7 Reasons Why Your Product Will Fail

7 Reasons Why Your Product Will Fail

Seven things your users think that will cause your product to fail

  1. “I don’t like it”
  2. “I don’t even want it”
  3. “I don’t even know how to use it”
  4. “I am happy with what I have”
  5. “I don’t want to pay for it”
  6. “No one else is using it”
  7. “I don’t trust it”

And what things you can do to over come this

Follow the deck to see where you can use techniques like:

  1. Rapid Prototyping
  2. Wire-Frames
  3. Reference Products (X of Y for Z)
  4. Gap Analysis
  5. USP Identification
  6. Product Definition
  7. Experience Design
  8. User Interface
  9. Habit Building
  10. Empathy Maps
  11. Product Migration
  12. Product Marketing
  13. Product Pricing
  14. User Research
  15. Business Models
  16. Go To Market
  17. Product Marketing
  18. Product Branding
  19. Product Support
  20. Product Reviews
  21. User Psychology

Sharing

SlideShare: https://www.slideshare.net/ddiinnxx/7-reasons-why-your-software-will-fail

SpeakerDeck: https://speakerdeck.com/ddiinnxx/7-reasons-why-your-software-will-fail


 

Product Management Canvas – Product in a Snapshot

Product Management Canvas (PMC)

The Product Management Canvas (PMC), is a strategic management and entrepreneurial articulation tool. It allows one to describe a product having the highest return on investment versus risk.

This is different from Product Model Canvas or Roman Pichler’s Product Canvas.

Where Does Product Management Canvas Fit?

Let us understand the Product Flow. I have talked about it earlier in the Hackathon: From Idea to a Product in a Day post.

 

Using Product Management Canvas

To summarise the flow diagram:

Using Elevator Pitch & Product in a Box, we describe the product we want to build. However, no product exists in a vacuum and is part of an ecosystem. We then layout the Product Ecosystem that enables the key product. The product is then described using the Product Management Canvas.

A Product Management Canvas then informs the process of Epics. Adding a business case to these we arrive at a Product Backlog. Each item in the Product Backlog can lead to one or more stories. When these stories Go Live and the hit the market, in the spirit of build-measure-learn, we learn and periodically do the Product Backlog Grooming.

The Elevator Pitch & Product In A Box, (Lean) Business Model Canvas, High-Level Products Layout and Product Management Canvas are explained in the blog post above.

Epics, Product Backlog, Stories and Build-Measure-Learn are standard terms that are described as part of the Agile process.

I think this sits one step before Roman Pichler’s Product Canvas and used to plan and describe a product, rather than track the agile product creation/development.

Understanding The Product Management Canvas

The canvas started as a checklist for Product Managers to ensure they have not missed any aspect of Product planning. However, it was always aimed to capture the current state of an evolving product. Thus, Product Management Canvas should be used to communicate across various groups and departments to ensure all have the same picture of the product.

Using The Product Management Canvas

Using Product Management Canvas Steps

The suggested flow is:

  1. Idea
  2. Market
  3. Customer Segment
  4. Business Value
  5. Features
  6. Metrics
  7. Evangelism
  8. Visual Identity
  9. Go To Market
  10. Key Resources
  11. Risks

Now let is look at each section in detail:

Product Management Canvas (PMC)

Idea

We start with describing the original problem or opportunity that the product addresses. It can be a unique need, a dormant need (we are creating the market) or aspiration (of the user/customer) that needs to be addressed.

Once the above is stated, it is important to connect it what the idea of the product and state how it addresses the above.

Market

Start by stating the market size (defined as the market volume or the market potential). VCs will want this to be a very big number. Big enough to accommodate you and all your competition.

The state the market opportunity your product addresses from the whole market size. This should be a more realistic number that should allow you sufficient growth so as to allow you to give investors a good rate of return.

A product never exists in a vacuum. There is an ecosystem of partners that enable it. We should note all key partners (data suppliers, data consumers, channels, SDKs and so on).

What’s fun without any competition? It is important to note competition and track them. If you have analysed competition in detail, you can add the link to that document. My thoughts on how to do Competition Analysis.

Customer Segment

Identifying if the product is B2B or B2C is sometimes obvious. But going one level deeper is important. (does my B2B target Startup, SME, Business Houses, MNC, etc. or does my B2C target BPL, LMC, MC, UMC, HNI, etc.) is important.

Does my B2B target Startup, SME, Business Houses, MNC, etc. or does my B2C target BPL (Below Poverty Line), LMC (Lower Middle Class), MC (Middle Class), UMC (Upper Middle Class), HNI (High Networth Individuals), etc.)?

