Every project is driven by three primary criteria: scope, timeline, and budget. The key to bringing an effective digital product to market is to prioritize these requirements by aligning business goals and user needs, ultimately delivering an effective experience from day one.
Take your digital product further
It’s easy to identify a comprehensive wish list of scope requests and technical requirements that on their own check off a feature list, but these requirements won’t drive users to actions that deliver effective results for your organization.
An effective product strategy hones in on those key user behaviors that lead to positive action, serving both your organization as well as user needs, emotions, and motivations. It’s meeting these criteria that helps you bring an effective digital product to market as quickly as possible, or to shape your existing product in more immediate and effective ways. All with the analytics and behavioral tracking in place to validate, measure, and improve our collective efforts on an ongoing basis.
We accomplish this together by first exploring the key value we can deliver for the organization and the product users. This allows us to define an experience and service delivery approach that we can accomplish together within an effective timeline and budget framework, including planning for all the technical requirements necessary to get to market.
In order to accomplish this, we recommend first focusing on core differentiators to reduce cost, risk, and time to market. We get specific about this so we can key in on the best opportunities for success, and make specific recommendations on how you proceed to market as effectively as possible.
Getting to market as effectively as possible
We’ve discussed the concept of defining experience as a prerequisite to understanding effective digital feature requirements. Part of the experience design process is getting aligned on consumer expectations, goals, and your customer’s typical behaviour.
There are two significant aspects of managing a project which increases risk for the business:
- Holding off on shipping in order to add new features.
- Adding process, flows, and requirements which necessitate your users change their current behaviour.
Compounding both of these can have a dramatic increase in risk as described in our The Experience Makes the Product, Not the Feature (UX Mag)article.
The longer you wait to get your product in the hands of users, the longer it takes to validate assumptions and learn more about what really matters to your market. This delay in learning means you may end up designing and developing aspects of the product that are unnecessary, or contradictory to user expectations.
Additionally, the more features your product sports, the more complicated the interface is to navigate, making it more difficult for users to understand and engage with the product. Accommodating the design, development, testing, and maintenance of each feature also adds costs to the project.
Most importantly, requiring that a user change their current, entrenched behaviour to accommodate new platforms, processes, and alternatives to their current systems and tools presents further challenges. In particular, the task of defining a persuasive system that articulates the value of new behaviour is more challenging than working within existing behavioural patterns.
As such, in order to get to market as effectively as possible, we want to reduce effort without customer feedback, align the product to existing behaviour where possible, and keep the interface as focused as possible so the key benefits of the product can shine.
That’s effective product strategy.
Are you ready to leverage digital transformation consulting to improve customer experience and service delivery?