Why study the 19 key activities of software product managers?
A custom ChatGPT model that helps accelerate product innovation Watch on YouTube TLDR In this episode, I interview Mike Hyzy, Senior Principal Consultant at Daugherty Business Solutions. Instead of focusing solely on today’s customer problems, product teams need to look 2-5 years into the future.
How product managers can foster a culture of innovation Watch on YouTube [link] TLDR In this episode of Product Mastery Now, I’m interviewing Chris Elmore, a tech entrepreneur and college professor who helped found Avid Exchange, a unicorn startup that went public in 2021. He focuses on the person rather than their resume.
If a product can't withstand a growing user base and diverse team, it'll never leave the think tank. Whether you're running a small startup or trying to get your idea to take off in a large corporation, you'll need the right tools and perspective to scale your product.
Scaling a product isnt just about selling moreits about refining product-market fit, unlocking the right growth levers, and making sure your go-to-market strategy actually aligns with what your customers need. In this thought-provoking episode, youll gain: A framework for refining product-market fit without unnecessary pivots.
Drew explains how, early in his career, he spent too much time making assumptions and building features before validating them with users. He reflects on how getting feedback early can prevent costly mistakes and save precious time and resources, especially for startups with limited runway.
PMs are often tasked with aligning stakeholders, guiding engineering teams, and championing the customer. Customers dont care about data structures. Why Storyboarding Works A storyboard is just a sequence of visuals that shows how a user moves from a problem to a solution. Run it by a few customers. Not a persona.
For this edition of Product in Practice, were not talking with a product manager, a designer, a UX researcher, or even an engineer. helps its customers monetize their passion and skills and reach their audiences with their own app. During their experience we have to ensure they stay engaged through customer success and support.
Speaker: Sneha Narahalli - VP, Head of Product at Sephora
Only 20% of these companies attain product market fit, despite years of excruciating effort by founders, early employees, and investors. This is not an overnight realization, and the key to developing an iterative process to PMF is understanding what would make your customer's life easier.
Let’s review everything your customer success team has to do in the absence of any customer success tools. Collect customer data to calculate complex formulas for tracking metrics, monitor customer health scores, and resolve support tickets while continuously trying to improve retention and expansion.
“I get that the continuous discovery habits framework works well for mature products, but does it work for early-stage startups?”. I spent all of my full-time employee experience at early-stage startups (many of them pre-product) and I relied on these same habits to figure out what to build. This question always surprises me.
” NotebookLM started as a 20% project and has grown into a product that’s spreading across social media and has a Discord server with over 60,000 users. ” NotebookLM started as a 20% project and has grown into a product that’s spreading across social media and has a Discord server with over 60,000 users.
How product managers use Jobs-To-Be-Done to create products customers love Watch on YouTube TLDR In this episode, I explain the Jobs-To-Be-Done (JTBD) framework, a powerful approach to understanding customer needs and developing successful products. ” The responses were revealing.
Speaker: Vivek Bedi, Author of "You: The Product," Entrepreneur, and Digital Leader
Not all customers are the same. The spectrum of our customer bases reflects the unique makeup of our different generations, backgrounds, identities, and much more. We cannot just simply provide the same 'one size fits all' experience to make a quick customer here and there.
Founders realizing they can't do it all on their own, that Product Management is a career, and an important skill for the executive team. -- 2011: "You are crazy for joining a startup, Melissa. Product, and especially product in startups, is now the hot job. -- 2014: "We don't need Product Management help, we need design help.
Think of Net Promoter Score (NPS) software as a tool to measure your customers’ feelings about your product, and categorize them based on their level of loyalty (promoters, neutrals, and detractors). Userpilot is a product growth platform that can collect customerfeedback directly within your product.
I’m going to take a wild guess and assume that you already understand the importance of mobile in-app feedback tools. You might already have a Voice of the Customer (VoC) program in place that you’re looking to improve, or perhaps you’re just trying to get started. Now, more than ever, your customers want to be heard.
A regular cadence of assumption testing helps product teams quickly determine which ideas will work and which ones won’t. And sadly, most product teams don’t do any assumption testing at all. In this article, I’ll cover assumption testing from beginning to end, including: Why should product teams test their assumptions?
What do startups and Fortune 500 companies have in common? We’ve created this interactive playbook to help you use your data to provide actionable insights that will lead to better business decisions and customer outcomes. An interactive guide filled with the tools to turn your data into a competitive advantage.
However, they suggest that we can simply ask our customers about their willingness to pay. Assessing a customer’s willingness to pay is a critical discovery activity that directly ties to our viability assumptions. But asking customers what they might do in the future leads to unreliable feedback. They fit well.
Wiz hit $100 million ARR within 18 months (the fastest growth in startup history) and, five years in, is generating over $500 million ARR. When pitching early ideas, pay attention to specific actions customers want to take, like asking about pricing or requesting to start a proof of value (POV).
Every single person that contributes to building a product, all of the makers in the room, we need to care about our customers, we need to make sure that what we’re building is going to work for them, and I want to introduce some ideas that will help you do that. What I saw was they were talking to customers periodically.
