How I Set Up and Sold a Product Using Unbounce, Wufoo and Chargify. How I Set Up and Sold a Product Using Unbounce, Wufoo and Chargify I’m going to show you how I concepted and built not one, but two recurring revenue products in one evening using Unbounce, Wufoo and Chargify – and I never wrote a single line of code.
And the results were unreal.I am not a programmer. I wish I was, but I took a different path after engineering school and went more into the marketing side. The Seven Principles You Need to Know to Build a Great Social Product. Social products are an interesting bird.
For even the most experienced product designer, social products prove an elusive lover. While there are many obvious truths in social products, there are also alot of ways to design them poorly. Especially when you are deep in the moment making pixel-level decisions trying to remember what’s important, things may not be so clear. The only magic I’ve found in designing compelling social products that have the best shot at breaking through the noise and capturing people’s time and money is in being extremely clear on how your social product meets a few key design principles. 1. This isn’t touchy feely stuff. To successfully use the fleeting moments you have, you need to orchestrate everything under your control to work together seamlessly under a single brand with a single reason for existence. 2. It’s not always obvious upfront what should be your best in the world focus and enshrining the wrong thing can be a problem. 3. 4.
Why Products Suck (And How To Make Them Suck Less) Editor’s note: The following guest post is written by David Barrett, CEO and founder of Expensify, whose tagline is “Expense reports that don’t suck.”
Now, you might think that making a product that isn’t terrible should be so obvious to every company on the planet as to almost be nonsensical. Indeed, who would ever advocate building a product that sucks? But the fact is: many products do suck. How can something so obviously important and universally recognized by so infrequently accomplished? It’s a surprisingly complex question. 1. I love the movie Twelve Angry Men. Unfortunately, your team isn’t a jury. Suggestion: Convey to your team and the world that not sucking is your primary goal. 2. There’s that old saying “Nobody ever got fired for buying IBM”. Suggestion – Be slow to hire, and quick to fire. Amazon, start with the customer and work backwards. This article is about the Amazon Product Development Process: Start with the Customer, and Work Backwards.
Amazon is a company that is absolutely customer obsessed — from the top-down. It’s been able to build a culture with the customer at the center, because its processes, technology, and the general worldview of its employees are centered right on the customer. The Amazon.com Core Values The Amazon Core Values, for example, are not just a list of rote phrases the people forget after they are tacked-up on the wall: they are hard-core in every Amazonian. Specifically, the Amazon Core Values are: What does a product manager do? How to bring a product to market, Part 2 — after product/market fit. Nivi · January 12th, 2010 “Where the #@!
*% is Part 2?” That’s what I’ve been hearing since we published Part 1 of our rare interview with Sean Ellis. Here’s part 2. In Part 1, Sean discussed what you do before product/market fit: how to get there, how to measure it, and how to survey your users so you can improve fit. In Part 2, he explains what you do after fit: optimizing your positioning, implementing a business model, and optimizing your funnel — all so you’re prepared to acquire users quickly and profitably. If you don’t know Sean from his blog or tweets, he lead marketing from launch to IPO filing at LogMeIn and Uproar. This is the first time Sean has done an interview on the record. SlideShare: How to bring a product to market, Part 2 Audio: Interview with chapters (for iPod, iPhone, iTunes) Audio: Interview without chapters (MP3, works anywhere) Transcript with highlights: Below This inteview is free — thanks to KISSmetrics Prerequisites Outline.
Customer-centric product development. The days of waterfall product development planning are over (unless you work at Microsoft).
Meaning that formal product requirement planning documents, formal specs, development plans etc. all packaged in a linear planning sequence (which make for 12-18 month shipping cycles) are gone the way of the Dodo bird. However, that doesn't mean that you don't do strategic planning around what you develop and why you are spending effort on a feature. Resource allocation in startups is typically a lot easier than in established, large organizations. Of course, deciding on what to build in startups doesn't give your organization a lot of room for error. One wrong step or a series of wrong bets can cost you the fast mover advantage which is so key when growing market share. As long as you have specific priorities, then your functionality requirements are generally very clear.