Federico Simionato

Garbage metrics: the case against NPS 👀 w/Noam Segal Tune in to our new episode to hear Noam Segal, a UX leader with experience at companies like Airbnb, Intercom, Wealthfront, X, and Meta, explain why NPS is a flawed metric and why companies should stop using it. 🔎 In his talk with Tina, Noam explains the issues with NPS from a survey science perspective and suggests better alternatives for measuring customer satisfaction and engagement. Find a short summary of his opinions on NPS in the video below 📽️, and go listen to the full episode to learn the reasons behind it! 🎧 Spotify:  https://lnkd.in/dEZPdfCj 🎧 Apple: https://lnkd.in/dg6Wm64V

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How much impact has your product team had? 🤷‍♂️ That’s a surprisingly tricky question to answer. Sure, AB tests are great … … assuming you’ve got the traffic ... ... and you’re measuring a single feature. But AB tests aren’t great for measuring performance across multiple initiatives or several teams. AB test results do NOT stack up. • 5x 2% uplift in AB tests does not lead to a 10% increase overall. • Double counting is difficult to exclude. So how to we attribute product impact? Some thoughts below, but first: • Why do you need to know? • What decisions will this inform? It’s easy to get sucked into a laborious process of attribution seeking the Truth. In most cases, an approximation will do. Seeking a perfect answer vs. a "good enough" answer is busywork. 𝟱 𝗟𝗘𝗩𝗘𝗟𝗦 𝗢𝗙 𝗔𝗧𝗧𝗥𝗜𝗕𝗨𝗧𝗜𝗢𝗡 Ideally you build up analysis linking leading product metrics in your control to lagging business critical metrics like revenue. This is done in stages: 𝟭 - 𝗩𝗜𝗕𝗘𝗦 You don’t attribute. “It’s a team sport, who cares?” If you’re very early stage and things are going well, do you even need to attribute? 𝟮 - 𝗡𝗔𝗥𝗥𝗔𝗧𝗜𝗩𝗘 You can describe the mechanism, but not put numbers to it. “Commenting drives retention, retention drives revenue” 𝟯 - 𝗠𝗘𝗧𝗥𝗜𝗖𝗦 You have a driver tree with specific metrics, but you don’t know how much moving one moves another. “# comments a day drives D30 retention. D30 retention drives revenue per active user” 𝟰 - 𝗖𝗢𝗥𝗥𝗘𝗟𝗔𝗧𝗜𝗢𝗡 Most companies aim here. You know the link between your metrics. “10% increase in comments a day equals 3% increase in D30 retention, and 2% increase in revenue per active user” 𝟱 - 𝗛𝗢𝗟𝗗 𝗢𝗨𝗧 𝗚𝗥𝗢𝗨𝗣 You hold back all features from a subset of users for several months. (Like a prolonged AB test) This is very expensive, but very rigorous. 𝗚𝗘𝗡𝗘𝗥𝗔𝗟 𝗧𝗜𝗣𝗦 • Work with an analyst / the CFO to come up with a simple model that everyone can buy into. • It's more important to have political buy-in than an absolutely scientifically correct answer. • Standardise the baseline so you can compare across teams and initiatives (e.g. last year’s actual revenue / traffic) • Be conscious of when you’ll actually release features, and how many months contribution they’ll deliver this year. Often shipping something in Q1 means you'll see impact from Q2. • Agree how you'll count future years. Product changes are often small but permanent, affecting all future revenue. More on different types of quantitative testing here on Hustle Badger: https://lnkd.in/eSaJ9jt8

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🎙️ Ep. 228 of the Sofeast podcast is LIVE! 🚨 "3 “Must-Follow” Product Design Optimizations & Best Practices" Listen HERE 👉 https://lnkd.in/eywftZvr Sofeast's podcast host Adrian and Paul Adams senior engineer and head of new product development, spill the beans on 3 key product design optimizations and best practices that it pays to follow to have a successful product launch, namely: ✅ How to optimize the design for cost, size, and weight? ✅ What are the best practices for PCB design and layout? ✅ How to ensure the product’s functionality and reliability? #manufacturing #podcast #newproductlaunch #productdesign #designforx #pcb #pcbdesign #producttesting