Also important is to identify Early Adopters, Influencers, Recommenders and Innovators who try something new.

Business Value

Large organisations that create a lot of products need to ensure that there is a product – organization fit. This would involve making sure that it fits in tot established ecosystems, reuses tools used, etc and does not create whole parallel infrastructure requirements.

The product – market fit is very important and needs to be articulated crisply.

There are many revenue models available and many times the same product will have multiples of them. State the considered revenue models in this section.

Cost Analysis is a complex task but having a broad idea of the cost of producing the product that reflects the pricing model is recorded. Even when the aim is to invest in seeding the product, it is important to state and communicate the revenue – cost ratio.

It is important to state the key Regulatory & Compliance items. These should not slip through cracks of day-to-day tasks.

Features

It is important to state the value propositions / USP and communicate it uniformly. Not every differentiation is a USP, nor should it be. Along with USP, the other key features that set us apart, make usage simple or make us better than competition should also be noted.

Metrics

We all talk about success metrics. But before a product is successful there are some metrics that are minimal a product should achieve. These should not be ‘not meeting success metrics’, but independent ones.

Eg: while achieving an MAU of 1M is the success for your chat app, the number of messages exchanged is not growing at the same rate as user adoption is a failure metric.

Failure metrics are important as they tell us how key hypotheses could be wrong and it is time to reassess them and re-learn and re-build.

Viability metrics are good to have to make sure we are on track to success.

Evangelism

Product evangelism is, as Guy Kawasaki put it years ago, “selling the dream.”  It’s helping people to imagine the future, and inspiring them to help create that future.

Many things need to fall into place for an Evangelist to be effective. This section offers a checklist of essential items need to enable an evangelist.

This includes an elevator pitch, relevant content generation is a content strategy to keep it updated, uniform terminology across all departments and collaterals, SEO strategy so content is geared to show up in right searches, right brand assets, and social media presence.

Using all possible social networks is not the right approach. Choose and state ones that are relevant to the product, the audience and manageable by the team.

Visual Identity

This section offers a checklist of essential items need to establish a visual identity.

Product name, logo, icons, brand playbook, presentation/docs/stationery templates, product docs templates, Social Network assets (cover picture, etc.) and display ads assets.

Go To Market

This section offers a checklist of essential items to formulate an effective go to market strategy.

In the case of a new product, time of launch is an important date/period. Product Manager should initiate and collaborate in the launch strategy & related collaterals, describing sales and product delivery channels, positioning & promotion strategy, identify and help reach out to decision makers, influencers & recommenderssales collateral, marketing collateral, user support docs and training collaterals.

Often a product leads to changes in processes and people. The product manager has to think about a change management template.

Key Resources

Stating key resources is important as it allows a product manager to track them. This includes licenses (eg: SSL licenses as anybody can forget to renew on time like this, this and this), 3rd party platforms like SDK, analytics tools, etc.

Risks

State the known shortcomings and assumptions made. This helps plan the build-measure-learn better.

Product managers need to be paranoid about the product getting disrupted. Disruption Readiness is important to consider by identifying processes and methods that can be all be replaced in one go.

More

 


 

Building Products – It Takes A Village

Building Products - It takes a Village

XConf

ThoughtWorks’ XConf is a one-day conference that showcases the latest thinking from ThoughtWorks and friends on a broad range of topics. It provides a platform for passionate software professionals from different walks of the industry to converse and collaborate. I gave a talk at XConf, Delhi on 22nd April 2017. Details below.

Building Products

Products are not formed by following ceremonies and by superstars. It takes the wisdom of a village and a team. From Charvaka, Francis Bacon, Descartes to Scientific Process. How it all influenced Product Thinking, Agile and forming right teams while drawing some parallels and some not-so-obvious connections.

Sharing

SlideShare: https://www.slideshare.net/ddiinnxx/building-products-it-takes-a-village

SpeakerDeck: https://speakerdeck.com/ddiinnxx/building-products-it-takes-a-village

The Edge of Product Management: Talk at Institute of Product Leadership

Product Management Talk Institute of Product Leadership

I gave a talk to the students of Executive MBA at Institute of Product Leadership, Bangalore on 19th Nov 2016. It was a conversation around Product Management, industry practitioners approach to it and what’s new in this domain.

I also shared some new ideas I am toying around with and sought the feedback. It was a lively discussion.

