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The Lean Product Playbook, Satisfaction Spectrum - Coggle Diagram
The Lean Product Playbook
Introduction: Why Product Fail and How Lean Changes the Game
Why products fail?
Not meets customer's needs, no Product Market Fit (PMF)
Why this book?
Step-by-Step to achieve PMF
The Product-Market Fit Pyramid
Figure : Six steps to Lean Product Process
Determine your target customers
Identify underserved customer needs
Define your value proposition
Specify your minimum viable product (MVP) feature set
Create your MVP prototype
Test your MVP with customers
A Comprehensive Guide
1) Lean Product Process
2) UX Design
3) Agile Development
Who is this book for?
Anyone trying to build a new product or service
Anyone trying to improve their existing product or service
Entrepreneurs
Product managers, designers, and developers
Marketers, analysts, and program managers
CEOs and other executives
Software + Hardware + Non technical
How this book is organized?
How This Book Is Organized
Part 1- Core concepts of PMF
Part 2 - Lean Product Process
Also includes
The principles of great UX design
How to iteratively improve your product-market fit
A detailed, end-to-end case study using the Lean Product Process
Part 3 - Building and Optimizing Your Product (After PMF)
Agile development
Analytics
Case study
Part 1 : Core Concepts
Ch1. Achieving Product-Market Fit with Lean Product Process
What is Product-Market Fit?
Your product meets real customer need better than alternatives
The Product-Market Fit Pyramid
Product
UX
Feature Set
Value Proposition
Market
Underserved Needs
Target Customer
Product Market Fit
The top three layers (Product) satisfies the bottom two layers (Market)
Quicken: From #47 to #1
Quicken ,personal finance software from number 47 to 1 beating other 46 product
The Lean Product Process
Chapter 2: Problem Space versus Solution Space
The Space Pen
While defining a problem don't pollute it with a solution
Problems Define Markets
Product market disruptions
The What and the How
What is the problem (defined first), how is the solution (designed and tested)
Outside-In Product Development
Go out of the building (GOOB) talk to customers
Should You Listen to Customers?
Start with how they are currently solving the problem
A Tale of Two Apple Features
Using the Solution Space to Discover the Problem Space
Point points in the current solution; Facing problem in UX and Feature Set (Solution Space), understand why and what they are trying to solve and Define the Value proposition, Underserved needs and Target customer (Problem Space)
Part II: The Lean Product Process
Chapter 3: Determine Your Target Customer (Step 1)
Fishing for Customers
Product is the bait and fish is the target customer
How to Segment Your Target Market
Demographic
Age
Gender
Marital Status
Income
Education level
B2B
Company size and Industry
Psychographic
Attitude
Opinions
Values
Interests
Behavioral
Action in your App
Frequency of that Action
Needs-Based
To satisfy what need they are using the Product?
Users versus Buyers
Distinguish between the user of the product and the economic decision maker
Technology Adoption Life Cycle
Crossing the Chasm(Book) divided customer segment based on risk aversion in adopting new tech
Innovators
Explorers and ok with unpolished products
Early Adopters
Status quo; to gain an edge
Early Majority
After proven track record; strong references from trusted sources
The Late Majority
Risk averse conservatives only adopt when pressured
Laggards
Hate change and criticize new technologies
Personas
a precise definition of our user and what he wishes to accomplish
What Info Should a Persona Provide?
Name
Representative photograph :check:
Quote that conveys what they most care about :check:
Job title
Demographics
Needs/goals
Relevant motivations and attitudes
Related tasks and behaviors
Frustrations/pain points with current solution
Level of expertise/knowledge (in the relevant domain, e.g., level of computer savvy)
Product usage context/environment (e.g., laptop in a loud, busy office or tablet on the couch at home)
Technology adoption life cycle segment (for your product category)
Any other salient attributes
How to Create Personas
one-on-one interviews
Potential Problems with Personas
improve the fidelity of your persona over time as you learn more
Chapter 4: Identify Underserved Customer Needs (Step 2)
A Customer Need by Any Other Name
Needs
Customers are generally not skilled at discussing the problem space; they are better at telling you what they like and dislike about a particular solution
user stories
“As a [type of user], I want to [do something], so that I can [desired benefit].”
pain point
desires or wants
“nice-to-haves.”
Customer Needs Example: TurboTax
customer benefits :check: vs product features :red_cross:
hypothetical customer benefits
“I think that target customer X would find customer benefit Y valuable.”
Customer Discovery Interviews
What does this statement mean to you? (to check their understanding)
How might this help you?
If a product delivered this benefit, how valuable would that be to you? (Possible responses: no value, low value, medium value, high value, or very high value)
For a response of high or very high value: Why would this be of value to you?
For a response of low or no value: Why wouldn't this be of value to you?