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✨A Product Marketer’s Guide to Analyst Relations by Elena Hutchison✨ Many product marketers, particularly in smaller startups, may suddenly find themselves owning Analyst Relations at some point in their careers. If this is your situation, don’t panic. In fact, looking at this as a big opportunity: managed well, AR can offer a profound strategic impact on your business, and doing AR well has a way of naturally upping your PMM game at the same time. In this in-depth article, Elena Hutchison, the founder of Up/Right Analyst Relations, helps product marketers who are new to Analyst Relations get up to speed. *LINK in the comment* #productmarketing #analystrelations #b2bmarketers #pmm #AR

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App store ratings are one of the number one factors users consider when downloading a mobile app. You can boost those ratings by offering a rating-style survey encouraging users to leave a review in real-time. Watch our Senior Product Designer, Sam S., show you how to create a mobile survey without code.

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Tired of vanity metrics? Time to measure your PLG success like a pro! Forget downloads and signups that don't tell the real story. In the world of product-led growth (PLG), understanding user behavior is key. This post dives deep into actionable metrics across the entire user journey, from initial awareness to loyal advocacy. (Think AAARRR: Awareness, Acquisition, Activation, Revenue, Retention, Referral). Dezy It, Inc. #productledgrowth #PLG #metrics #growthhacking #startups #dezyit #growthsprint

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Navigating Budget Constraints in App Development 💡 Developing an app is super exciting, but budget constraints can often feel like a huge hurdle. Here are some smart strategies to keep your project on track without breaking the bank: 1️⃣ Prioritize Features: Figure out the must-have features for your app and focus on those first. Nail down the essentials before adding any extras. #AppDevelopment #Budgeting 2️⃣ Go Cross-Platform: Why build separately for iOS and Android when you can use cross-platform tools like Flutter? Save time and money, and reach more users faster. #TechTips #Startup 3️⃣ Outsource Smartly: Think about outsourcing specific tasks to freelancers or agencies. It can be way more cost-effective than hiring full-time staff, especially for specialized jobs. 4️⃣ Test and Get Feedback Continuously: Adopt an iterative development process with regular testing and feedback. Catch issues early on and avoid expensive fixes later. 5️⃣ Leverage Cloud Services: Use cloud services for a scalable and cost-effective infrastructure. Platforms like AWS and Azure have flexible pricing models that grow with your app. By using these strategies, you can tackle budget constraints head-on and bring your app vision to life without compromising on quality. #CostEfficiency #AppDevelopment #TechInnovation Have questions or need help with your app development project? Contact us at http://www.appschedio.com, or call us at 7741919844.

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Peter Yang, a leading product expert, offered this simple 3-step framework to conquer the product design cycle. Yang has been a product manager for Twitter, Twitch, and Reddit, and is now Product Lead at Roblox. While speaking at Figma’s Config 2024 conference, he revealed that the key to his strategy revolves around these three steps: 𝟭) 𝗪𝗮𝘁𝗰𝗵 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀 𝘀𝘁𝗿𝘂𝗴𝗴𝗹𝗲! This can be done through UX interviews, direct feedback, or cursor tracking. By observing where users encounter difficulties in real-time, you gain invaluable insights into the user experience. 𝟮) 𝗞𝗲𝗲𝗽 𝗮 𝗳𝗿𝗶𝗰𝘁𝗶𝗼𝗻 𝗹𝗼𝗴 This step is especially important from a new user’s perspective—they often won’t voice their frustrations but will simply leave. Maintaining a log of these friction points allows you to determine over time what the worst issues are, helping prioritize areas for improvement. 𝟯) 𝗢𝗯𝘀𝗲𝗿𝘃𝗲 𝗵𝗼𝘄 𝘂𝘀𝗲𝗿𝘀 "𝗵𝗮𝗰𝗸" 𝘆𝗼𝘂𝗿 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 If customers are using your product in unintended ways, this signals an opportunity. You can either design support for this unexpected functionality or change the design to lead users down the correct path. Implementing Yang’s framework might just elevate your product design. Try these steps in your next project and see your user satisfaction soar! #ProductDesign #UserExperience #Innovation

