My product management toolkit (39): go-to-market checklist

 

Thinking about how to best launch a product or feature to market can easily become an afterthought. I’ve certainly made the mistake of being so immersed in the execution of an idea that I forgot to think about how to best take a product to market. It doesn’t matter whether your product or feature is consumer facing or aimed at internal customers, I recommend considering the following as part of your go-to-market checklist:

Pre-Launch

  • Positioning statement – Write a positioning statement which explains succinctly who the product is for, what the product does and why it’s different from other products out there.
  • Internal announcement – Do an internal announcement of some sorts – e.g. at a staff meeting or via email – to let people know that a new product or feature is coming. This helps to build momentum and excitement as well as get valuable internal feedback in the run-up to launch.
  • Success criteria – Agree on the measures of success for your product, both quantitative and qualitative. What does ‘good’ look like post-launch and why? What kind of customer feedback are you hoping to receive once your product is live, which metrics are you expecting to be impacted positively? How do you manage ‘bad’ customer feedback? Upfront alignment on success or failure will also mean that you’ll be able to iterate quickly on your product or messaging if things aren’t heading in the right direction.
  • Training and demos – When launching a new product or feature, it’s important that people across the business have seen the product in action and have been trained on how to use it. Think for example about the people in customer support who might get inundated with customer questions once the product has been launched.
  • Launch date – Set a date and time for the launch and communicate to both people within and outside of your company. Your colleagues and a select group of customers can both provide you with valuable feedback prior to launch and spread the word. Also, make sure that your launch date doesn’t coincide with national holidays, other planned launches – by your company or a competitor – etc. as you don’t want the announcement of your new product to snow under.
  • Promotional content and FAQs – This covers all content and materials that will help explain the product, its benefits, who / what it’s for, and help (target) customers of the product. Drafting FAQs and sharing them internally and a select group of potential customers first, is a great way to make sure you’ve pre-empted any questions or concerns your target audience might have.
  • Media planning – As Pawel Lubiarz explains, launching a product without a media plan in place is a considerable risk. You’re only going to launch your product once, so you need to make the most of that occasion. Which digital and print media would you like to help message the launch of your product? Which journalists are likely to report on your product?
  • Press release – Draft a press release that captures the key aspects and benefits of your product and share with journalists and media outlets that you’ve identified (see my previous point).
  • Test. Test. Test – I know it sounds obvious but even if you think have tested your new product or feature, please make sure you test again in the run-up to a big launch. get people who aren’t as close to your product as you and your team to use the product, and look out for any glitches and gotchas.
  • Social media strategy – Create the launch announcement and content to be posted on relevant social channels, and think about appropriate content formats and frequency for the different channels that are relevant to your brand. The content you share on TikTok is likely to differ widely to what you put out via TechCrunch, for example.

Post-Launch

  • Launch evaluation – How did your product launch go? What did we learn? How we can iterate on our product and marketing our product, based on the initial numbers and customer feedback.
  • Reach out to customers – Customer learning doesn’t stop once the product or feature has been launched. Reach out to customers who have bought or used the product, people that left feedback or raised support questions. Consider creating new content to share now that the product is out in the market.

Main learning point: I’m sure that there’s a lot more items that could be added to my go-to-market checklist so please feel free to leave a comment or reach out with any suggestions of things to include!

Related links for further learning:

  1. https://www.aha.io/roadmapping/guide/release-management/what-is-a-good-product-launch-checklist
  2. https://tinuiti.com/blog/ecommerce/product-launch/
  3. https://blog.hubspot.com/marketing/product-launch-checklist
  4. https://moz.com/blog/product-launch-checklist
  5. https://backlinko.com/product-launch-checklist

 

 

Product review: Getaround

Getaround.com is a peer-to-peer car rental platform, headquartered in the US, which only recently came to my attention when it raised a $200m Series D funding round. I’m keen to better understand how Getaround is looking to change the ways in which we rent cars and how it differentiates itself from well established car rental companies such as Hertz and Avis:

My quick summary of Getaround before using it? – I expect a consumer driven car rental platform that gives people more flexibility with respect to renting a car when and where they want it.

