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Figure 1
Word-of-mouth marketing is driving the acquisition Track Key Product Metrics and Monitor
3
of new customers in todays software market Product Usage
like never before. Such viral marketing is playing
an ever-increasing role in converting prospects There are numerous Web metrics that indicate
to customers. Embedding marketing elements product acceptability, growth and viral-loop-
into the product depends on the function of the effectiveness (see Figure 3). The first step is to
product and the target user community. With a define the key metrics that can help monitor the
financial accounting software product for small products business health. This list should include:
and medium-sized businesses (SMB), for example,
accountants and tax consultants would be included
Unique visitors, new vs. returning users, page
views, top regions, etc.
as part of its user community, whether they serve
Top referrers, net promoter score.
Sample Google Analytics Dashboard for Monitoring User Responses to
Product/Feature
Home Standard Reporting Custom Reporting
My Dashboard
Avg.
20,000 20,000 Country/Territory Visits Time on
Site
A
PRODUCT LINE A
Advocates Dev
Marketing forums
B
METRICS & MEASUREMENT
Figure 4
3
An effective approach to execute the above The Criticality of UI Design
strategy is to implement a staged, top-down
What most
methodology that identifies business objectives, people
maps key performance indicators (KPIs) that focus on Visual
effectively reflect such objectives, and prescribes during UI Design
measurement tools and methodologies to con- Interaction What good
tinuously track and monitor the social pulse of Design product
managers
stakeholders (see Figure 4). think
Information
Architecture about
Once the framework is ready, with KPIs and measure-
ments defined, appropriate tools can be integrated to
provide a social media dashboard for the product line. Conceptual
Design
Integrate UI Wire-Framing Skills into Figure 5
5
Product Management
There are two primary reasons why UI wire-framing Envision the Impact of Mobility, Connected
skills are becoming essential for product managers: 6
Devices and Evolving Screen Culture
Increasing adoption of Agile methodology for Rapid strides in technology coupled with changing
product development. millennial consumer behaviors reinforce the need
The greater influence of user interfaces in deter- for product managers to envision goods that
mining desired business outcomes or key perfor- meet future market requirements. Factors that
mances metrics used to evaluate business success. shape behavior patterns include:
A significant number of product development and
enhancement initiatives are already adopting Mobile penetration at a level beyond television.
Agile methods and the number of product orga- Growth in smart phones and mobile broadband.
nizations adopting Agile/Scrum frameworks is Growth in connected devices.
trending up. In the agile world of digital product Rapidly increasing use of tablets and other
development, long-winded market requirement interactive and intuitive screens that can
documents (MRDs) and product requirement connect to anything and everything.
document (PRDs) are dead; short lists of specs Evolving screen interaction touch, voice,
or user stories with wireframes, whiteboards gestures, etc.
and wikis are essential tools for recording and
refining requirements in the new digital age.
>> The impact of delivering an optimal solution
for such complex user interactions is dra-
Most product initiatives run like start-ups, with
matic; every product investment needs to
less focus on stringent process to allow for oper-
strike a balance in meeting the needs of its
ational agility.
user irrespective of the channel or the front-
In the new digital age, UI can dramatically end consumer.
influence key business metrics. Good examples
of that include an e-commerce marketplace or Envision Ecosystem Positioning and
7 Platform Play
a SaaS solution aimed at a global market that
features relatively limited training and change
Successful products in the new digital age evolve
management support.
into a platform of choice that can aggregate
Strong UI wire-framing capabilities (accessible to several services and solutions in the relevant
product managers) will greatly help in getting it ecosystem. Conventionally, product managers
right early and often (see Figure 5). This includes try to achieve this by adding and integrating
the following: complementary products and solutions in their
portfolio, leveraging network effects, and driving
Conceptual design. collaboration and participation from users, enter-
Interaction, flow and navigation design. prises, developer communities, students, domain
advocates and service providers. This is essential
Visual design, wire frames and mock-ups. to increase product reach and acceptance among
Functional prototypes. customer communities.
Usability testing and user feedback analysis.
Aproven method for continuously assessing A key aspect of product management is that it
social feedback and incorporating suggested combines several inward- and outward-looking
improvements in subsequent iterations. functions. Product management also spans the
Models to prioritize feature requirements help to product family lifecycle. It is therefore essential
objectively decide the scope of iterations and to that the product management function covers
select competing features given the limited time and everything. This includes ideation and concep-
resources available for development. Basic factors tualization, market research, business strategy,
to consider in this prioritization scheme include: competition analysis and technology assessment,
as well as requirements management, Agile devel-
User satisfaction with a product feature (or its opment methodologies, product introduction
absence). techniques, market entry strategies, marketing
Competitive product features. and business support functions. Such a broad
mandate requires product managers to collabo-
Importance of the business need. rate across functional teams and manage inputs
Prioritization and continuous improvement are from different stakeholders and ultimately, to be
essential to keep pace with buyer behavior and the single source of truth for the product.
CCESS REA
LIG
SU N
De-focus st
Under ve
UP
Harvest D i
Perform
RE
RT
SC
rvest Sunset
STA
Ha
UE
Sustain Distress
in es
t
a
iv
st
D
Su
Growth
Growth Crisis
DIVE
ST !
Market research & SaaS transformation Social media New market entry
product/feature strategies strategies strategy for products
comparative studies
Looking Ahead: The Product Managers Evolving business models; imagine anything-
Journey as-a-service, global sourcing and ecosystem-
based models.
For high-tech product companies, change is not
an end but a fresh beginning for a new chapter Changing consumer behaviors: on-the-go,
in product management. The key for product time-shifting, mobile and social.
managers is to apply the aforementioned best The product management function must reinvent
practices to ensure their companies stay relevant the art and science of product design, develop-
amid marketplace disruptions that are having a ment and distribution to ensure sustainable com-
profound impact on the way technology products petitive advantage in the networked world which
are conceived, built, sold, consumed and serviced. is rapidly becoming increasingly virtual, mobile,
Key considerations include: social and global. Ignoring these developments
could be detrimental to high-tech companies
Technology advancements in Internet, cloud
well-being over the short- and long-term.
and connected devices.
About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business
process services, dedicated to helping the worlds leading companies build stronger businesses. Headquar-
tered in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology inno-
vation, deep industry and business process expertise, and a global, collaborative workforce that embodies
the future of work. With over 100 development and delivery centers worldwide and approximately 255,800
employees as of September 30, 2016, Cognizant is a member of the NASDAQ-100, the S&P 500, the Forbes
Global 2000, and the Fortune 500 and is ranked among the top performing and fastest growing companies
in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant.
Copyright 2015, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is
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