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A simple roadmap wielded badly can wreak untold havoc on a startup. Yet founders keep asking for them, even when they're not ready for them. Why? Because they're actually asking for 3 things: 🚦Visibility Development is a creative process, and what good code looks like depends on the context. That makes it hard for a founder whose largest cash burn goes straight to the dev team. There's always a question of "Am I getting my money's worth?". Code quality is difficult to gauge. But everyone understands a progress bar. A Gantt chart is just a bunch of progress bars on a time axis with dependencies mapped out. A founder needs to know that the progress bar percentage is increasing at an adequate rate. If it's not, why not? Creating the space to have that conversation (via a roadmap or not) is crucial. 🔭Predictability There's a reason everyone wants dates on features: money. In a B2B context, you might have customers that have been promised a specific feature as part of a contract, or prospects who will close only if a specific usecase is met. This happens more often than anyone is comfortable with. In a both B2B and B2C contexts, the release of a blockbuster feature is an opportunity to amp up marketing, create hype, and highlight your differentiators. A big feature release is a full-team effort. So it comes as no surprise that founders keep asking for dates. Some Product Managers have religion around whether your roadmap should include dates or not. My answer: do what works. ♟️Scenario Planning Tradeoff pain to Product Management is what getting punched in the face is to a boxer. It happens everyday, it's part of the job, it still kind of hurts a bit. And like a boxer, you've forgotten what it feels like to not be getting punched in the face. You live with it. That's not true for everyone, particularly a first-time founder feeling that the stakes are high. Some founders lean more on intuition, other more on data, but all have one thing in common: they're going to want to see what their options are before making a decision. The roadmap ask here is intended to help suss out what the tradeoffs are of changing priority. What that approach misses is that scope itself is variable. In other words, the progress bar can be made longer or shorter as well. Roadmaps used well will provide the 3 asks above, which is why 'I need a roadmap' is convenient shorthand. But if your stakeholders are not ready for a roadmap yet, providing your founder with Visibility, Predictability, and Scenario Planning should cover your bases. Read this post and more on my Typeshare Social Blog: https://lnkd.in/dWjjVtsT

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I use a pretty simple 4-part framework for finding Product Market Fit. Nothing can make finding PMF easy, but this structure helps me break it down. Achieving PMF* means solving 4 questions: 1. What problem are we solving? (For the customer, for our business) 2. How are we solving it? 3. What is our market? (who is the customer, and is it big enough) 4. What is our GTM strategy? (Repeatable, scalable growth engine) Using that, we can build a table with four rows, one for each of these questions. We can then add a column for our hypotheses. This is what we think the answer is, based on what we know now (which might be nothing more than a guess). Now, for each of these hypotheses, there’s an underpinning set of assumptions that need to be true in order for the hypothesis to be true*. These assumptions might be about user behavior (“people are willing to buy [x] online”), internal execution (“we’re actually able to do [x]”), performance (“users convert at [x%]”), or spend (“customers pay at least $x”)*. We can then sort these assumptions into two sets: “Probably true” and “Not validated”. Our task is to open up our toolkit — e.g. user interviews, surveys, card sorting, data analysis, modeling, user testing with design prototypes, painted door tests, A/B tests, Pilots, etc. — and find the cheapest & fastest way we can move these assumptions into the “Probably true” column. At some point, we’re going to run into assumptions that prove to be probably NOT true. That’s when we need to go back and iterate on the hypotheses, and restart this entire exercise, with new assumptions born out of the new hypotheses that need to be moved from “Not validated” —> “Probably true”. As you get more experienced, you’ll get faster at 1) spotting the assumptions that are most likely to be wrong, 2) identifying the right tool for the job of testing that assumption, and 3) coming up with hypotheses that are more likely to be right. None of this is easy* and it’s not quick. But I’ve found this way of structuring things to help me not get overwhelmed by the complexity of going 0 → 1, and more quickly get focus on what to do next. I hope it helps you, too. —————— *If you’re interested in reading the footnotes as well as my work-in-progress thoughts (today: r/ProductManagement as a reminder of what Product is like for many people), sign up for my free newsletter: https://lnkd.in/g44P3_rB