 

 

How does Getaround explain itself in the first minute? – “Rent cars by the hour or day” it reads when I check Getaround’s UK site on my desktop, followed by “For moving into your new home.” Staying on the homepage for a few minutes, the secondary strap-line changes, highlighting the various use cases for Getaround, varying from “For surprising grandma on her birthday” to “For meeting a client, in time and in style”. I can’t see an obvious option for me to list my car for hire, which is surprising given that this is a peer-to-peer car rental platform.

Getting started with Getaround – I start my search by entering a location, a check-in date / time and a check-out date / time, and click “Search”:

 

 

 

What happens next? – The search generates 31 pages of vehicles for me to choose from. These results haven’t been filtered yet and the site offers a number of filters to apply in order to narrow down the search results.

 

 

Getaround’s filters feel pretty standard, but I’m curious what’s involved in self-service cars. Where do I pick those up? Or do they get dropped off at my exact location? What do I gain by selecting “Reserved parking”?

 

 

When I disable the “Self-service cars” filter, I can select the “instant booking” option which means that vehicles can be booked without waiting for confirmation from the owner.

 

 

I like how I can filter by “vehicle age”, presumably as a way of ensuring that I don’t hire an ancient car that might be more prone to engine failure or other issues. However, I’m not immediately clear what is meant by “acceptance rate”. Clicking on the tooltip clarifies this.

 

 

 

When I select a car, I land on a pretty intuitive but detailed product detail page. This page includes pictures of both the exterior and the interior of the car, information about where the car can be picked up and free mileage included. At this stage it still isn’t entirely clear to me how Getaround’s self service works, but I presume that I can go to the car at the location indicated and unlock the car with my phone (assuming this is a feature I can access via Getaround’s app once I’ve signed up and booked the car).

 

 

 

A quick check of the description of the Getaround app on the app store confirms my assumption around automatic unlocking the car via the app.

The page also includes customer reviews which I find particularly helpful here, given that I’ll be driving someone else’s car and would naturally be unsure about the condition of the car, responsiveness of the owner, etc.

 

 

More information about insurance and roadside cover is only a few clicks away, but I can’t help still feeling somewhat apprehensive about the ‘small print’.

 

 

 

It’s only when I click on the “book” call to action at the top of the page that I have to sign up for the service.

 

 

Did Getaround deliver on my initial expectations – Yes. The site felt intuitive whilst containing a good amount of detail. However, I wasn’t clear about the process involved in listing my car for hiring, and I felt that key parts of the experience – both online and offline – could be explained better.

 

 

 

Book Review: “Red Teaming” by Bryce Hoffman

Groupthink or complacency can be devastating when developing great products. Having someone who plays or is a devil’s advocate is often a welcome aspect of the product development process. So-called “red teams” take playing devil’s advocate to the next level; the mission of such teams is to force businesses and people to think differently. Red teams will push businesses to consider alternative points of view or contemplate worst case scenarios. Red teaming makes us aware of our assumptions and cognitive biases, and offers us a means of overcoming them. “Red Teaming” is the brilliant book by Bryce Hoffman in which he examines the origins of red teaming and offers an abundance of red teaming techniques.

 

 

 

Red teaming exercises are applied in a wide range of contexts:

  • Cybersecurity – Companies hiring specialised red teams to attack their technology and exploit security vulnerabilities. Going beyond standard penetration tests, red teams will act as aggressively and unrestricted as any hacker would.
  • Intelligence – Whether it’s NATO, the CIA or the Israeli army, they all have teams dedicated to doing “alternative analysis”, set up explicitly to challenge prevalent assumptions within intelligence bodies.
  • Business – When developing a business strategy, companies often consider a best case scenario, assuming that everything will go to plan. Red teaming exercises can help in laying bare any strategic gaps or flaws, helping companies scan the business environment for both threats and opportunities.

Whatever the context, red teaming is all about rigorous questioning and thinking unconventionally. Red teams consists of people who’ve proven to be contrarian thinkers. These are the three phases of a typical red teaming exercise:

  1. Using analytical tools to question the arguments and assumptions that too often go unquestioned during the regular planning process.
  2. Using imaginative techniques to figure out what could go wrong – and what could go right – with the plan, in order to expose hidden threats and missed opportunities.
  3. Applying contrarian thinking to challenge the plan and force the organisation to consider alternative perspectives.