Customer Benefit Ladders
“Five Whys”
Hierarchies of Needs
Maslow's Hierarchy of Human Needs
1) Physiological : Air, food, water, sleep, shelter
2) Safety / Security : Health, property, family, employment
3) Affection/ Belonging : Friendship, family, intimacy
4) Esteem: Self-esteem, respect, confidence, achievement
5) Self Actualization: Fulfillment, awareness, realization of potential
My Hierarchy of Web User Needs
Format: Importance) Customer's Perspective (Meaning for business)
3) Does the functionality work (Absence of Bugs)
4) Does the functionality meet my needs (Feature Set)
2) Is the site fast enough? (Page Load Time)
5) How easy to use is it? (UX Design)
1) Is the site up when I want to use it? (Uptime)
The Importance versus Satisfaction Framework
Uber's Success: Meeting Underserved Needs
Disruptive Innovation versus Incremental Innovation
Uber: Upper left column
Disruptive Innovation: Music on the Go
Measuring Importance and Satisfaction
“When you take a ride in a taxi or other hired car, how important is it to you that the driver is polite?” (5 point Likert scale)
Not at all important
Slightly important
Moderately important
Very important
Extremely important
“How satisfied are you with how polite your driver was during the taxi rides you've taken in the past six months?” (7 point Likert scale)
Completely dissatisfied
Mostly dissatisfied
Somewhat dissatisfied
Neither satisfied nor dissatisfied
Somewhat satisfied
Mostly satisfied
Completely satisfied
Satisfaction - Bipolar (negative to positive) ; Importance - Unipolar (0 to positive)
An Importance and Satisfaction Example with Real Data
Focus on improving high importance, low satisfaction feature
A Sample Size of Zero Is Okay
You can only hypothesize about what they like and don't like about current solutions and their level of satisfaction, then move around as you start the interviews
Related Frameworks
Gap Analysis
Gap = Importance - Satisfaction
Jobs to be done
Opportunity score = Importance + Maximum ( Importance - Satisfaction, 0)
peel the onion (problem space)
Visualizing Customer Value
Customer Value Delivered by a Product or Feature
Opportunity to Add Customer Value
Customer Value Created by Product Improvements
The Kano Model
Importance
1) Must Have
Safety: Seat belt
2) Performance
Efficiency: Fuel
3) Delighter
Cup holder
Putting the Frameworks to Use
Focus on upper left quadrant of importance vs satisfaction graph
Value proposition with Kano model
Chapter 5: Define Your Value Proposition (Step 3)
Strategy Means Saying “No”
Must have are not the core; Core elements are performance and delighters
Value Propositions for Search Engines
Google Search Engine
Not So Cuil
Failure of Cuil search engine
Building Your Product Value Proposition
Competiton Analysis with Must Haves, Performance Benefits and Delighters
Skating to Where the Puck Will Be
Focus on future trends
The Flip Video Camera
Camera vs Smartphones
Predicting the Future with Value Propositions
Now vs After 1 year
Chapter 6: Specify Your Minimum Viable Product (MVP) Feature Set (Step 4)
User Stories: Features with Benefits
Breaking Features Down
Smaller Batch Sizes Are Better
Scoping with Story Points
Using Return on Investment to Prioritize
Deciding on Your MVP Candidate
Chapter 7: Create Your MVP Prototype (Step 5)
What Is (and Isn't) an MVP?
MVP Tests
The Matrix of MVP Tests
Qualitative Marketing MVP Tests
Quantitative Marketing MVP Tests
Qualitative Product MVP Tests
Quantitative Product MVP Tests
Chapter 8: Apply the Principles of Great UX Design
What Makes a Great UX?
The UX Design Iceberg
Conceptual Design
Information Architecture
Interaction Design
Visual Design
Design Principles
Copy Is Also Part of UX Design
The A-Team
UX Is in the Eye of the Beholder
Chapter 9: Test Your MVP with Customers (Step 6)
How Many Customers Should I Test With?
In-Person, Remote, and Unmoderated User Testing
How to Recruit Customers in Your Target Market
User Testing at Intuit
Ramen User Testing
How to Structure the User Test
How to Ask Good Questions
Ask Open versus Closed Questions
I Feel Your Pain
Wrapping Up the User Test
How to Capture and Synthesize User Feedback
Usability versus Product-Market Fit
Chapter 10: Iterate and Pivot to Improve Product-Market Fit
The Build-Measure-Learn Loop
The Hypothesize-Design-Test-Learn Loop
Persevere or Pivot?
Introduction
Iterative User Testing
Chapter 11: An End-to-End Lean Product Case Study
MarketingReport.com
Provide personal marketing data to consumers to correct the inaccuracies in the information about them for free, sell the data and monetize
Step 1: Determine Your Target Customers
Mainstream customer to not narrow down underserved needs, later narrow down
Step 2: Identify Underserved Needs
Core benefit is empowering customers to know about the marketing database :check:
Delighter
Additional benefits
1) Discover money-saving offers of interest to me
Performance benefits (offered by others)
2) Reduce the amount of irrelevant junk mail I receive
Delighter
3) Gain insights into my spending behavior
4) Meet and interact with other people with similar shopping preferences
Performance benefit
5) Earn money by giving permission to sell my marketing-related data
evaluation criteria for each benefit
Strength of user demand (+)
Value of marketing data obtained (+)
Degree of competition (–)
Effort to build the v1 product (–)
Effort to scale the concept (–)
Fit with the company's brand (+)
Amount of reliance on partners that would be required (–)
Customer benefits 1 to 4 was considered
Step 3: Define Your Value Proposition
Group related benefits
Two different products
Marketing Saver
Marketing Shield
Step 4: Specify Your MVP Feature Set
Step 5: Create Your MVP Prototype
Step 6: Test Your MVP with Customers
Iterate and Pivot to Improve Product-Market Fit
Reflections
Part III: Building and Optimizing Your Product
Chapter 12: Build Your Product Using Agile Development
Agile Development
Scrum
Kanban
Picking the Right Agile Methodology
Succeeding with Agile
Quality Assurance
Test-Driven Development
Continuous Integration
Continuous Deployment
Chapter 13: Measure Your Key Metrics
Analytics versus Other Learning Methods
Oprah versus Spock
User Interviews
Usability Testing
Surveys
Analytics and A/B Testing
Analytics Frameworks
Identify the Metric That Matters Most
Retention Rate
The Equation of Your Business
Achieving Profitability
Chapter 14: Use Analytics to Optimize Your Product and Business
The Lean Product Analytics Process
A Lean Product Analytics Case Study: Friendster
Optimization with A/B Testing
Chapter 15: Conclusion
Satisfaction Spectrum
going from 1) to 3) decreases dissatisfaction
going from 4) to 5) improves satisfaction
