As I reflect on my years of product management work—and flip through all those books on building successful products—I can’t help but feel like a few pages got left out. Sure, the books are packed with tools and frameworks, but some of the best lessons? They come from real-world experience and the occasional curveball life throws your way. Unfortunately, those don’t always make the final edit. So, in this blog, I’m going to fill in a few of those gaps by sharing three key mantras that you won’t find in the typical "how-to" guides.
No need to keep you in suspense—let’s dive right in! Here are the three mantras:
1) Design for first sales contact not last
2) Design for renewals new logos and finally
3) Design for experience not functionality.
Before we delve into their meaning, let’s first clarify what they are: these are "mantras" for product "design". I’ve deliberately chosen the term "design" instead of development or build to emphasize that these principles are most effective when applied during the design phase of your product. If you’re already past that stage, these mantras might encourage a return to the drawing board—something that could very well be worthwhile. It's also important to note that we are not discussing product strategy or go-to-market plans here. This is solely about the design process: once you've identified the market need, completed the business requirements, and are ready to begin creating the actual product.
The second word I’d like to highlight is "mantra." While the term carries deep spiritual significance—far beyond the scope of this blog—an oversimplified yet apt interpretation would be "a tool for the mind." And this, I believe, perfectly captures what I aim to convey. These three principles are, in essence, tools for the mind. They are concepts to keep at the forefront of your thoughts, to focus on entirely, and to continually measure against as you design your product.
Now, the mantras themselves:
1) Design for the First Sales Contact, Not the Last
Many products are designed in a vacuum, assuming that a traditional sales cycle will naturally lead to revenue generation. However, today’s buyers of software products and services are bombarded with options, and their time to engage with each one is limited. While a good advertisement may help, the industry's direction is shifting towards Product-Led Growth (PLG). This approach focuses on making the sale at the first contact, rather than waiting for a lengthy sales cycle to conclude with a signed purchase order.
PLG strategies today generally fall into two categories:
a) Simplify your product or break it into SKUs: This allows the smallest SKU to be purchased with a simple card swipe. While this seems straightforward, it often isn't enough. Customers frequently have little motivation to swipe their card for your product versus the many others available. They may have seen your product’s features, but without deeper engagement, they haven’t invested enough to commit to a purchase.
b) Provide a sandbox for customer trials: This approach lets users play around with a limited version of the product. While some customers, especially developers, might enjoy this, you often end up attracting users who aren't the ultimate decision-makers. In these cases, the true essence of PLG—engaging the buyer—is lost.
So, how do you apply this mantra effectively? Start by considering the buyer persona and the closest persona who might want to explore your product. Then, design the PLG experience for that persona. You don’t need to offer a complete implementation right away, but provide enough for them to feel the following:
a) Simplicity with a promise of quantified benefits: The experience should demonstrate that your product is easy to use, and the potential benefits are not just quantifiable but are already being quantified.
b) Partial implementation during the trial: While the user is exploring your product, they should feel like they’ve already made progress—half of the work is done. The benefits have been quantified, and it’s now just a matter of completing the transaction to fully realize those benefits.
c) A safety net for discontinuation with benefits that they can keep: Make it clear that there’s an easy way out if they decide not to continue. This reassurance reduces risk and encourages them to take the initial plunge. But leave them with some realized or soon realizable benefits that keep they think about and want your product.
In my view, this is what it means to design for the first sales contact, not the last. By focusing on creating an experience that engages the buyer from the outset, you are setting the stage for a smoother, faster, and more compelling path to purchase.
2) Design for Renewals, Not Just New Logos
Sure, we all love new logos—they bring fresh revenue and open doors for potential expansion. But that’s a sales objective, not a product one. When it comes to product design, the mantra should be to focus on renewals rather than chasing new logos even while building a new product or feature. Here's why:
If you design primarily for new customers, the temptation is to pack the product with flashy new features, hoping to impress. This can often result in a bloated product that’s difficult to understand, challenging to implement, and a headache to maintain. While it might catch attention initially, the long-term customer experience often suffers. On the other hand, designing with renewals in mind helps you create a product that’s simple, intuitive, and valuable over the long haul.
Here’s how this mindset can work:
a) Keep it simple: Prioritize ease of use over a laundry list of features. It’s tempting to throw in every bell and whistle, but customers appreciate products that are straightforward and solve their problems without overwhelming complexity.
b) Short implementation cycles: Focus on reducing implementation time by automating as much as possible behind the scenes. A smooth, quick setup experience means less frustration for the customer, leading to greater satisfaction from the outset.
c) Ongoing value communication: Continuously showcase the value your product delivers—not just to the users, but also to the decision-makers responsible for renewals. They need to see clear, ongoing benefits from the product to justify sticking with it year after year.
d) Make your product "sticky": A well-designed, easy-to-use product creates loyalty. Customers don’t want to switch—even if there are slightly cheaper options—if your product is serving its purpose well and isn't causing headaches during implementation or maintenance.
By designing for renewals, you ensure your product remains loved and indispensable. New logos are great and guaranteed with such design, but when customers feel that your product continually provides value with minimal friction, renewal becomes almost a guarantee. This is how you build lasting relationships with clients and create a product that isn’t just sold once—it’s sold over and over again through customer loyalty. Your existing customers will spread word of mouth that will help you get your new logos.
3) Design for Experience, Not Just Functionality
This concept could easily stand on its own blog, but let's break it down simply here. Your users aren’t just workers—they’re people with emotions, goals, and lives outside of their day jobs. They want to feel good about their work, and then go home to their family and friends with a sense of accomplishment. You can design a product that merely gets the job done, or you can create something that makes the experience enjoyable.
Here’s how you can approach this:
a) Think beyond function: It’s not enough for your product to just work—it needs to be a joy to use. Whether it’s a simple form or a complex workflow, your design should enhance the user’s experience. Focus on elements like layout, colors, and ease of interaction. Even the most mundane tasks can be improved with thoughtful design.
b) Empower the user: Help your users feel a sense of achievement in their day-to-day tasks. For example, if they’re filling out forms, design it in a way that makes them feel productive—whether it's by tracking progress, suggesting improvements they can share with management, or simply making the process quicker and easier. Every small win counts toward their sense of accomplishment.
c) Enable them to shine: Design your product in a way that allows users to showcase their work. Make it easy for them to demonstrate their efficiency to their boss—whether by reporting how many forms were completed or by suggesting ways to streamline processes. This turns routine tasks into opportunities for the user to stand out.
d) Create a pleasant, repeatable experience: Users should want to engage with your product day after day. Consider what makes the experience enjoyable in the moment—whether that’s a clean design, smooth functionality, or small rewards for completing tasks. At the same time, think about how you can build a long-term relationship with the user by making the product something they look forward to using, rather than dreading.
By designing for experience, not just functionality, you elevate your product from being just another tool to something users genuinely enjoy using. This thought process will fundamentally change not only how your product looks, but how it feels to your users—ultimately creating a more loyal and satisfied user base. A great product doesn’t just solve a problem; it empowers and elevates the user in the process.
Conclusion:
At the end of the day, your goal is to create a product that stands out in the fiercely competitive market, one that not only gets adopted but stays indispensable. A product that sticks, delights, and turns users into champions who advocate for both initial purchase and renewal. These principles aren't quick fixes—they require intention and effort—but they are powerful mantras, tools for the mind, that will set your product on the path to lasting commercial success. Embrace them, and you’ll design something that doesn’t just sell—it thrives.
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