Hoffman argues that adopting a red teaming mindset means that you’re not taking anything for granted, challenging everything and thinking the unthinkable. Red teaming is about looking at the future, and not getting burdened by the past. In the book, Hoffman also explain what red teaming is not:

  • A challenge to leadership – The red team’s role is to empower leaders and managers to make better decisions by providing them with a more objective analysis, a more comprehensive picture of the business environment, and alternative options to consider.
  • A creator of new plans – Hoffman stresses that red teams don’t make plans. In contrast, their purpose is to make existing plans better.
  • Always right (or has to be right) – Red teams don’t need to be right to be effective. They work more effectively in those environments where it’s ok to be wrong.

The question arises when it make sense to create a red team. Hoffman explains that although all red teaming starts out with a problem, not all problems require red teaming. David Snowden’s Cynefin framework is great tool to figure whether it’s worth doing a red teaming exercise:

 

 

Fig. 1 – David Snowden’s Cynefin framework – Taken from: https://www.researchgate.net/figure/The-four-contexts-of-the-Cynefin-framework-When-in-disorder-the-actual-context-is-not_fig2_283194976

 

If problems fall in the “complicated” or the “simple” quadrants of the Cynefin framework, they can be solved through a more straightforward, reductionist approach to problem solving. Problems that are “complex” or “chaotic” tend to be much more open ended and fluid, thus benefiting from a more radical problem solving approach. Ideally, red teaming should begin after a plan has been created but before it has been approved, while there’s still time to approve it.

Finally, Hoffman’s book contains a range of valuable techniques to consider as part of a red teaming exercise:

  • Problem Restatement – When faced with a challenge or problem, one of the best first steps in solving – even before you start thinking up possible solutions – is to examine and restate the problem.
  • Think-Write-Share – This technique is a way of ensuring that the red team begins with divergent thinking and moves to convergent thinking. The technique works like this: Start by asking team members to think about a problem or question, then write down their thoughts and share them with the group.
  • 1-2-4-All – 1-2-4-All enables you to engage all team members simultaneously – irrespective of team size – in generating questions, ideas, and suggestions.
  • Argument Dissection – Dissecting an argument involves asking a number of questions of any argument that is used to justify a particular course of action, or that is offered as an explanation for a problem.
  • Key Assumptions Check – Hoffman explains how in red teaming, it’s essential to differentiate between facts and assumptions. Facts are things that are objectively true right now. However, most plans fail because they rely on unstated or unexamined assumptions.

Main learning point: Red teams or red teaming exercises can be extremely valuable for businesses, whether you’re creating a strategy or developing a new product. Red teaming breaks through groupthink and inertia, and will offer important alternative perspectives to consider.

 

Related links for further learning:

  1. https://en.wikipedia.org/wiki/Red_team
  2. https://brycehoffman.com/books/red-teaming/
  3. http://web.archive.org/web/20130509055208/http://slashdot.org/topic/bi/symphony-of-self-destruction-strengthening-security-with-a-red-team/
  4. https://foreignpolicy.com/2015/10/30/inside-the-cia-red-cell-micah-zenko-red-team-intelligence/
  5. https://www.act.nato.int/images/stories/events/2011/cde/rr_ukdcdc.pdf
  6. https://www.act.nato.int/images/stories/media/capdev/capdev_03.pdf
  7. https://hbr.org/2007/11/a-leaders-framework-for-decision-making
  8. Morgan D. Jones – The Thinker’s Toolkit
  9. https://www.nasa.gov/sites/default/files/files/4-TWPS_Template.pdf
  10. http://www.liberatingstructures.com/1-1-2-4-all/

 

Product Review: North

Ever since I reviewed Warby Parker last year I’ve been intrigued by companies that aim to disrupt the experience of buying glasses. So when I heard about a company called North, my ears perked up and I decided to explore their product further:

My quick summary of North before using it – I expect a value proposition similar to Warby Parker, with North offering a simple way to discover and buy new glasses, perhaps a novel take on the “try before you buy” concept.

