As product managers we understand the importance of knowing what our customers want to buy, but how do we gain this knowledge.
Some common ways to gain this knowledge involve including metrics. For example, give your customer a survey of questions and capture the responses analytically or solicit feedback from your sales team and track support issues. All of these methods can result in percentages, graphs and ‘proof’ for or against an option we are considering. But what does this really achieve?
In some organizations it is the proof we need to win a political battle (sigh). In other organizations it can ultimately sway a business case in our favor (even if it shouldn’t). However – do these methods mean we really know what our customers want? I don’t think it does.
I am not against the tools discussed above, but the metrics are worthless if you don’t really know your customer. You MUST be in front of the customer – A LOT! While sometimes we have the luxury of capturing metrics to support our choices, often we need to have an understanding of our customers to make decisions quickly (and be right). So what is an effective method for getting in front of the customer and gaining this knowledge? One way I have found successful is the Product Roadmap. Get your bags packed (or your webex fired up) – and support your sales team in person. Here how it can help.
The roadmap should communicate the following:
1. Product History: Where the product has been (good and bad – earn respect by not ignoring your mistakes – of course no need to dwell either).
2. Product’s Immediate Future: Communicate what advances the customer will see soon and most importantly and the rational for why they are included now (maybe architecturally you couldn’t until now or that new market needs have emerged that need to be addressed). Articulate how you have listened to your customers and made changes based on what you have learned.
3. Long Term Vision: What the direction of the product will be 12 – 24 months down the line. Customer’s want a partner and feel they are part of your future. Share the vision but don’t lock it in stone – allow the customer the opportunity to help mold the future.
Show passion when you deliver the roadmap but also listen to what the customer says. As a PM, your job on a sales call is not to close the deal. It is to build rapport with the customer and ensure them they have a voice. If you do that well, then you get the knowledge you need and typically the sales team can close the deal. Don’t be afraid of the customers that are upset, they typically just want to be heard – so listen. Bill Gates once said, “Your most unhappy customers are your greatest source of learning.”
Roadmaps can lead to user groups of customers, customer advisory councils, as well as opportunities to be in front of your sales team and let them know you are there for them. So get out there and enjoy.
Side Note: Some companies let their legal staff basically kill the value of the roadmap by restricting what and how you can discuss features for fear of destroying revenue recognition. This is silly – so do what you can to keep this from happening (I feel another blog topic coming on – do you?).
