 |
Comparing satisfaction ratings with competitive products is a good way to identify where your product is perceived as better or worse.
|
53 |
 |
…customer needs and benefits should be precisely defined – and it is the job of the product team, not the customers, to define them.
|
58 |
 |
…it is possible – and actually essential to successful innovation – for product teams to create a detailed and precise definition of their problem space.
|
58 |
 |
A good product is designed with focus on the set of needs that are important and that make sense to address together.
|
67 |
 |
For each benefit in your product value proposition, you want to brainstorm as a team to come up with as many feature ideas as you can for how your product could deliver that benefit.
|
77 |
 |
The longer you work on a product without getting customer feedback, the more you risk a major disconnect that subsequently requires significant rework.
|
80 |
 |
Good product teams strive to come up with ideas… that create high customer value for low effort.
|
83 |
 |
When developing a new product, a redesigned product, or a new feature, qualitative product tests are the most valuable way to assess and improve your product-market fit.
|
99 |
 |
…a team who has this set of four essential skills – product management, interaction design, visual design, and front-end development – the ‘A-Team.’
|
141 |
 |
When you are so close to your product, it is difficult – often impossible – to perceive it as a new customer does.
|
143 |