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4x real decks that landed CPO / VP Product roles Most senior interviews in product involve a presentation round. You'll get asked to talk through some combination of: • A big win you delivered for a previous company • What your high level strategy for the new company is • How you build a high performance organization We've collected up 4 *real* case studies that landed real roles. They've been refined over the years through * Repeated presentation * Learning from others * Observing presentation rounds themselves These are full decks, put together by product leaders, that got job offers. Check them out here - https://lnkd.in/eS6NnZdw

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According to Marty Cagan European companies are "addicted to process", which is a big barrier for doing proper product work. Here are some key points from Marty's talk that I personally found important: (1) Marty believes that real product work is about solving customer problems. The main negative character in Marty's world is feature teams—teams that just implement features following a roadmap someone else wrote, instead of engaging in product discovery. – You don’t want to be a feature team, do you? – Marty asks. According to him, teams should be actively searching for answers to questions like: → What problem should we be trying to solve? → How can we solve this problem? If you're just developing something, you’re not a product manager but a project manager at best, and you don't belong in the profession. In delivery, Marty values speed (in the spirit of CI/CD); he doesn’t see anything else as valuable or interesting. "Think about time to money, not time to market." (2) Marty strongly advocates for autonomous cross-functional teams that can quickly experiment with solutions to discovered problems. He believes that everyone on the team, including engineers, should be involved in product work. "We don’t hire great engineers to tell them what to do, we hire great engineers so they can show us what’s possible". (3) Marty views processes and frameworks as the main enemies of product thinking because they replace analysis and critical thinking. This is especially true for Agile; while the original principles are good, the way they're often implemented in practice tends to be just mindlessly following a prescribed process. (4) Instead of frameworks, Marty suggests a set of "first principles of product model", which you can interpret and practice to the extent of your understanding and talent. These principles are shown in a picture. (5) Lead with context, not control. To elaborate on this point, Marty shares a story of a product leader at Netflix. When his team started doing something weird, his first instinct was to fire everyone. But then he remembered that Netflix fires anyone whose performance is even slightly below "exceptional" every year. Then he realised that if a smart product person does something strange, it means he, as a leader, dropped the ball and didn't provide some crucial part of the context. So, he went to figure out what critical piece of knowledge the team was missing.

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Delivery Hero currently has a market cap of about $6.5 billion with a revenue multiple hovering around 0.5. If we compare this with its direct competitors or international players in the same space, Delivery Hero seems extremely undervalued right now. They made nearly $11 billion in total revenue in 2023, up 20 percent YoY from $9.2 billion in 2022. Here are some examples. 1/ Jahez, which Delivery Hero directly competes with, in Saudi, made $476 million in revenue in 2023, up 11.4 percent YoY. It currently has a market cap of $1.3 billion with the revenue multiple at ~2.8. (It has btw lost almost 50 percent of its value from its peak in March earlier this year, more on that soon). 2/ Doordash brought $8.36 billion in revenue in 2023, growing 27 percent YoY. It currently has a market cap of ~$46 billion. Revenue multiple is around 5.5. 3/ Zomato which has become the biggest internet company of India made $1.45 billion revenue in 2023 (calendar year), up 54 percent YoY. Its market cap is at $23 billion, with revenue multiple at 17. Doordash and Zomato are obv. in different geographies with so many other things at play. Jahez has been profitable for years now. Zomato also turned its first quarterly profit last year. Delivery Hero, on the other hand, has been making huge losses at the group level. It made a net loss of over $2.5 billion in 2023. Adjusted EBITDA was about $280 million and expected to grow three times in 2024. The company has been profitable in some of its markets with with the Middle East & North Africa (including) Turkey as one of its best-performing regions. Both in terms of profits and growth. There's also another way to look at it. Instead of comparing DH with international players or local competitors, we ungroup it. For example, if Delivery Hero Saudi (which is basically HungerStation) was an independent firm, it could have a market cap of $2.3 billion, based on 2023 revenue and using Jahez's revenue multiple (as a proxy). Let's take this a step further. Delivery Hero MENA made nearly $3 billion in revenue in 2023 (excluding dark store sales), up 26 percent YoY. If we use the same Jahez multiple as a proxy, Delivery Hero MENA alone should be worth $8.4 billion (which is more than the group's actual current market cap). The biggest risk it faces though is increasing competition from the local players. Jahez, for example, has been eating its share in Saudi, and could do the same in the rest of the region. The local players in other markets could also replicate that and there are also threats of other international large players like Meituan entering DH markets. But even with all those risks, Delivery Hero, with the track record it has, seems extremely undervalued. PS. This is not investment advice. PPS/Update. Yadgar has added a lot more context on what's going on with Delivery Hero in different markets in the comments below.

