I’m writing about one hundred things I’ve learned as a product manager.
If you lived in the UK or US at the time, you may remember the Apple adverts from a years ago gently mocking their competitor, Microsoft:
I’ve learned that it’s perfectly fine not to pick a side.
Some people say that a change is as good as a rest. They’ve probably never had to change an organisation’s product culture, though. For July’s ProductTank London, Marc Abraham (@MAA1) brought us three experts in making change happen.
- Derek Morrison (@allaboutproduct), Group Product Manager at Tesco
- Sally Foote (@sallyfoote), Digital Product Consultant, Founder of FEB Digital
- Craig Strong (@craigstrong), Director Global Product Development Lifecycle at Pearson
end of life /ɛ́nd ə́v lájf/ v. To discontinue, drop, put out of misery, send to sleep with the fishes, take round the back and shoot, go the way of the Norwegian Blue
Product managers are full of contradictions: if we’re not busting a gut to launch something, we’re trying to kill our older products off.
How much would you invest to prevent a mass customer exodus? Everything Everywhere, the merged T-Mobile / Orange behemoth, was happy to spend £150 per customer to shore up its customer base following the post-merger restructuring.
What did it gain? A reduction in monthly churn from 1.7% to 1.3%, significant given their customers number well into the millions, plus an additional 300,000 customers locked into long-term contracts in place of short-term pre-pay contracts.