How does North explain itself in the first minute? – “Focals. Smart glasses that put fashion first” is the strap-line above the fold on the homepage of https://www.bynorth.com/. The combination of the word “smart” in this strap-line and the picture of a Google Glass like pair of glasses tells me that this site sells glasses that display information in a hands-free fashion.

 

 

When I scroll down the page, there is a further explanation of what “focals” are:

 

 

Getting started (1): Clicking on “Shop Focals” takes me to a product detail page, which includes a price point – starting at $599 – as well as styles and colours to choose from.

 

 

 

Getting started (2): “Premium holographic lenses” is the only bit of information on this page that I’m not sure about. It’s at this stage that I realise that I can’t buy the glasses online, but that I need to book a “custom sizing” appointment first.

 

 

Getting started (3): I decide to take a step back and learn more about Focals are. Clicking on “Focals” on the top navigation of the homepage takes me to a very useful “Explore Focals” page. I’ve never had a pair of Google glasses, but I don’ think they could be customised to the same extent that Focals can be tailored to the wearer’s needs.

 

 

Main learning point: I’m not yet convinced whether smart glasses will catch on. Perhaps the likes of North will make a difference, because their “focals” will look and feel like regular glasses. The customisation aspect of North’s product definitely resonates, and might just be the difference between North failing or being a runaway success.

 

Related links for further learning:

  1. https://www.bynorth.com/focals
  2. https://www.modernretail.co/startups/systemic-issue-the-customer-acquisition-challenges-dtc-brands-face-goes-beyond-cost/
  3. https://www.youtube.com/watch?v=5eO-Y36_t08
  4. https://www.digitaltrends.com/wearables/north-focals-news/

Product review: Range

Braden Kowitz is a great product designer, having established his craft at Google and Google Ventures. He’s worked on products such as Gmail and with successful startups such as ClassPass. So when I heard about Range, the startup that Kowitz is a co-founder of, I was keen to learn more about the product.

My quick summary of Range before using it? I expect Range to be a tool that helps companies engage more effectively with their employees.

How does Range explain itself in the first minute? “Teamwork simplified” is the strap-line above the fold on Range’s homepage, explaining how “Range helps you stay in sync and feel like a team, so you can do your best work together.”

 

It looks like Range addresses three main areas of employee communications and engagement:

  1. Check-ins – Enabling teams to run virtual stand-ups on a daily basis.
  2. Objectives – Setting and monitoring of OKRs.
  3. Meetings – Helping people to run more effective meetings.

 

 

Scrolling down, the homepage explains how Range is all about team work, helping its users to feel like a true team – even if the team is distributed across multiple locations.

 

 

Getting started: After I’ve clicked on the “Try free” call to action on the homepage, I’m directed to the first step of an on-boarding flow. It’s good how Range assures me that I can sign up for an initial 30 day period, without a credit card being required. I need to sign up via a Google account and I can request a demo in case I don’t have a Google account. It would be good to understand why I can only sign up via my Google account.

 

 

I use my personal Gmail account, since we don’t use Google for work email, and I receive below error message which explains how “Range is meant for work”. I’ll request a personal walkthrough instead …

 

 

When I click on the “Request a demo” call to action, I’m directed to a standard sign-up page, which worries me that I’ll be receiving a lot of emails before and after my demo. It’s therefore reassuring that Range mentions “Don’t worry, we hate spam too.” Not sure though whether Range will be able to fulfil my demo request since we use Microsoft Outlook at work.

 

Did Range deliver on my expectations? Not yet. I hadn’t realised that Range only works if you’re a G Suite Google user. Ask me again after my personal Range walkthrough 🙂

 

 

App review: TikTok

Lately, I’ve heard lots of good things about TikTok – which came out of Musical.ly, a hugely popular social media app – headquartered in Shanghai – that let you watch and create your own lip sync video to the music available on the app. I was familiar with Musical.ly but lost track somewhat after the company got acquired by Bytedance who merged the app with TikTok. Let’s have a look at the TikTok app:

My quick summary of TikTok before using it? I expect a highly interactive app, which lets users create and share their own music clips.