The biggest showdown in product management is BACK and this time, its all about the most promising startups. Welcome to Product PickEm 2025 , where the best emerging product tool startups go head-to-head in a bracket-style competition, and YOU decide which ones rise to the top via our LinkedIn polls on the Productside page.
For the first time, we’re sharing the winning plays that took us from scrappy startup to a publicly traded company. Apply tested plays to your funnel - Use real-world scenarios, triggers, actions and expected results to improve your entire funnel. Use our proven data-driven plays to grow your pipeline and crush your revenue targets.
Whenever I introduce the topic of customer interviews (the foundational element of continuous discovery ), I get a lot of questions about who counts as a customer. Tweet This Ask Teresa: Who counts as a customer? Customers can vary depending on your company and product. Tweet This Let’s look at a few common scenarios.
BMC components Customer segments: Different groups of people or organizations that your business aims to serve. Value propositions : The products or services that create value for each customer segment. Channels: How your company communicates with and reaches its customer segments to deliver the value proposition.
Many of these approaches are intended as reasonable defaults; they are my opinions, they aren’t rules, and they certainly won’t fit every situation. Corey works with his customers on reducing their AWS bills, and he’s seen large numbers of cloud architectures in practice, so I think he’s a pretty good source on this.
The most important journey any new product goes through is finding product/market fit. Marc Andreessen, who popularized the term, defined it as: Product/market fit means being in a good market with a product that can satisfy that market. From Viddy to Quibi to Google Wave, we can all name famous product failures.
They allow you to close the gap between your analytics data and the feedback you get from users. Well, I reviewed 40 session recording options in the market and handpicked the top 10 for startups, mid-market companies, and enterprises to review. No free trial, but custom demos are available. PostHog Open-source.
But, it’s usually challenging to assess what’s the right way to go about it – how much of iteration should be that from userfeedback versus founder’s vision for the product? And, how do you also tell the difference between what feedback to incorporate?
Product-market fit (PMF) is a tricky thing for startups. It’s that sweet spot where the needs of your target market perfectly align with what your product is offering, and if you’re a product manager at an early startup, it’s your job to help your product find that fit. but nothing around how to measure it.
Customer interviewing is one of the most valuable activities a product team can do. It’s simply the easiest, most sustainable way of learning about your customers and what they need. Customer interviewing is one of the most valuable activities a product team can do. What doesn’t count as a customer interview? Tweet This.
Customerfeedback is overwhelming , making it hard to separate signal from noise. Communicate trade-offs clearly by tying product decisions to business objectives and user outcomes. Lack of habit formation Users dont build a routine around the product. Stakeholders request features that dont align with core strategy.
Brikker (anonymized), a children’s toy manufacturing startup, was like a hamster on a wheel. Customer acquisition costs were soaring… Engagement was waning… Investors were worrying… The team knew they needed a strategic pivot and fast, as they estimated they had 6 months of funding left to work with. Going nowhere fast.
Today we are talking about how Lean Startup can be used at large organizations. He has helped many large companies implement innovation practices including Lean Startup and has written the book on the topic, titled Lean Startup in Large Organizations. 1:13] What are the key principles of Lean Startup?
Stefan Röse breaks down how Quantilope is pushing forward customer development and the consumerresearch field. By Jon Matheson for Product Coalition Have you ever wondered how much a consumer is worth? Depending on who you ask, the answer will vary depending on what they genuinely know or understand about consumers.
The foundation of continuous discovery is weekly touchpoints with customers. It sounds simple, but what happens if your product is so new that you don’t have any customers yet? What do you do about discovery if your product is so new that you don’t have any customers yet?
You see, although we work hard to make Userpilot the best product adoption tool on the market, we know it isnt the perfect fit for every business. You get something that truly works for you, and we get to connect with people who value what we offer and have the potential to become power users (and sources of sustainable revenue!).
Brought to you by: • Eppo —Run reliable, impactful experiments • Paragon —Ship every SaaS integration your customers want • Enterpret —Transform customerfeedback into product growth — Michael Margolis has been a UX research partner at Google Ventures (GV) for nearly 15 years.
For this post, we spoke with a product team from Simply Business about some of the major lessons they’ve learned since adopting continuous discovery habits like interviewing their customers, questioning their assumptions , and using the opportunity solution tree to guide their work. What does the company do and who are your main customers?
We’re zooming in on one aspect of discovery: automating the recruiting process for customer interviews. You may want to speak with existing customers or users. You might want to speak with former or prospective customers. Mohamed’s team runs continuous discovery with different customer segments.
The team spent months building it, yet users dont see its value. It helps teams uncover real user needs, validate assumptions, and reduce development risks before committing time and resources. Yet, many teams rush into development without properly testing ideas, leading to wasted effort and failed launches. Lets dive in.
Customizing my recruiting process Before we get into my portfolio criteria, here’s some brief context on our company and what’s important to us so you can see how you might customize your own hiring criteria. Our product is also consumer-facing (donors and recipients). I’m always curious to learn more from the larger community.
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