problem framing and characterization (scott sehlhorst product stream)
TRANSCRIPT
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Problem framing & characterization
Understanding the necessary qualities of products
@sehlhorst
Problem framing and characterization
Problem framing – what do we have to build, for our customers to want to use our product?
@sehlhorst
Problem framing and characterization
Problem framing – what do we have to build, for our customers to want to use our product?
Problem characterization –what do we have to build, to make our product better than the competition?
@sehlhorst
Problem framing and characterization
Problem characterization – what do we have to build, for our customers to want to use our product?
Problem framing –what do we have to build, to make our product better than the competition?
Noriaki Kano’s Kano Analysis A theory of product development and customer satisfaction
Ted Levitt’s Total Product model Framework for defining product differentiation
@sehlhorst
Problem framing and characterization
Problem characterization – what do we have to build, for our customers to want to use our product?
Problem framing –what do we have to build, to make our product better than the competition?
Noriaki Kano’s Kano Analysis A theory of product development and customer satisfaction
Ted Levitt’s Total Product model Framework for defining product differentiation
@sehlhorst
Problem characterization Reworking Kano analysis to make product choices
@sehlhorst
Connecting Outside to Inside
Solution Space
9
Problem Space
What is our measure of (product) success?
Which problems will we choose to
address?
What problems do our customers need to solve?
How do our customers define success?
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Why Kano analysis?
Kano provides 4 ways to characterize the nature of how a customer perceives a solution to a problem
I don’t care if you solve this for me
If you don’t solve this problem, I’m not interested
The better your solution, the more I like it
Wow – that is delightful! Unexpected, and delightful
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Kano model axes
The relationship between what we build and how customers feel about what we’ve built
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Indifference
Being able to view and compare different types of products
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Indifference
“There is surely nothing quite so useless as doing with great efficiency what should not be done at all.”
- Peter Drucker, 1963
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Must have
https://www.flickr.com/photos/alanclarkdesign/2486090836
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Disruption - extreme more is better
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Satisficing
What does it mean to be good enough?
Do we care if something is good enough, or do we just do as little or as much as we want?
Better than the competition, or just match them? What about “don’t bother, just do the minimum?”
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Why Kano is not enough
Kano allows us to understand the nature of any given problem.
Assuming we choose to address problem X, Kano helps us know how to address it.
But should we address problem X?
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Why Kano is not enough
Kano does tell us how customers think about the solution of a problem
Kano does not tell us which problems must be solved to compete
Kano does not tell us how to make our product more appealing than the competitor’s product
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Problem framing Adapting and building on Ted Levitt’s total product model
@sehlhorst
Problem framing and characterization
Problem characterization – what do we have to build, for our customers to want to use our product?
Problem framing –what do we have to build, to make our product better than the competition?
Noriaki Kano’s Kano Analysis A theory of product development and customer satisfaction
Ted Levitt’s Total Product model Framework for defining product differentiation
@sehlhorst
Ted Levitt’s Total Product Concept
A generic product is equivalent in the eyes of customers to competitive products. There is no difference that matters to the customer. It is a commodity.
The expected product is a generic product plus all of a customer’s “good enough” expectations.
A product nobody complains about
Generic
Expected
https://hbr.org/1980/01/marketing-success-through-differentiation-of-anything
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Ted Levitt’s Total Product Model
An augmented product is one that has exceeded customer expectations.
The potential product is the “everything” the product could possibly be.
A product that excites people Generic
Expected
Augmented
Potential
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Being talked about (in a good way)
Ted Levitt’s Total Product Model
Not being talked about (at all)
Generic
Expected
Augmented
Potential
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Using Levitt’s model for product management
Not being talked about Generic & expected features
No one complains, no one praises
Nothing makes your product special
Being talked about Augmented & potential
People talk about why your product is better
http://tynerblain.com/blog/2013/08/01/whole-product-game/
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Ted Levitt’s Total Product Model
Generic
Expected
Augmented
Potential
@sehlhorst
Ted Levitt’s Total Product Model
Generic
Expected
Augmented
Potential
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Adapting the model to inform a roadmap
Table Stakes
Competitive Jockeying
Differentiation
Disruption
Generic
Expected
Augmented
Potential
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Table stakes
If your product does not (sufficiently) solve table stakes problems, your product will not be considered as a possible solution.
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Table stakes
If your product does not (sufficiently) solve table stakes problems, your product will not be considered as a possible solution.
You won’t get the opportunity to compete.
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Table stakes – calculator app
We have a shared understanding of what a calculator is – based on the single-purpose devices we’ve been using for over 100 years.
A calculator app needs to do all of the stuff a calculator can do.
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Competitive jockeying – calculator app
How do you compete against other calculator apps?
Make the user interface better.
Often users repeat similar calculations – make it easier for them
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Differentiator – calculator app
What if the user made a mistake early in a long series of calculations, and didn’t notice until she was done?
Give the user the ability to go back and change the mistake and the calculator automatically carries forward the changes.
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Disrupters
Powerwall (a giant battery) makes solar power work at night (2015)
Automatically configuring a custom Boeing 787 in under a minute on a laptop (vs. a man-week of engineering work) (2004)
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Disrupters – calculator app
How you do it – by redefining the nature of the problem being solved.
What you’ve done – changed the way customers think about the problem. Your competitors cannot compete any more, you’ve disrupted them.
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Thank you very much for your time today!
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Appendix Stuff I don’t expect to show but I have it just in case….