SlideShare.net: http://www.ddiinnxx.com/slideshare-edge-product-management/

SpeakerDeck: http://www.ddiinnxx.com/speakerdeck-edge-product-management/

YouTube: https://www.youtube.com/watch?v=Qvp-I-vymp0


Design Dissonance in TataSky UPI Integration

Design Dissonance Tata Sky UPI

When we choose to pay via UPI, the payments section of TataSky (website) says the merchant says TATASKY.

Design Dissonance TataSky UPI Website

However, when we open the BHIM app (iOS, Android), the pending payment request is from IndiaIdeas.

Design Dissonance TataSky UPI Bhim

This made me think twice if this was same request. Creates suspicion & looks cheap jugaad. Guess the IndiaIdeas team is promoting its brand over TataSky’s User Experience expense.

Design Dissonance in Music and Podcast Apps on iPhone

Design Dissonance Podcast Music App Play Button Location iPhone

I am among the millions of Apple’s iOS Music App and Podcast App users. I am certainly not only one who struggles with the design dissonance in their app. Here are my top 2 rants:

Design Dissonance in Location of Play Button

Design Dissonance Podcast Music App Play Button Location iPhone

The Play buttons are in opposite positions. I always have to look and think where to click. This does not allow for muscle memory for someone using both apps very frequently. What happened to “Don’t Make Me Think“?

Feature Disparity

Design Dissonance Podcast App iPhone Sleep

Podcast app provides two extremely useful features:

  • Sleep
  • 15 second skip forward or skip back

None of these are there in the Music app. Folks often go to sleep listening to music (a la Podcast) and need this function. Everybody like to revisit that beat or the clever wordplay. So skip back is a cool and useful feature to have.

Product Management Failure

Both cases are symptoms of failure of Product Managers.

It is as if the Product Managers of Podcast App and Music App don’t talk to each other or don’t like each other enough not to learn from each other.

It is also the failure of the Product Manager of Apple’s App not to drive Design Cohesion across the app that Apple builds.

Design Dissonance in Google Ventures’ Website – My Opinions

Design Dissonance Google Ventures Bach

I often visit GV‘s (erstwhile Google Ventures) website. On a recent visit, I encountered a noticed some design dissonance. It was surprising as they say the website is “This site is hand-crafted by GV.”

Here is what I mean by design dissonance:

Setting The Tone

Design Dissonance Google Ventures 1

The tone of design, layout, navigation and content sorting is set in the home page of their library. Look good! On a site that has tons of content, they have decided that trending on Medium is the order in which they will show the content. Great.

GV is known for its contribution to Design and so that is the first collection I hit!

Design Dissonance Begins

Design Dissonance Google Ventures 5

Suddenly I am in your typical ‘Blog’ template. Didn’t expect that. Not much of a surprise, though. Why not use the power of blogging platform. Some things that jump out:

  • The awesome picture of a mountain range and nice green slash, and
  • Missing Home from the top menu

Anyway, I back and for the next section, Product Management.

And It Continues

Design Dissonance Google Ventures 6

Suddenly, the mountain is gone, but the Home has appeared!

However, the Home takes me to the Blog home rather than the GV’s home. Moving on to another section, Sprints.

Continues But Does Not Jar

When I reach the Design Sprint, I am taken to a whole new layout:

Design Dissonance Google Ventures 1

Given the content is a whole new thinking, the new layout does not jar. In fact, it is a good way to set the tone that Design Sprint is a world of its own.

But Then

As soon as we move to Research Sprint:

Design Dissonance Google Ventures 1

We are taken to a Blog post. The content deserves more than a Blog post link and given how Design Sprint was done, this feels like a letdown.

What’s Wrong?

So, here is the list of things that are not right and leading to the dissonance:

  1. Library home page has content sorted in some order. That order is not followed in rest of sections
  2. Rest of sections point to a blog unexpectedly
  3. As they point to various different layouts of blog, they layout between various sections changes unexpectedly
  4. Once you reach blog area, no navigation takes you to the website
  5. Given it is highlighted as a hand-crafted website, these things should have taken care of. Hand-crafted implies attention to details to make sure they are consistent and not dissonant due to underlying differences

Suggested Fixes

  1. Crux of issues are due to how the blog is mixed with the main website
  2. Navigation in blog need to be consistent and allow for moving to GV’s home
  3. When linking to blog, link to similar layouts/templates
  4. Avoid Library link on GV.com linking to an intermediate page and rather go directly to library.gv.com
Feature image: Public Domain, Wikimedia Commons