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Experiencing product framework overload? Here is why frameworks are so popular in product development: When you have high context dependency, you have a couple options: 1. Head-nodding general statements like "just stay focused on customers" that apply everywhere. You can never go wrong with these as by definition they apply everywhere. This happens when you look at teams that do good work and try to capture commonalities. 2. Stories from specific companies—very helpful for understanding how certain principles manifest in context, but often missing an explicit understanding of the context (history, reality on the ground, etc.) In many ways, by being *super contextual*—they're stories—you fall into the reverse trap as #1. Humans are suckers for narratives. We love stories. 3. Case studies. Case studies are more detailed than #2 and bring in some analysis of the relevant context etc. In an ideal world, we'd have super detailed case studies from across the industry. But they are harder to develop than #2, and many that exist fail to balance the insider bias. Plus, it is rare to have a case study from your exact industry, company stage, company culture, etc. 4. Context-free frameworks that encapsulate knowledge (tactic and explicit), heuristics, patterns, categories, etc. These frameworks are typically created by someone who looks at the messy reality of doing the thing, and does their best to find a "model" that somehow captures the essence of the thing. Context-free frameworks are purposefully simplified, and like all models they are wrong, but hopefully useful. The reason that frameworks are so popular is that: A. They are more actionable than #1 B. They apply in more contexts than #2 and #3 C. They capture knowledge/patterns from people who are experienced D. Let's be honest, it is pretty easy to develop a framework—much easier than writing case studies, etc. Anyway. I've been reading lately a number of posts expressing framework overload. A helpful thing to keep in mind is that this is a byproduct of working in a domain that has high context dependency. Frameworks aren't ideal, but they also aren't terrible. The problem, I think, is that frameworks themselves often don't contain caveats, warning labels, etc.

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Early UX mistakes can jeopardize your ability to develop a strong PLG motion. Over the last five years, I have been asked to give feedback to 40+ B2B SaaS businesses optimizing their self-service motion. These were the three most common design challenges that create unnecessary friction for new users: 1️⃣ Curse of Knowledge: designing for expert users who understand the domain well. This happens when designers develop expertise in the domain after many interviews with expert users. The resulting designs are often plagued with industry jargon. Designers forget that new users must be educated and motivated to use the product. Users are often onboarded onto complicated workflows that they struggle to master or understand the value of. Make sure to test extensively on novice users. 2️⃣ Incorrect Chunking and Sequencing: users are expected to complete multiple tasks or decisions in a single view. The result is an overwhelming menu that looks like a tax form. One lifecycle management platform asked its users to decide the goal, the target, the timing, the delivery method, the design, and the marketing copy for the campaign in a single view. Overwhelmed users complained that after one year of usage, they still felt intimidated when they opened the page. After the view was broken into five separate steps, the same users reported that they achieved mastery of campaign creation after just one or two uses. 3️⃣ Lack of feedback / next step: users do not receive feedback on their tasks or decisions, and it is unclear what steps they should follow. If there is a workflow or a happy path for the product, you must help users discover it. If they are making complex decisions that lead to anxiety, you should give them feedback. This might be a simple green checkmark when an element of a form is correctly entered or a complete diagnostic view for a correctly integrated API. Reward your users for a job well done with peace of mind. #productdesign #ux #plg

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Investing in relationships 🤝 Love this from Andre Albuquerque! Everything will get better, whether in a development team or any other team if time is taken to build actual relationships. Ebi Atawodi, Director of Product Management for the Creator Experience at YouTube, shared a great tip on Lenny Rachitsky's podcast on building relationships by asking a simple question. Do you know your EM's birthday? It's the day they showed up in the world, it's their most important day. What about their work anniversary? Why did they choose to work in tech? Get personal! The very best teams we've seen take time to bond with each other and it shows in their work. 🚀 #producttreams #techteams #teamsynergy #productmanagement #softwaredevelopment

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