How does TikTok explain itself in the first minute? When I open the app, I see a quick succession of videos;  “Real Short On the job Videos”, “Real Short Art Videos” to “Real Short Weird Videos”.

 

 

What happens next? I swipe up on one of the videos I land on what looks likes a sample personalised “For You” news feed, with a standard overlay asking me whether I’d like to receive push notifications from TikTok. The feed does suggest it has been personalised for me, but I’m unsure what this is based on since I haven’t been on any on boarding journey where I, for example, started following other TikTok users or indicated my content preferences. Presumably, I’ll need to create a TikTok account first in order to be able to get tailored content and be able to create my own content.

 

 

 

What’s on boarding like? TikTok’s on boarding process is pretty straightforward: (1) it asks for my birthday (which won’t be shown publicly) (2) I can then sign up via my phone or email (3) set a password and (4) slide puzzle piece in the right place to make sure I’m not a bot.

 

Getting started – The first video in my personalised feed is a video from “cameronisscoooool” in which she shares her realisation who she is and describes herself as a “piece of sh*t”:

 

I realise straight away that I’m not the target audience for TikTok, which is totally cool – painful, but cool 🙂 Understanding how I can start either discovering new videos or creating my own is very simple; tapping on the “search” icon at the app’s bottom navigation displays trending content and tapping the black “plus” icon on the same bottom navigation.

 

 

Did TikTok deliver on my expectations? Yes. Based on my previous familiarity with musical.ly I was expecting just user generated music videos, but I like how TikTok has now broadened this out, combine music and video content.

My product management toolkit (38): discovering opportunities and solutions

As product people we all know how enticing it can be to take an idea for a product or feature and simply run with it. The number of product teams I come across that will straight away test a specific idea without understanding the problem or opportunity it’s trying to address is plentiful. This observation is by no means intended as a criticism; I know first hand how easy it is to get excited by a specific idea and to go for it without contemplating any other ideas.

Teresa Torres – probably one of the best product discovery coaches I know – observes that “we don’t examine our ideas before investing in them” or “our solutions don’t connect to an opportunity or our desired outcome at all” (you can find Torres’ observations in her great article here). To solve these issues, Torres has come up with the “Opportunity Solution Tree” framework:

 

 

Taken from: Teresa Torres, Why This Opportunity Solution Tree is Changing the Way Product Teams Work, https://www.producttalk.org/2016/08/opportunity-solution-tree/

 

Torres argues that “good product discovery requires discovering opportunities as well as discovering solutions.” Product people are problem solvers most and foremost, and Torres encourages us to start with the problem first and I like the definition of what constitutes a problem by the late David H. Jonassen that she refers to:

 

“A problem is an unknown that results from any situation in which a person seeks to fulfil a need or accomplish a goal. However, problems are problems only when there is a “felt need” that motivates people to search for a solution in order to eliminate discrepancies.”

 

This problem definition by Jonassen made me reflect on what makes an “outcome” as defined in the excellent book by Joshua Seiden titled “Outcomes Over Output”:

 

“Outcomes are the changes in the customer, user, employee behaviour that lead to good things for your company, your organisation, or whomever is the focus of your work.”

 

Torres talks about how we often will retro fit an idea or solution to a desired outcome, thus failing to both fully understand the desired outcome and explore an appropriate number of potential solutions to that outcome:

 

 

Taken from: Teresa Torres, Why This Opportunity Solution Tree is Changing the Way Product Teams Work, https://www.producttalk.org/2016/08/opportunity-solution-tree/

 

Instead, Torres’ “Opportunity Solution Tree” encourages us to think about the desired outcome first, after which we can explore opportunities to achieve the desired outcome. We can then examine each opportunity and potential solution in more detail, cross-compare perceived value of each solution in a more objective and systemic manner:

Main learning point: A key takeaway from the Opportunity Solution Tree is to consider multiple opportunities and solutions. Whilst this may sound like no brainer, we’re often tempted to zoom in on or commit to a single opportunity or solution straight away, failing to consider its impact on the desired outcome.